deal architect

Burning Platform: Manufacturing in 2050

In the 82nd episode of Burning Platform, we host Maggie Slowik, and Andrew Burton. Global Industry Directors for Manufacturing at IFS presenting a shortened version of a session they hosted at their Unleashed Event in Miami a few weeks ago.

They talk about the many challenges manufacturers face from supply chain disruptions, talent issues, navigating inflation, cybersecurity threats, growing ESG and other regulations among them.  Manufacturing today is not for the faint hearted, but they talk about so many new opportunities that have opened up from those who persist with smart, connected products; circular economy thinking, the move of value to data and the changing mix of data – from 40% generated by machines in 2021 to 60% in 2025.

They talk about the metaverse. IFS is already well ahead with use of mixed reality in its field service scenarios. Andy and Maggie talk about it in the context of the shop floor.

They cover changing ecosystems and shortening supply chains from a geographic perspective as companies rethink “lean” and lowest-cost sourcing,

2050 seems a long way off. But they quote a young blogger who says that much earlier, by 2030, things are going to be essentially ownerless. “We already see the beginning of that with certain things like bikes, clothing as a rental, certainly cars. So we're sort of heading towards ‘Servitization”, a service-oriented future.” They provide several examples of products evolving to services during the session.

Very nicely done in about 30 minutes.

In a session I will run next week, you will see Bas de Vos, who runs IFS Labs, present many examples of the technologies which are rapidly changing the shop floor and the man/machine symbiosis in manufacturing.

Book speedwriting?

I asked followers on LinkedIn how they would use 4 months of sabbatical credits like I have accumulated over two decades at Deal Architect. I got plenty of suggestions including this from Andre Blumberg, CIO at Hong Kong based CLP who I have profiled in earlier books

“Four months? You’d write two books, easily.”

Andre is an ultra-marathoner so I am flattered by his standard of speed, but my style of book writing depends on a large number of conversations with executives. I have said often if my voice is more than 10% of a book, I have failed. My blogs, Instagram and other social media is where I share plenty of my voice. In our advisory work, clients get plenty of my voice. But books that I help write are for story telling by innovative executives. And arranging such conversations takes plenty of time.

But surely, having 7 earlier books helps shorten writing time? It does, up to a point.

I recently shared details of two books my team has helped with in the last 18 months – Moment of Service by Darren Roos, CEO of IFS and Business as Unusual by Thomas Saueressig and Peter Maier of SAP.

Moment of Service involved about 50 conversations with IFS, customer and partner executives resulting in 1,000 pages of transcripts, slides and research material and took my team about 4 months. We delivered a draft of 300 pages. The IFS team added their voice and trimmed that total content down to  a very readable 200 pages.

Business as Unusual involved about 150 conversations resulting in 2,500 pages of transcripts and other materials and we delivered a first draft of 400 pages. Took us roughly 6 months. SAP and Rheinwerk Publishing added material, trimmed other and ended up with a 300-page book dripping with innovation stories.

So could we have done either much quicker?

Firstly, it absolutely helps to start with a premise and a pool of potential interviewees. Darren Roos had a pretty crisp definition of the Moment of Service theme. IFS had gone through a branding exercise a few months earlier. Most of his customers and partners were comfortable with the concept. Still the logistics of identifying who to interview, arranging the recordings , transcribing them, getting approvals is a labor-intensive process.

The SAP book subject matter was much more complex. It covers 8 “megatrends”  - Resilient supply networks, Future of capital and risk, Integrated mobility, Everything-as-a-service, Sustainable energy, Lifelong health, New customer pathways and Circular economy. We were looking for very innovative customers who were pushing the boundaries of low-carbon energy, breakthrough medicine, new financial instruments, differentiated store experiences, new business models etc. We were looking to interview a broad range of specialty research firms and partners beyond SIs. We ended up with  strategy firms, Bain and Co and Accenture Strategy,  the mobility services firm, MHP which is part of Volkswagen, the industrial robotics firm, Beckhoff, the Advanced Services Group at Aston U and the energy research firm, Det Norske Veritas among others. Frankly, without SAP’s amazing industry and global reach we would have not got that variety with other vendors even if had taken 3x the time.  

