《Teamviewer：2024技術互聯互通的真正價值研究報告（英文版）（24頁）.pdf》由會員分享，可在線閱讀，更多相關《Teamviewer：2024技術互聯互通的真正價值研究報告（英文版）（24頁）.pdf（24頁珍藏版）》請在三個皮匠報告上搜索。

1、This report was produced byThe real value of technology connectivity(Clickable links)00 Introduction A new level of remote understanding 03 How connectivity creates financial value 03 01 Why connectivity matters The case for connectivity 06 How better connectivity creates an advantage 08 Connectivit

2、y drives collaboration at every type of business 09Sustainability benefits 10 Poor connectivity damages employee morale and recruitment 1003 The future of better connectivity Seeing is believing 20 AI pushes connectivity to the next level 2104 Time to close the gaps 22About the research 2402 How to

3、break down the connectivitybarriers Quantifiable results illustrate the ROI 13 Data needs consistent practices 15 Businesses are held back by data illiteracy and security concerns 15 Stay CCopyright 2024 TeamViewer Germany GmbH.All rights reserved.2ContentsThe real value of technology connectivityTe

4、amViewers new research finds that the benefits of technology connectivity go much further than we might thinkA new level of remote understandingHow connectivity creates financial value We are in an era where complexity is inescapable,and change is continual.But while companies strive for simplicity

5、and speed,friction and fragmented systems can slow down progress and blunt their competitive edge.Businesses with diverse and dispersed workforces need consistency.That will not be easy.Technology touchpoints are multiplying:the number of internet of things devices worldwide is forecast to reach mor

6、e than 29 billion in 2030.Thereare already more cellphones than people.And some industry sectors,including retail and wholesale,boast more than 100 million connected devices each.This is why a companys ability to connect to any device,application,and system in its infrastructure,and to make use of t

7、he existing data,has an outsized influence on its performance.Whether it is smarter logistics operations or remote technical guidance,access to knowledge from any device,at any time,helps people to worksmarter.And it is why businesses should not see remote technology and device connectivity as a mea

8、ns to an end.Instead,they should focus on what they can do with it.We surveyed 500 companies,including businesses in the automotive,industrial manufacturing,IT,and logistics,transport,and distribution sectors,to find out how they are progressing toward seamless connectivity.By this,we mean the exten

9、t to which staff can operate and connect(without interruptions from anywhere at any time):Our research shows that 33%of businesses with excellent connectivity say their financial performance is among the leaders in their industry.Just 16%of businesses with good connectivity say this.And 34%with exce

10、llent connectivity say their operational performance is on a par with industry leaders;19%with good connectivity say the same.Computers and other devices for information processing and management (information technology,or IT)The hardware and machines that businesses use for their physical processes

11、 (operational technology,or OT)Data and applications3The real value of technology connectivityIntroduction3Financial performance 17%differenceExcellent connectivityGood connectivity(Mostly good connectivity but with improvements to be made in several operational areas)(Mostly seamless with a few are

12、as e.g.,individual functions,geographies,or operational activities working in technology and data silos)The link between connectivity and performanceFigures show those that indicate they are among the leaders in their sector/industryOperational performance 15%differenceCybersecurity performance 16%d

13、ifference16%33%19%34%22%38%Connectivity also increases resilience and supports risk management.In particular,remote connectivity helps organizations to withstand the growing threat of cyberattacks by enabling real-time monitoring,as well as by providing a range of security features.The potential ben

14、efits of connectivity will increase as technologies evolve.The rapid acceleration of artificial intelligence(AI),for instance,promises to speed up response times,especially for frontline workers.Our research shows that only 5%of businesses say their technology connectivity is seamless across their o

15、rganization.This means 95%have at least some gaps they need to close and the opportunity to improve competitiveness,reduce the threat of cyberattacks,and take full advantage of technologies including AR and AI.Many say their connectivity is already excellent.For the rest,will“good”be good enough?Our

16、 research shows that only 5%of businesses say their technology connectivity is seamless across their organization4The real value of technology connectivityIntroduction45 5The case for connectivity How better connectivity creates an advantageChapter 1Why connectivity matters Connectivity drives colla

17、boration at every type of businessSustainability benefits Poor connectivity damages employee morale and recruitmentEvery business is expected to do more with less and improve the return on technology investment.Whether its after-sales service or product innovation,technology connectivity can help in

