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Archive for the ‘Management’ Category

IoT is a real phenomenon which continues to transform enterprises, cities, farms, industries and many more. Typical IoT environment is a complex set-up as various components need to come together to make sure technology works, so you can collect the data you need. I have been a sales person in IoT industry for more than 5 years. I have been working globally with many different countries, companies, cultures and backgrounds. I have seen companies transforming themselves, by the help of IoT and also many failed projects. Today I will try to sum-up which are the main drivers behind a successful IoT venture.

IoT Ecosystem

In essence, there are 2 types of IoT projects; Strategic or Tactical IoT. Strategic IoT projects are typically driven by the top management, linked to other parts of the organization and have a bit more clear business case behind. Where else Tactical IoT projects are usually driven by business units, executed mostly by internal resources and not linked to the overall business goals.

t2 stratgy

Both Strategic and Tactical IoT projects may or may not succeed depending on the ambition levels. However, I challenge my customers to think about their core business and how IoT can enable improvements on it. At the end of the day IoT is not what you are good at. Why not outsource the tech and focus on business value and data monetization. At the end of the day, you will collect a lot of sensor data and you need to have a plan how to monetize it. If IoT does not improve your core business, it will eventually fail because the underlying tech-ecosystem is rather complex and IoT requires continues vendor/technology/strategy improvement.

Now from pure technology perspective, the successful projects all had some common footprint behind; all IT systems (ERP, CRM, Billing, etc) are involved, over the air access, security and high availability are required. Dont be afraid to spend a bit more Capex to save a lot of Opex later on. You must build your IoT topology based on flexibility and adaptability as new standards, tech components and regulations will fade in.

Keep the long story short, IoT is a fast changing, rather complicated ecosystem. Therefore you need external know-how and consulting partner who will help you build budget, data monetization and manage operational aspects. Your vendors must provide world-class support, integration and implementation help. Do your homework and get ready for vendor and technology immaturity. Assess vendor and tech continuously. Last but not least, contact Tele2 IoT so we can bring world-wide best practices and know-how.

Alper CELIK

Global Sales Manager

TELE2 IoT

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Trends and buzzwords are everywhere. On the other hand the core business of Telcos is shrinking. In such an environment, it is hard to find new revenue sources and keep the revenue figures green. In my world a telco should drive the core business with 100% focus on sales, cost consciousness and internal efficiency however look for alternative revenue sources for the future. In the presentation below, I try to tease you a bit on what might be those alternative revenue sources for Telcos. If you have any questions or comments feel free to contact me. I hope you enjoy it!

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What do you need to be a Cloud provider? You could be a Telco or an IT Reseller. Once you decided that you will provide Cloud services you need these capabilities.

1. A Cloud enabled data center

2. Platforms (app store, SSO, aggregation platform and so on…) to provide cloud

3. Monetize your services

4. Business development capabilities.

I think yet another important questions that you need to answer are;

1. What do we have internally today? (Because a lot of the things listed above can be outsourced as well)

2. Your ability to handle an ecosystem.

3. Your sales channels and capabilities

4. What will make you different? (Easy to do business with, price, quality, or what else…)

5. Applications and Infrastructure is commodity now, so you need to focus on business models and content instead.

Sit and think twice before you make any move towards Cloud. Make a good business case and take meaningful risks. Because the market is still emerging and Cloud is still “nice to have” not “must to have” at the moment.

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I am reading a book called “How NASA Builds Teams” and I thin it is an interesting books for those of you who would like to improve their soft skills. There I learned a tool called The 4-D Organization System. Basically, the tool tells us how people make decisions ans build teams.

A reporter asked Richard Feynman to define physics. He answered, “Physics is what physicists do late at night.” Actually, physicists work to understand nature with mathematical models called “laws.” These generalizations simplify nature and allow us to make reliable predictions about the future. These laws are only as valid as the results of experiments that test them. Physicists begin by guessing the law. Therefore, the writer guesses what kind of X–Y system might simplify our understanding of teams and leaders. It is reasonable to begin with the most fundamental actions of leaders—using information to make important decisions. (more…)

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Layout 1Matthew E. May is the author of In Pursuit of Elegance: Why the Best Ideas Have Something Missing and the ChangeThis manifesto called Creative Elegance. He spent nearly a decade as a close adviser to Toyota and works with creative teams and senior leaders at a number of top Fortune companies.

1. Question: How do you define elegance?

Answer: Something is elegant if it is two things at once: unusually simple and surprisingly powerful. One without the other leaves you short of elegant. And sometimes the “unusual simplicity” isn’t about what’s there, it’s about what isn’t. At first glance, elegant things seem to be missing something.

2. Question: Why is elegance so important?

Answer: Elegance cuts through the noise, captures our attention, and engages us. The point of elegance is to achieve the maximum impact with the minimum input. It’s a thoughtful, artful subtractive process focused on doing more and better with less. That’s especially important during this economic crisis when everyone is trying to move forward while consuming fewer resources. (more…)

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kitapI am reading a book called Weird Ideas That Work by Robert I. Sutton. Professor Sutton from Stanford is a unique voice with an urgent message about how to generate and capitalize on new ides.  Since I count myself as an entrepreneurial person, I loved few ideas and want to share them with you. The book has 3 major parts; Why the weird ideas work, the weird ideas and putting the weird ideas to work. I did not like all of the weird ideas in this book and i am a little skeptical about some of them. But, still want to share few of my notes with you. If you are interested in management and innovation, I strongly recommend you to read this book.

Weird Ideas;

1- Hire slow learners

2- Hire people who make you uncomfortable, even those you dislike

3- Hire people you do not need

4- Encourage people to ignore and defy superiors and peers

5- Find some happy people and get them to fight

6- Reward success and failure, punish inaction

7- Decide to do something that you will probably fail, then convince yourself and everyone else that success is certain

8- Think of some ridiculous or impractical things to do, then plan to do them

9- Avoid, distract and bore customers, critics and anyone who just wants to talk about money

10- Dont try to learn anything from people who seems to have solved the problems you face

11- Forget the past, especially your company’s success

I personally did not like the weird idea 3 and 8. But these are for companies where innovation is a way of life. We can not apply these weird ideas in large and established companies. After all, the book is a breakthrough in management thinking, “weird ideas” can help organizations achieve a balance between sustaining performance and fostering new ideas. As a final message; to succeed, you need to be both conventional and weird.

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