Saturday, April 22, 2023

g-f(2)1078 THE BIG PICTURE OF THE DIGITAL AGE (4/22/2023), MIT SMR, A Better Way to Pilot Emerging Technologies

g-f Nugget Golden Knowledge (Nugget GK)



MIT SMR Facts: 
  • IKEA didn’t give up on drones for inventory management after pilots fizzled — it came up with a better approach for testing new technologies.
  • To understand how organizations can successfully assess, pilot, and implement novel technologies, we studied how IKEA introduced drone technology into its warehouse operations. 



This genioux fact is presented in the regular way below.






ULTRA-condensed knowledge

"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, Pilot Emerging Technologies



Lessons learned, OPPORTUNITY, Alerts, MIT SMR


🎯Exceptional Golden Knowledge (GK) Container (g-f EGK)


🏆Golden Knowledge (GK) Mine



MIT SMR Facts:  
  • Five Key Lessons. The following steps, based on IKEA’s successful adoption of cutting-edge technology, can be employed by other organizations as they work on their own implementations.
    1. Create a governance structure for the exploration of emerging technologies.
    2. Start with the use case but keep a close eye on the business case.
    3. Select partners strategically.
    4. Iterate the use case until the business case evolves.
    5. Take a phased approach to scaling.



"genioux fact" condensed as an image



Extra-condensed knowledge


Extra condensed knowledge complements ultra condensed knowledge.


MIT SMR Facts:
  1. Create a governance structure for the exploration of emerging technologies. In providing a governance structure at IKEA, the DIN unit helped support a strategic process for discovering a viable solution to a real problem by allocating funding and personnel without overly interfering in local drone pilots.
  2. Start with the use case but keep a close eye on the business case. You can easily miss an opportunity by asking “What’s the return on investment?” too early in the process.
  3. Select partners strategically. Many vendors offer technology that is attractive but won’t necessarily address the problem at hand. 
  4. Iterate the use case until the business case evolves. Moving from a use case to a business case isn’t always a linear process. It requires negotiation and problem-solving between business decision makers and operational and technological change agents. 
  5. Take a phased approach to scaling. As soon as a technology is operationally functional and robust and the benefits outweigh the costs, it’s time to start scaling. 


Condensed knowledge


The condensed knowledge complements the extra and ultra condensed knowledge.


MIT SMR Facts:
  • Companies that are considering adopting a particular technology typically base the decision on the strength of the business case. Such an assessment is straightforward when the technology will upgrade existing equipment or replace manual processes with automation, or when the technology is already in use at other organizations that have demonstrated its benefits. But it’s much harder to quantify the value of emerging technologies that are not yet being widely used.
  • To understand how organizations can successfully assess, pilot, and implement novel technologies, we studied how IKEA introduced drone technology into its warehouse operations. We describe the research in more detail in our 2022 Journal of Operations Management article, “Emerging Technologies and the Use Case: A Multi-Year Study of Drone Adoption.” The company’s experience demonstrates that a use case can be developed into a meaningful business case with a coordinated approach and the right partners.


REFERENCES




ABOUT THE AUTHORS


Torbjørn Netland


Torbjørn Netland (@tnetland) is a professor of production and operations management in the Department of Management, Technology, and Economics at ETH Zurich. 

Omid Maghazei


Omid Maghazei (@omaghazei) is a postdoctoral researcher in the same department. 

Michael Lewis

Michael Lewis (@opsprof) is a professor of operations and supply management in the Information, Decisions, and Operations Division of the School of Management at the University of Bath.



Some relevant characteristics of this "genioux fact"

  • VIRAL KNOWLEDGE
  • Category 2: The Big Picture of the Digital Age
  • [genioux fact deduced or extracted from MIT SMR]
  • This is a “genioux fact fast solution.”
  • Tag Opportunities to those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.



References


“genioux facts”: The online program on "MASTERING THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)1078, Fernando Machuca, April 22, 2023, Genioux.com Corporation.


ABOUT THE AUTHORS


PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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