18、crease efficiency and improve performance.As data and insight flow seamlessly through the organization,every function has access to the information it needs to take the right decisionquickly.“You definitely have a more responsive organization,when you get it working right,”says Stefan Baumgart,Direc

19、tor Product Management at TeamViewer.“You are absolutely more efficient,you are more accurate,and you have a faster response time whether its to your customer or to the other parts of a process.It can also reduce the employees cognitiveload.”You definitely have a moreresponsive organization,when you

20、 get it working right.”Stefan BaumgartDirector Product ManagementTeamViewer“The global chemical and adhesives corporation Henkel has introduced a single solution that its IT helpdesk uses to support its employees 60,000 devices worldwide.With each employee now connected via their devices,every membe

21、r of the workforce is able to participate in the companys digital transformation.The goal is to create a gated and secure IT environment and empower employees to participate in the companys digital transformation.The benefits include greater productivity in the IT department and an immediate increas

22、e in employeesatisfaction.The case for connectivityWhy connectivity matters6The real value of technology connectivityChapter 16There are multiple examples of the benefits of connectivity.TheUK company British Sugar,for instance,says a project to link four factories using a private telecommunications

23、 network has improved efficiency,productivity,and health and safety.Part of British Sugars“Factories of the Future”initiative,the network enables staff and managers to monitor all four sites from mobile devices to get real-time updates on what is happening at each one.The business benefits of tech c

24、onnectivityWhich of the following,if any,are the leading business benefits of technology connectivity at your organization?31%Improved efficiency and productivity26%Improved collaboration across teams and functionsImproved levels of talent retention25%Improved predictive maintenance24%Improved innov

25、ation24%Our research tells us that better connectivity also supports talent retention,and improves innovation and predictivemaintenance.TalentretentionInnovationPredictivemaintenanceBetter connectivityWhy connectivity matters7The real value of technology connectivityChapter 1The ways in which connec

26、tivity helps businesses can be deceptively simple.Smarter software integration,for instance,means that staff do not waste time context switching.A single point of access can improve the experience of working with data.Technology connectivity also supports process automation,which frees staff from ma

27、nual and repetitive tasks so they can do work thats more mission-critical and enjoyable.If organizations can scale such automation,the impact on the efficiency and accuracy of work can be significant.The result?A greater sense of employee engagement and meaningful value for the organization.Business

28、es can also use connected operational technologies to become more efficient.The ability to monitor and keep systems running especially power-generation and sophisticated automotive systems has significant cost and travel implications.“When your machines and production lines are connected,youre const

29、antly monitoring their operational metrics,”says Mei Dent,TeamViewers Chief Product and Technology Officer.How better connectivity createsan advantageThis monitoring provides the organization with the real-time data that fuels predictive analytics models.These tell the business when it needs to carr

30、y out maintenance before a breakdown can stop production.“You dont need to send a technician to the site if you can log into a device remotely to put something right,”says Dent.Sacha Porges,Global Director for Program Quality at GKN Automotive,says that this predictive maintenance is a huge opportun

31、ity.“Lets say,for example,that you want to monitor the temperature of the bearings in a robot that does not have this as an existing facility,”says Porges.“You can now retroactively bolt on a sensor that will upload information into your cloud.You can set the desired operating parameters to monitor

32、the status of the bearing to then build an effective,predictive maintenance schedule directly based on that data.”8The real value of technology connectivityChapter 1The real value of technology connectivity8Why connectivity matters8Connectivity can also help staff at every organization to work toget

33、her more seamlessly:88%of businesses in our survey agree that connectivity increases collaboration across teams and functions.This isnt only true in the office,though connectivity certainly does help remote and hybrid-working employees access expertise and knowledge wherever they may be.Its also tru

34、e for people working in a range of frontline and operational settings.“In the manufacturing environment,machines are being driven by connected,highly orchestrated processes,”says Stefan Baumgart.“There is no reason people cant benefit from that samething.”Collaboration in industrial sectors often in

35、volves a range of external suppliers.Many organizations are using connected applications to share information securely and work collaboratively up and down their value chains,many of which are growing incomplexity.A joint project between BAE Systems,Digital Catapult,Maher and other suppliers is one