But hasn’t technology and automation helped make the process speedier? Absolutely, in the data collection process. No way could I have traveled to 35 countries to meet with interviewees especially with pandemic travel restrictions. Zoom and Teams were a massive help. So was being able to listen to the digital files of interviews as if they were podcasts on my walks and via Bluetooth in the car. Helped me decide what to excerpt from each.

Tech has also helped make easier the graphics that IFS and SAP developed for their books. Printing and Distribution has similarly become more efficient. SAP Press is offering the Business as Unusual book through many more booksellers around the world and in more eBook formats

Given all the advances in AI, voice recognition and transcription technology has surprisingly not improved much. We have so many accents, acronyms and jargon in tech world that machines just cannot keep up with Tina, who has transcribed most of my book interviews for the last 5 years. And the SAP book in particular has whole bunch of chemistry, geology. medicine, automotive, banking and other lingo in addition.

Same thing with editing. I like to cite the experience from the Godfather movie. Coppola shot 90 hours of film and delivered a 2-hour version to the studio. The studio asked him for more and the released version was about 3 hours long – still less than 5% of what was filmed! Two of the 6 editors won Oscars for their work. 50 years later, I find editing is still an art form. Good editors are worth their weight in gold.

So 2 books in 4 months? Sorry Andre, like I told you if I was to use 4 months of sabbatical time to write another book, it would be fiction. About an analyst who is in the middle of international intrigue and chaos and saves the world. Jack Ryan if he had stayed an analyst.

If the Mrs. would allow me to spend 4 months looking like this nerd 😊

The underappreciated telecom sector

I have had several reasons recently to think about the state of our connectivity.  In the last month, my wife, my daughter and son have been on separate trips to three continents. They have kept connected, informed and entertained at a fraction of what I used to pay on international trips just a few years ago. In the last couple of years, I have interviewed nearly 750 executives across 50 countries for books and video episodes via Zoom and Teams. Pre-COVID, I would have hopped on planes to get this level of executive access. On a recent weekend, I watched my alma mater, TCU play on a Saturday evening in Austin, TX.  I got up early the next morning to watch the Cricket World Cup in Melbourne, Australia, then a couple of hours later watched my NFL football team, the Bucs play the Seahawks in Munich, Germany.

It’s incredible how today’s telecoms and media companies have shrunk the world and democratized access to billions. As Hemingway famously said “it was gradually, then suddenly”. The industry has been turbocharged in the last few years.

Can you imagine if we got some similar payback and productivity from airlines or public utilities or healthcare?  Yet, telcos do not get much customer love. They don’t rate very high in terms of brand reputation or customer satisfaction.

It was nice to hear David Fan, GM of the Salesforce Communications Cloud present on the dynamic industry in the Analyst Cam series here. Even more, I was pleased to see this short report (just 3 chapters) that David sponsored titled "Trends in the Communications Industry". It is the result of  a survey of 500 industry experts and 6,000 consumers of wireless, cable and B2B telco services from around the globe.

The survey highlighted several trends and I have excerpted some key ones, many of which telcos need to monitor

The sector has become hypercompetitive, beyond just price

The survey reports

“When asked about what might make them consider switching internet service providers, respondents cite price and speed at the top. Unsurprisingly, with hybrid work models growing in popularity, reliability is also a big factor. In fact, more than 1 in 10 consumers say they'd consider changing internet providers for either better reliability (13%) or improved customer service (12%).”

and

“Fifty percent of wireless customers and 47% of cable customers believe they get the best service when they threaten to switch to a different provider. This indicates that more work needs to be done at addressing customer satisfaction throughout the lifecycle — not just when people threaten to leave.”

Hybrid customer experiences are still not optimized

“35% of those surveyed say they prefer to do business online and in stores. This means that optimization of physical experiences cannot be ignored. Customers want the best of both worlds. Providers need to plan for, and support, the joining of online and offline experiences. The ability to move from one channel to another is a key customer success factor.”

Customer satisfaction is driven by a handful of outcomes

While these expectations keep evolving, what keeps customers happy are actually pretty tactical. Here are some of their expectations of their cable providers.

