Issue link: https://iconnect007.uberflip.com/i/1355791
REAL TIME WITH... IPC APEX EXPO 2021 SHOW & TELL MAGAZINE I I-CONNECT007 57 He outlined a five-step strategy for success, beginning with a shi in perspective: 1. An evolution of underlying business prac- tices with incremental smart upgrades and improvements, not a revolution. 2. Define a value proposition: making sure the mission was clear by answering three key questions about the problem: "what intelligent information was needed to solve it, what data was needed to create that intelligence and finally, what technology was needed to gather that data and create the intelligence?" 3. "Nibble at the edges": start to experiment with low-risk, high-yield projects that would demonstrate the effectiveness of the intended solution without risking any core functions or products. e outcome would set the basis and direction for an evolving digital strategy based on early proof-of- concept and result in process-changes that would develop into means of addressing core problems. Another outcome would be the creation of home-grown experts capable of leading subsequent larger edge- nibbling projects. 4. Develop a roadmap for implementation, building inward from the nibbled edges. 5. Once all four steps had been completed, most "new" skills, processes and protocols would be already in place to enable the digital strategy to be properly deployed without it having the effect of a "bomb thrown into the operation," as previously alluded to, and to become a structured activity to make the company stronger. Effectively it was an evolution of what the company had been doing all along and the fact that it had been "digitally trans- formed" hardly even mattered, although the problems had been solved. Looking at how it worked in the real world, Hessman took two case studies. His first referred to a maintenance programme for Toyota Material Handling—keeping their fork- trucks in operation and their customers happy. ere were some major challenges, such as the lack of appropriate sensors on their older trucks, and the lack of facility to handle the enormous amount of data that these sensors, once fitted, would generate. e value propo- sition was based on artificial intelligence and predictive analytics. But the company had no experience of artificial intelligence and were wary of committing to the technology. ey began to "nibble" by processing inspec-