36、example of that collaboration.The project looks at how to achieve a 20%reduction in supply chain costs through improved efficiencies using blockchain,the internet of Connectivity drives collaboration at every type of businessthings,and AI to improve additive manufacturing processes for high-value ae

37、rospace components.Sacha Porges offers another example.GKN is investigating increased use of digital twins for design and development work building virtual versions of new projects that can then be tested,rather than having to depend on physical prototypes.“One of our biggest customers effectively w

38、ants 90%of our design validation testing to be conducted virtually,”says Porges.“Rather than building a very expensive set of prototypes,we can simulate the prototypes to perform the majority of the necessary testing to minimize costs and time.”The automotive manufacturer Hymer,meanwhile,has worked

39、with TeamViewer and Siemens on a joint project to optimize product development lifecycles using augmented reality technology.Hymer staff can visualize vehicles and their components in intricate detail,whether or not they are working at their desks.As well as helping to provide operational reassuranc

40、e,connectivity can also give individuals more autonomy.“From a manufacturing standpoint,think of an assembly line,”says Baumgart.“If there is an issue and my cell is holding up the whole line,everybody suffers because of my inefficiency.If I can resolve it within my production time,everything keeps

41、running smoothly.”By helping to resolve problems more quickly,connectivity can strengthen relationships:80%of businesses say connectivity allows them to improve interaction with customers and clients.80%of businesses say connectivity allows them to improve interaction with customers and clientsThe i

42、mpact of dealing with customer issues,such as complaints and after-sales issues,can be severe.According to the Institute of Customer Service,the monthly cost to UK businesses of dealing with customer issues is 7.1bn;on average,staff are spending more than half a day a week on it.9The real value of t

43、echnology connectivityWhy connectivity mattersChapter 19There is another crucial business benefit of improving connectivity.If staff have greater flexibility,it can help organizations to achieve their sustainability goals many of which are being missed and recruit and retain staff who are increasing

44、ly determined to work with more sustainable organizations.Research suggests that remote working policies can help organizations to shrink their carbon footprints.A recent study published in the Proceedings of the National Academy of Sciences found that employees in the US who switched from working o

45、n sites to working from home could reduce their emissions by 58%.The biggest savings come from dropping the employees commute and reducing the organizations energy usage.Our own research has found that TeamViewer users avoided 41 million tons of CO2 emissions in 2022,mainly because remote connection

46、s reduced the need for travel.In the workplace,connected sensors help organizations to collect granular data about their estates energy consumption from offices to manufacturing facilities.Businesses can use that data to manage their energy use far more effectively,and the impact can be dramatic.A p

47、roject in Finland and Sweden,in which 365 residential homes used sensors to monitor temperatures and predict energy demand,saved 17 GWh of consumed energy,avoiding more than 1 kTonne of CO2 emissions.Sustainability benefitsBusinesses in many sectors are struggling with labor shortages and recruiting

48、 and retaining staff.If they cannot keep their workforce happy,they will lose that fight.Sowhat do staff want?Todays employees are looking for a technology experience at work that is as frictionless as it is in their personal lives.So the technology they use to work should be as simple and seamless

49、as the technology they use to live and to play.And they want to be able to work productively and collaboratively whether they are working remotely,on their employers premises,or both.Where they lack the skills and knowledge to manage an issue,they want to be able to secure support from experts in th

50、e organization,either in-person or through a remote connection.Our research suggests that organizations recognize this:better talent retention is one of the top three business benefits of connectivity.But 25%say that access to their data and systems is average or poor for anyone working outside of c

51、ompany facilities,including at home.And 24%have the same concerns about staff working at company facilities other than their usual base.In the UK,this is even higher for those asked to rate their own ability to connect:36%and 38%.Poor connectivity damages employee morale andrecruitment36%38%rate the

52、ir data and system access as average or poor outside company premises,even at home have the same concerns about company facilities other than their usual basecontinued on page 1110The real value of technology connectivityWhy connectivity mattersChapter 1This type of poor connectivity might reduce th

53、ese businesses ability to compete for the best talent.An Akkodis survey of 14,800 employees in 25 countries worldwide,for instance,found that 76%of workers are looking for organizations that can provide them with the right systems and technologies.Younger employees are more likely than others to cho