Consumers are willing to pay more for wireless 5G, but have a fuzzy knowledge of what it does for them

The survey reports “only 44% of respondents were “very familiar” or “extremely familiar” with 5G technology. However, 67% of respondents said they would be willing to pay more for 5G.

5G could dramatically broaden telco ecosystems

Percentage of providers who think 5G would attract more partnerships and bundling options in the following areas

Developers could expand ecosystems even further

The report says

“Now that networks are being modernized and made accessible via APIs, the challenge becomes attracting developers who know how to build and connect applications with devices. Hyperscalers (companies, like AWS or Google Cloud, with the ability to scale computing resources on demand) have dedicated developer communities that could be great assets to traditional providers.”

B2B customers want collaborative and more digital experience

The survey showed

“B2B users report experiencing frustration when trying to manage accounts online (39%), make large purchases (36%), and request changes in service (36%). B2B users also reported frustration when using assisted digital services (31%) and self-service (34%) tools. Also concerning is that only half (53%) of procurement employees said they felt comfortable managing their enterprise accounts online without sales agent assistance.”

The report has plenty more interesting nuggets. Check it out and my Analyst Cam episode with David. It is a critical sector which is delivering very high value to us consumers and workers. Let’s engage more proactively with the sector while continuing to demand more from it.

Analyst Cam: Salesforce Verticals – Manufacturing Cloud

As we have moved to virtual briefings, I have increasingly been excerpting short video segments (with permission) as part of my Analyst Cam series.

This time it is Achyut Jajoo · SVP and GM, Manufacturing and Automotive presenting an update on their Manufacturing Cloud.

Unlike other industries Salesforce has presented in recent Analyst Cam episodes, the Manufacturing Cloud is not new. It was launched in 2020. Salesforce is focused on the customer facing side of manufacturing – what it calls “digitizing the front and middle office”, not operational functionality for the shop floor or product lab that many ERP vendors target.

Achyut identifies that for most manufacturing businesses, less than 10% of revenue is net-new business. Most of the business is in “run rate, long term customer agreements, or you're bidding on long term projects and programs”. Most companies were using Salesforce as a CRM for net new business. 90+%  of the business was being done in Excel spreadsheets or by tapping into the ERP or other sources where long-term customer agreements are recorded. 

Some of the use cases the Manufacturing Cloud focuses on  – modernizing commercial operations, simplifying partner engagement and transforming service experiences. That translates to focus on functionality identified below

Achyut also identifies 4 “sub-sectors” they are focused on: a) complex equipment manufacturers, b) production parts suppliers (like automotive suppliers) whose products are inputs for other manufactured products and equipment. c) chemical manufacturers. d) distribution-oriented manufacturers that distributing their products through a  channel ecosystem.

He presents on 2 customers – Swissbit (sensors and chips) and Tenneco (automotive components).

He also asked me to pass along that Salesforce is hosting a Manufacturing Summit on December 1 in Chicago. If you're interested in connecting with the team at the event, you can find the agenda and registration information here.

 

 

Burning Platform: The year in industry events and travel

In the 81st episode of Burning Platform, we host Jon Reed of Diginomica and Brian Sommer of Techventive to discuss the good and bad in industry events we experienced this year and on the state of business travel.

I carved the recording into two videos.

Part 1 covers the slides all three of us presented. Jon kicks it off at 0.59 “I felt before the pandemic events were largely what I would call legacy and not creative enough. And I felt the same as we went into virtual events that most of those events were really passive viewer experiences that really weren't very engaging and very good. Have however, seen a little bit of progress.” He provides a score card in his slides on how hybrid events have evolved.

Brian, starting at 12.00 is entertaining as he describes the trials and tribulations of post-COVID travel. He has several hilarious slides and also useful advice on what events should aim to deliver for customers, prospects and partners (and also how partners could be effectively using the events) – and yes, us analysts.

I start at 24.08. I had much less travel than either Jon or Brian last couple of years, But I made up with over 700 virtual conversations – about 200 for books by execs at IFS and SAP my team has contributed to and another 500 in various video episodes of Analyst Cam, Burning Platform and New Normal. I also describe the events I was at in-person and some of my travel experiences.

