We need to frame this post in the context of larger companies. IoT is not specifically oriented to bigger organizations, but IoT builds the kind of leverage which global players can use. They can also carry upfront costs more easily, while investing in long term planning. They are often future focused, hiring people with strategic experience.
This idea of organizational pivot or change is an important topic within human dynamics. People tend to resist rapid change. The bigger a group becomes, the more vested interests evolve. An argument could be made that smaller companies can carry the cost of change more easily, because they are inherently more agile.
A study by Cisco revealed that approximately 60% of IoT initiatives stall at the Proof of Concept stage, with only 26% of companies considering their IoT endeavors a complete success. That is 1 in 4. Technical issues are not the primary derailment risk, because they have logical mitigation strategies and work arounds.
Corporate has the potential to kill your project long before it makes it off the drawing board.:
- 🟧 No Leadership buy-in
- 🟧 Silo based organizational structures
- 🟧 Middle management fear
- 🟧 Analysis paralysis
Most of those issues are common to any project. Consultants are not paid to do address them, but must anticipate their potential and assess the associated risks. Instead of rolling out massive changes, start with modular design. Use pilot projects that deliver measurable results. Show real world successes. Build credibility. Use clear, jargon-free messaging about goals, benefits, and timelines.
A skeptic has good reason
Understand the skeptic’s position. There is usually a kernel of truth that underlines a negative outlook. Know why someone is entrenched. Understand their pain points. A “naysayer” might be the most honest person in the room.
The role of an IoT consultant:
- Strategic Planning: “Consultants help define clear business objectives and develop … strategies aligned with organizational goals.” Matellio
- Technical Expertise: This is a core skillset. A consultant has to bring the technical domain knowledge.
- Communications: Negotiation, communication and listening are skills, meaning they develop with use, domain knowledge and experience.
- Change Management: Facilitating cross-departmental collaboration and integration. Change management is not easy, it digs into fear and uncertainty.