54、ose roles and employers according to the technology they will be asked to use.This goes beyond offering flexible working.Younger employees might even prefer not to work remotely,because they are less likely to have well-equipped and comfortable homes to work from and are more likely to want to learn

55、 from more experienced colleagues.Instead,workers are looking for technology that makes it easy to do their jobs well.Research from the London School of Economics shows that Gen Z and millennial workers are less tolerant of latency in communication,and get more frustrated with legacy solutions.Techn

56、ology connectivity can also help personal development and knowledge retention,particularly in highly technical industries.“You might have a technician that really knows their product and how to solve problems,”explains Stefan Baumgart.“Butwhen new engines,like hybrid,are rolled out,they are taken ou

57、t of the production line to retrain somewhere else.Instead,you can give them the tools to augment their knowledge in the moment;thats what real-time connectivity helps solve.”Accessing systems and data When working in their usual workplace,how would you rate the ability of all employees to access th

58、e IT systems and data that they need?5%010%15%20%25%30%35%40%45%50%PoorAverageGoodExcellent2%43%46%37%53%AustraliaCanadaGermanyJapanUKUS30%5%31%26%38%17%40%42%10%23%35%1%19%42%continued from page 1011The real value of technology connectivityWhy connectivity mattersChapter 1111212Quantifiable results

59、 illustrate the ROIData needs consistent practicesChapter 2How to break down the connectivity barriers Businesses are held back by data illiteracy and security concerns12So businesses are better connected.What is stopping them from changing their connectivity from good to excellent,and from excellen

60、t to seamless?For businesses that currently have good connectivity but want to make it even better,integration can be a problem:30%of these businesses say the different mindsets and attitudes of their people get in the way of improvement.More than a quarter,meanwhile,say it is difficult to demonstra

61、te the return on investment(ROI)in connectivity,and this is most likely to be a problem for the fifth of businesses that say budget constraints are a problem.The challenges are slightly different for businesses that currently have excellent connectivity but now want to become seamless.Concerns about

62、 cybersecurity are the leading barrier.And they are more likely to be worried about their skills gaps.They also say that previous projects have fallen short of expectations.Overcoming many of these problems will be an iterative process,says TeamViewers Mei Dent.“The early adopters,particularly when

63、looking at frontline operations,start with a proof-of-concept phase for their particular use case,”she says.“Then there is a productivity gain or a quality improvement that they can take to other stakeholders.”Individuals with capacity to embrace new technology can help boost more widespread buy-in.

64、Quantifiable results illustrate the ROIThis ROI story is important,adds Dent:“Its usually the innovation budget that funds the proof of concept,but it wont fund the full implementation that requires a clear and provable return oninvestment.”Working in this way will also help with other problems:quan

65、tifiable results will help senior leaders to appreciate the benefits of greater connectivity.When asked who is the biggest barrier to improved technology connectivity,businesses are most likely to say the C-suite(42%),which suggests that more needs to be done to gain the support of the leadership.Th

66、irty-two percent of businesses say that digital transformation employees are the biggest barrier,while 25%say IT employees.So organizations also need to get support from these colleagues,who might be expected to be facilitators rather than blockers.Itmay be that they need help to feel more reassured

67、 in areas such as cybersecurity and data protection.Businesses need to recognize that doing nothing has its own costs,and the case for investment will be stronger at organizations that have analyzed those costs.According to research from Deloitte,technical debt has direct costs,including the capital

68、 and operating expenses required to maintain legacy hardware and software.But it also has indirect costs,such as the greater inefficiency of these systems.Add in costs such as time-to-market delays and innovation deficits that hamper competitiveness,and it becomes easier to build a business case tou

69、pgrade.“In this connected work environment,if somebody has a problem,they can connect to a remote expert and save the time it takes to get a senior engineer to the site,”says TeamViewers Stefan Baumgart.“The value of getting a system back up and running sooner is usually many times more than the cos

70、t of a software license,so we see the cost of the solution recouped the first time its used.”42%of businesses identify the C-suite as the biggest barrier to improved technology connectivity13The real value of technology connectivityHow to break down the connectivity barriers Chapter 213The barriers

71、to greater connectivityWhat are the biggest barriers to improved technology connectivity across your organization?Cultural differences between different parts of the organization(e.g.,between those managing and using IT and OT)Concerns about cybersecurityPreference among markets/functions for their