Part 2 is more of discussion between the 3 of us. We cover what we like and don’t like about keynotes and guest speakers, whether we prefer dedicated analyst summits or use conferences, need for expanding ecosystems and their presence at events, showcasing differentiation products and business models and lots of other areas event planners will find helpful

 

 

Analyst Cam: Blink – Empowering Frontline Workers

As we have moved to virtual briefings, I have increasingly been excerpting short video segments (with permission) as part of my Analyst Cam series.

This time it is Sean Nolan, CEO of Blink, which offers mobile access for frontline workers in a variety of verticals – “nurses, refuge collectors, retail staff, hospitality staff, aged care workers, anyone who doesn't sit behind a desk all day, they probably don't have a workplace device, like a laptop or a phone given to them so probably has got personal devices. Most don't have a workplace email address or sort of digital identity necessarily.”

He provides a use case at the UK transit carrier, Stagecoach – where drivers use his app to access Trapeze rostering, GreenRoad telematics and Oracle HCM applications. The more useful the applications. the more engagement of the frontline workers and more chances they will adopt even more digital functionality

I know I am a broken record asking vendors to verticalize but it is heart breaking  to hear so many essential workers are in his words “to a large part digitally disconnected from the organization.” His goal is to fix that but giving them access to a variety of relevant applications like training, benefits and even accident and near miss reporting, which he says is one of the more attractive use cases for their software.

Listen to his pitch and applicability in the verticals they are targeting. Nicely done in under 20 minutes. He was introduced to me by Workday Ventures, one of their investors.

Analyst Cam: Papaya Global – workforces without boundaries

As we have moved to virtual briefings, I have increasingly been excerpting short video segments (with permission) as part of my Analyst Cam series.

This time it is Eynat Guez, co-founder and CEO of Papaya Global. Papaya offers a global workforce management platform in 160+ countries. Her elevator pitch: “Global payroll technology was broken. So we fixed it.” I was introduced to her by Workday Ventures, one of her investors.

As you listen to her, it becomes clear that payroll processing across so many jurisdictions is hairy enough. Their efficiently handling payments to employees, to taxing authorities, benefit plans etc. with the fragmented global financial services landscape, one pay cycle after another, is even more valuable to clients.

Eynat covers the fragmented competitor landscape – payroll outsourcers, HCM software vendors, Employer of Record service providers and firms that provide 1099 type contractors. One of her big advantages is a highly streamlined onboarding process for clients.

They have 1,500 clients. 30% of which are F5000 companies. Customers let them handle their processing, or avail of a technology licensing model. Eynat says the latter is growing significantly in popularity.

She talks about one of her clients CyberArk with over 2.000 global employees. She describes how Papaya consolidated what was being done by multiple providers.

Very crisply done in under 25 minutes.

 

 

Burning Platform: The state of US Healthcare

In the 80th episode of Burning Platform, we host Dr. Geeta Nayyar (“Dr.G”), SVP and Chief Medical Officer at Salesforce

Jujhar Singh, EVP & GM, Salesforce Industries recently gave us an update on Salesforce’s health and life sciences cloud from their Dreamforce event.

With Dr. G,  the conversation is more about how to fix US healthcare – we spend a fifth of our GDP on that sector and our health outcomes don’t reflect that. She identifies a slew of areas she would prioritize for tackling

We talk about how most enterprises turned on a dime at the start of COVID and how McKinsey says if we can sustain that intensity, we may have the most innovative decade ever. And whether that is likely to happen in healthcare, given its ossified nature.

We talk about the promise and frustrations of electronic medical records. We discuss why public health performed inconsistently during the pandemic and how we can build public trust in those institutions

Healthcare is stubbornly regional, even country specific in medical practices, regulations, even payer/provider structures and how we can move to benchmark more across countries. We talk about a consumer-led movement transforming healthcare and a proactive focus on wellness versus the traditional focus on treating symptoms.

Dr. G covers an incredible amount of ground in around 20 minutes. Must see TV!