TEOLLINEN INTERNET JA SUOMALAISEN OSAAMISEN … · \爀屲Konecranes’ first strategic initiative “Indu對strial Internet” involves adapting the whole organization and its processes
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TEOLLINEN INTERNET JA SUOMALAISEN OSAAMISEN SEURAAVAT ASKELEET Pekka Lundmark President & CEO
KONECRANES MISSION, VISION AND STRATEGIC INITIATIVES
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This image summarizes Konecranes’ corporate platform. On the horizon, you can see the different customer segments (Ports, WTE, Nuclear, Steel, Wind, etc.) that we serve and sell to. These are the customers whose safety and productivity we want to improve. The global megatrends that are changing the world we operate in can be seen on the right. These megatrends – such as larger cities, cutting-edge technology, new employees and stakeholders, and new businesses – represent new opportunities for us. The crane symbolizes our mission, why we exist. Our vision describes what we want to achieve, and is symbolized by a service technician and his/her tablet-based remote connection to an intelligent crane. In addition to people based in the field, service personnel also work in remote centers today. Both crane and man are deliberately non-branded. This is to illustrate the fact that we work on any make of crane and that service work involves both Konecranes personnel and customers at their sites. The three hooks symbolize our three key strategic initiatives: Industrial Internet, Segment-based Offering, and oneKONECRANES. Each of these initiatives will play a part in helping us achieve our vision. Konecranes’ first strategic initiative “Industrial Internet” involves adapting the whole organization and its processes to this change – and doing it proactively. We collect performance and condition data in real time from sensors and other systems in intelligent machines, and process it to valuable safety and productivity information that can be sold as a unique service to our customers. This differentiates us from competition and warrants a price premium. The second initiative “Segment-based Offering” relates to our aim in improving our customer focus by developing the company’s offering based on Customers needs and consisting of both standard and advanced products and services in both developed and emerging markets across the world. The third initiative on the strategic agenda is 1KC. Under the leading ideology of “One Konecranes” , this project streamlines the way of working across the entire organization. As a result, information systems are modernized, productivity is boosted and operational costs are reduced along the road. Underpinning everything are our three core values: trust in people, total service commitment, and sustained profitability. Together, all these elements form Konecranes’ corporate platform and make us who we are and who we want to become.
INDUSTRIAL INTERNET – OUR DEFINITION AT KONECRANES We make machines intelligent and aware of their condition, and network them to create real-time visibility for enhanced safety and productivity. This unique service *) that we offer our customers differentiates us from our competitors.
Safety 421
Productivity 15,0%
DATA CAPTURE – SENSORS
DATA INTEGRATION AND MANAGEMENT
DATA USAGE
5
*) Extensive crane knowledge, worlds widest service network in our industry, global material distribution and (online) technical support.
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Our goal is to develop a truly unique customer experience which is totally in its own class in the marketplace. We develop our service and equipment to enable real-time visibility to equipment usage and condition, and advanced predictive maintenance. In practise, we capture data from different machines and different sensors, and we process that data into information and take that information and analyse it and package it into something that is meaningful for the customer, so that we can then offer the whole ‘package’ as a service for the customer. We are offering this service to customers so that they can lift their safety and productivity. All this needs to be packaged attractively, be easy to use, and offer a fantastic user experience, to underline what we provide in terms of quality and being a reliable partner. Business Potential Key Differentiator for Konecranes Service & Equipment Improved pricing power Access to new customers and segments Improved customer/maintenance contract acquisition and retention Reinforces market leadership position; raises the competition bar Product & Services Innovation and Improvement Source Tailored services based on actual equipment usage and location Equipment design improvements based on actual reliability/usage data Competitor Equipment performance data Substantial Annual Service Revenue Stream Potential Paying subscriptions, retrofits and spin-off revenue Stable “Subscription” revenue / On-line administration / Good leverage Above average margins
INDUSTRIAL INTERNET COMPETENCES ARE AND & AND & AND
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– Future competences differentiation
comes from convergence of multiple competences, even as differentiating expertise is still needed
– No company can be “jack of all trades”
thus collaborative way of working becomes as important than technical know how
– Speed and openness to innovation will dictate success
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One could name the future compentence to be Cyber Physical Systems (CPS), Wired & Wireless data transfer, Sensor Technology, Data Architecture & Data Analytics, Data Security, Drive technologies or Data visualization UI-Design/Customer experience, Data integration, Data base management, Data modelling, Mobility, Cloud Computing, Data security/protection or many others. The list is endless. All these technologies do have innovations, important role in and will for long create value for Industrial Internet. But non of these will create Industrial Internet alone or none guarantee the success in Industrial internet. The true differentiation becomes from combining the technologies, industry knowledge and service in a value adding way. The fragmentation of value change forces companies to partner and collaborate even more than today. What has happen in IT industry where only few players are able to do vertical integration will take place more in the industrial sector as well. The companies will move more towards horizontal integration thus openness for collaboration and open innovation becomes crucial. This said for being a attractive partner for any company, you need the best in what you do… so take care of your own core competences as well Speed is essential, innovation is crucial. The heavy industries will need to adapt the speed of IT technology industry not to be run over by new entrants to their business. Only capability to create fast new innovations will keep the established players in the industrial internet game. Way to accelerate the innovation is to adapt open innovation from outside company borders. This requires open mindset and ability to quickly to copy external ideas to internal work. The speed is not tied to only R&D, all functions need to support the customer intimacy that Industrial Internet will bring. At the end of the day, it will enable the situation where you know as well or even better than the customer how they use your equipment, device or service. Sales, service even support functions need to be trained to go trough this kind of transformation.