72、own technology solutionsBudget constraintsInability to show return on investmentHigh levels of skepticism that improved connectivity is possible20%25%30%Overall Highest among those with good connectivity25%30%23%23%21%21%21%14The real value of technology connectivityHow to break down the connectivit

73、y barriers Chapter 2Better connectivity enables data to flow smoothly throughout the business from one function to another and through both IT and OT,which helps the organization to make better-informed decisions.But some companies are not pursuing these opportunities because of how they handle and

74、access data.To resolve this,they need to agree standard practices for managing data throughout the business:about one-third are dealing with conflicting practices.Aligning data management should make it easier to create a single version of the truth one set of data that everyone uses.At the moment,4

75、5%of businesses in logistics,transport,and distribution say that multiple versions of the truth,based on different sets of data,undermine trust in internal data.“The analogy I always use with organizations is that it is a bit like looking at a bucket and at water,”says Caroline Carruthers,CEO of glo

76、bal data consultancy Carruthers and Jackson.“Technology is responsible for the bucket for making sure its the right size and shape and made out of the right material.The data team is responsible for where the water in the bucket comes from and goes to how it gets to the right place,whether its the r

77、ight purity and so on.Those two things must work together.There are still too many organizations carrying around sloppily filled bucketsofwater.”Data needs consistent practicesBut businesses should not let perfect become the enemy of good.“Weve got ourselves into a habit of thinking we need all the

78、data,”says Carruthers.“But simpler is better.What is the minimum amount of information that I need from you?Lets work on thatfirst.”Businesses are held back by data illiteracy and security concernsImproving levels of data literacy throughout the business will allow more employees to take advantage o

79、f connectivity.Our research suggests that smaller organizations have the most to do here.Among businesses with annual revenues of$10m$50m,40%say mistrust of internal data reflects a lack of data literacy,but for businesses with sales of more than$10bn a year it drops to 21%.Strengthening data securi

80、ty should also be a priority.Among the smaller companies in our research,70%say concerns about security of data are holding back their ability to connect teams and functions remotely.More than half(54%)of the largest businesses in our research say the same.Carruthers advice is to focus on purpose.“T

81、he starting point should be what we are trying to get to our collective goal and how we all work toward that,”she says.“People say,We cant do that because of GDPR.But actually,GDPR lets you do an awful lot.”15The real value of technology connectivityHow to break down the connectivity barriers Chapte

82、r 215How to close the gap between IT and OTMore than three-quarters of the businesses in our research do not yet have completely effective connectivity between IT and OT across some important areas of their organizations.In areas that include data integration and analytics and unified architecture,f

83、our in 10 say that they connect to only some or a minimalextent.In many cases,IT and OT departments have separate budgets and key performance indicators(KPIs).They can appear to speak different languages.The reality,as TeamViewer CEO Oliver Steil told the Web Summit in Qatar in February 2024,is that

84、 IT and OT start from different places.“Deploying new software from the IT side is a common,well-known process with updates from the cloud where youre used to certain issues and downtimes,”he said.“But from the plant perspective,this is horrible.Thecost associated with even a short downtime is enorm

85、ous and people wont acceptthat.”So the task is as much about change management as it is about technology.“You need to agree on the KPI set,”said Steil.“If you look at how IT typically solves problems service availability,mean time to resolve it is all well known.It is a very different language when

86、you talk to the OT side.Their key metrics overall equipment effectiveness,set up time,jobs per hour,downtime are very different measurements.You need to bring these people together and agree a common KPI set before you have a productiveoutcome.”Data integration and analyticsA coherent strategy and c

87、ommon tools for cybersecurityUnified architectureClearly delineated roles,responsibilities,and decision-making processesJoint training and skills developmentLogistics,transport,and distributionThe effectiveness of IT and OT connectionsTo what extent do operational technology(OT)and information techn

88、ology(IT)connect effectively in the following areas at your organization?43%41%45%46%47%57%Shows to some or a minimal extent 43%say that IT and OT are completely or to a great extent largely isolated from eachother16The real value of technology connectivityChapter 2How to break down the connectivity

89、 barriersGet smart with legacy systemsVivek Sharma,Global Head of Partner Management at Bosch Digital,suggests several ways to close this gap.“Organizational silos and legacy systems can impede digital innovation,”he says.“Addressing these challenges requires a smarter approach,with collaboration ac

90、ross functions and regions as well as investment in talent and technology.”Some investment will inevitably have to go into technical solutions,such as integrated platforms that connect between IT and OT and enable data exchange and integration.As more businesses move toward software-defined manufact

91、uring,IT and OT need to be seamlessly connected from the start.Bring people togetherSharma also stresses the importance of collaboration.“You need to encourage cross-functional collaborations within or between IT and OT teams,”he says.“You need regular communication channels,joint meetings,and works

92、hops.It should never be a game of us versus them.”Setting goals and objectives that align IT and OT naturally will also help.“We always try to define common objectives and key performance indicators,”says Sharma.“The focus is on outcomes such as equipment reliability,uptime cost savings,and operatio

93、nalefficiencies.”Recognize the security risksSharma says that Bosch also looks at the connectivity risks,and is introducing common governance policies on data security and protection.It is also addressing concerns about the cybersecurity exposures that connected devices and OT can create.“We have to

94、 protect against any possible data breach and any unauthorized access to the millions of sensors in our network infrastructure,”says Sharma.“A weakness in network architecture,a configuration error,or inadequate security control could compromise the integrity and availability of the systems and data

95、.”GKNs Sacha Porges underlines this point.“We have very strong encryption around our systems,”he says.“We must protect our proprietary information,and the risk of a cybersecurity breach such as hacking into our manufacturing sites is always present.That would compromise our competitiveness or even s

96、everely damage a production line.”17The real value of technology connectivityThe real value of technology connectivity17Chapter 2How to break down the connectivity barriersLighting up shadow ITImproving connectivity throughout the organization makes it easier for employees to work productively on an

97、y device in any location.But it also creates risk.Our research highlights the dangers of shadow IT,which is the use of unsanctioned hardware,software,applications,or services within the organization.At the Australian cosmetics business Aesop,leaders were growing increasingly concerned about this kin

98、d of vulnerability particularly as data and security regulation became more stringent.The business has more than 400 points of sale across 27 countries.So it introduced a single endpoint management controls system covering more than 2,500 devices.In our research,62%of businessesThese numbers could g

99、o even higher.Gartner predicts that 75%of employees will acquire,modify,or create technology outside of their organizations IT teams visibility within the next three years up from 41%in 2022.There have already been high-profile breaches.The software company Okta,for instance,blamed a 2023 breach of

100、its systems on an employee who signed into their personal Google account on a company-owned device.The race to exploit AI also poses risks.According to Freedom of Information data gathered by software company WalkMe,nearly four in 10 UK local authorities are allowing employees to use AI tools withou

101、t a responsible policy in place.Better asset management and discovery tools help businesses to trace what hardware and software is connected to their networks,whether it is authorized or not.This enables the organization to work out whether all these connections are needed and how to make them safer

102、.say that employees rogue personal technology use is now a significant potential risk at theirorganization18The real value of technology connectivityThe real value of technology connectivity18Chapter 2How to break down the connectivity barriers1919Seeing is believingAI pushes connectivity to the nex

103、t levelChapter 3The future of better connectivityIn any conversation about the potential of advanced technology,it is easy to forget the current impact of technology connectivity.Chapter 380%of organizations say it allows for better customer interaction84%say it provides a real-time overview of oper

104、ational performance and challenges85%say it improves the visibility of the supply chain and potential issues81%say it enables greater innovation 86%say connectivity is a strong aspect of working at theircompanyBut there is work to do.For example,only 42%of organizations say that connectivity speeds

105、up information-gathering to allow more time for value-driven work,and only 27%say it decreases the time needed for employee training.In many sectors,increased technology connectivity appears to be transformational.In the automotive industry,for instance,more than two-thirds of organizations say that

106、 improved connectivity has enabled them to create lower-cost processes and/or more efficient workflows.But advances in augmented reality and wearable technology could do even more.Ford Motor Company,for example,has equipped technicians at its dealerships with smart glasses.If they are working on a c

107、ar and cannot resolve a problem,they can use the glasses to stream real-time video to remote experts who can help them solve it.These glasses incorporate augmented reality software so they can display information that the expert shares,such as images,diagrams,and 3D markers.So far,Ford employees hav