FINLAND HAS AN UNIQUE OPPORTUNITY TO BECOME INDUSTRIAL INTERNET COMPETENCY HOT SPOT
– Pack of market leaders in small geographical area
– High quality Universities with supporting curriculum for both heavy industries and ICT.
– Dynamic Start-up scene But there is work still needed….
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HUBs need critical mass. It is not a surprise that cities/countries have innovation hubs which drive innovation e.g. Stuttgart/Munich (Mercedes, BMW, Volkswagen, Audi driving car industry innovation in Europe, silicon valley driving IT innovation (HP, Apple, Intel etc), Boston area driving biotech innovation with research centers for (Sanofi, Pfizer, Biogen-Idec, Novartis), Bangalore (Accenture, CGI, IBM etc) driving IT service innovation. Finland and especially Southern part of Finland has a unique set of universities and world leading companies in their own field to build dynamic set of world class cross industry competencies all in a limited geographical area enabling collaboration, cooperation, talent sharing & rotation, training, development etc. Skills in technologies like metallurgy and data analytics are needed in industrial internet , but the unique skill that needs to be mastered is e.g. what is the relevant data to be analyzed and what is the implications of the data how steel drum operates in these conditions (heat, vibration etc) based upon actual data. In Finland we have both industrial and ICT expertise, but we need to work on how to combine these. How do we develop cross industry experts who can innovate across multiple industries. World leading companies combining the start-up environment creates dynamic environment enabling more rapid innovation than either alone. This creates possibility scale innovations trough global companies, but test trough start-up speed. Combining the environments gives Finland a unique environment that is rare even globally. BUT lets be honest… we need to be open. Our location, climate, taxation or compensation levels do not naturally attract talent from out side of Finland nor do they naturally retain Finnish top talent in Finland. To be able to succeed we need maintain high investment in high quality education, need to create and nurture business environment of entrepreneurs and ensure dynamic environment for companies to operate. In addition to attract partner companies from other countries, talented employees to bring diversity to spice up Finnish technical leadership we need to create open environment where they will enjoy working in. Talented employees want to work in environment where there is other talented diverse employees. In addition we need to continue to invest in thought leadership in selected areas. As a small country we can not be the best in everything, but we can be the best where we select to be.
SUOMEN SATA MAHDOLLISUUTTA – 20 ARVONLUONTIVERKKOA 1. Henkilöautoliikenteen automatisointi 2. Tavaraliikenteen automatisointi 3. Lähivalmistus ja teollisen rakenteen
muutos 4. Kaupan ja palveluiden virtualisoituminen 5. Lähiruoka ja funktionaalinen ravinto 6. Etäläsnäolo ja työkalujen kauko-ohjaus 7. Oppimisen ja opastuksen
rakenteiden virtualisoituminen 20. Demokratia, vapaus ja sosiaalinen
koheesio
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Lähde: Risto Linturin, Osmo Kuusen ja Toni Ahlqvistin tutkimus: Suomen sata mahdollisuutta: Radikaalit teknologiset ratkaisut
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Eduskunnan tulevaisuusvaliokunnan tilaama tutkimus Siinä esitellään sata kirjoittajien mielestä tärkeintä uutta teknologiaa 20:ssä arvonluontiverkossa. Arvonluontiverkolla tarkoitetaan uusia kysyntäryppäitä eli käytännössä uusia markkinoita, joihin meihin kannattaisi iskeytyä mahdollisimman varhain. Teknologia muuttuvat kuitenkin todeksi vasta sosiaalisten innovaatioiden kautta. Sosiaaliset innovaatiot tässä tapauksessa tarkoittavat niitä luovi tapoja, joilla teknologioita otetaan käyttöön yhteisöissä. Tutkijoiden mielestä esim koululaitoksen pitäisi osoittaa heräämisen merkkejä tietotekniikan olemassaoloon