108、e conducted 20,000 support calls in this way and reduced resolution times to as little as 30 minutes.“When you use augmented reality technologies and sensory data as opposed to typical network data,you can improve automation throughout the manufacturing process,”says TeamViewers MeiDent.“Thats when

109、you really start to move the needle in terms of workflow optimization.”These technologies offer the promise of a new level of remote understanding.The ability to capture high-fidelity 3D images allows experts wherever they are in the world to see the fine details of highly complex machines.In wareho

110、use logistics,they also can speed up processes,reduce error rates,and enable faster picking and delivery of goods.Seeing is believingWhat impact does the current state of technology connectivity have at your organization?20The real value of technology connectivityThe real value of technology connect

111、ivity20The future of better connectivityThe real value of technology connectivityAI pushes connectivity to the nextlevelAs companies increase their experimentation with AI,the opportunities for smarter and faster connectivity increase.“Adding AI to the connectivity mix will produce a quantum leap fo

112、rward,”says Dent.However,the pace of change shouldnt detract from the purpose of use.“AI is evolving very quickly,but you need to understand the business case,”says Dent.“Its not a magic bullet it requires hard engineering work and a controlled feedback loop.”Businesses need a unified strategy for t

113、heir application of AI,says GKNs Sacha Porges.“As a global company,we require standardization,”he says.“There are multiple vendors with many interesting solutions,but the ideal solutions will be scalable quickly and simply so they can be deployed globally throughout our footprint.We also need partne

114、rs that are willing to support us to learn these systems for ourselves so we can achieve an acceptable level of autonomy.”Dent is especially optimistic about edge computing,which allows AI tools to work with data on local devices at the edge of the network where the data originates.This reduces depe

115、ndence on cloud computing and enables real-time decision-making.According to research from Wevolver,edge computing is used in a range of industrial and manufacturing settings.For example,leading producers could collect data about processes such as production scheduling,quality inspection,and asset m

116、aintenance,and analyze the information to identify how to optimize theseprocesses.Exploiting insights in real time is difficult because of the latency of cloud computing,but edge computing could resolve that challenge.It is a market that is predicted to grow from$26.74bn in 2024 to$186.44bn by 2032.

117、21The real value of technology connectivityThe future of better connectivityChapter 3212122The real value of technology connectivityThe real value of technology connectivity22A new level of remote understandingChapter 4Time to close the gaps22The findings of our research provide a call to action.Jus

118、t one in 20 businesses are currently confident that their technology connectivity is seamless across their organization.The rest have at least some gaps,and these shortfalls potentially threaten their ability to secure competitive advantage,expose them to unnecessary risk,and prevent them from explo

119、iting opportunities afforded by emerging technologies.This is understandable.No business is starting with a clean sheet of paper.Their technology stacks have developed over an extended period,often requiring IT teams to patch legacy systems to new additions.In addition,many businesses struggle with

120、a lack of understanding of the benefits of connectivity or with skills shortages.Leaders might not have committed to making technology connectivity a business priority,or the organization may be operating in silos.Now is the time to resolve these issues.Growing numbers of businesses can see the oppo

121、rtunities to invest in seamless connectivity and are beginning to reap the rewards.Those organizations that leave it too late risk being eclipsed by competitors whose staff enjoy frictionless access to connected IT and OT devices and machines,as well as to the organizations data.23Time to close the

122、gapsChapter 423SectorDepartmentAnnual revenue20%20%20%20%AutomotiveInformation technologyIndustrial manufacturingLogistics,transport,and distributionOther(financial services,retail,utilities,public sector)20%010%20%30%05%10%30%$500 million$999.99 million$1 billion$9.99 billion$10 billion and above17

123、%$250 million$499.99 million27%$50 million$249.99 million22%$10 million$49.99 million13%CEO11%Logistics/supply chain13%Central support functions(finance,HR,legal,etc)7%Information and operational technology17%IT support18%Customer service10%Marketing10%After-sales service(including field service)4%P

124、roduct development(including software)5%Board member2%Production/manufacturing2%12%8%About the researchThis research was conducted in collaboration with FT Longitude between March and April 2024.We surveyed 500 business leaders across six countries:Australia,Canada,Germany,Japan,the United Kingdom,and the United States.24