Seeking an IoT Platform? Know What to Look For

An Internet of Things platform should help you with the software, security, data, and business analytics challenges of deploying an IoT solution—either for your own business, or for a client. Since choosing an IoT platform is the key IoT business decision you will need to make, it makes sense to make it carefully. But you can’t wait around, either, because you can’t really get to work until you have a good platform relationship in place.

Fortunately, Forrester Research’s new The Forrester Wave™: IoT Software Platforms, Q4 2016 can guide you through the steps you need to take in order to be able to evaluate competing IoT platform offerings, weigh the aspects that are most important to your business, and rank competing offerings in order of their match with your needs.  There are three large things to look at when evaluating an IoT platform:

What does the platform currently offer?

This can be surprisingly difficult to evaluate. Not only are platforms continuously extending their functions, they are also acquiring specialized vendors, such as analytics or augmented reality providers, and incorporating those offerings into their platform.

Ask these specific questions when looking at a platform offering:

  • How wide is their protocol support? A platform that does not support your customers’ protocols of interest may have other virtues, but your customers will be impatient if they need to make changes to accommodate the platform.
  • What is the strength of their console for managing virtual devices? This is essential for developing and testing applications for a wide range of connected and planned devices, and platforms vary in how they manage this key function.
  • How well do they support developers through their software development kits (SKDs) and prebuilt applications? Making life easier for your developers, whether employees or partners, can really speed the development and testing process.
  • What is the support for identity and access management? Managing many different roles with different needs and capabilities can be difficult and error prone, or it can be relatively easy and secure, depending on the capabilities the platform provides.
  • What are their advanced analytic capabilities? Depending on your plans, predictive analytics, augmented reality, and edge analytics can vary in their importance, but a robust analytic capability is essential.

What is the platform’s market presence?

Aside from capabilities, how big and influential is the respective vendor? This isn’t simply a matter of size or brand name. Network effects, influence, depth of expertise, and available resources are key—and will strongly affect how quickly you can expand your own market presence.

  • How many customer installations do they have?
  • What geographies are their clients in?
  • How robust is their partner network?

What is the platform strategy?

Nothing in IoT is standing still; you certainly aren’t. Once you understand the details of your potential platform’s current offering and their market presence, you need to understand where they are heading, and what you should expect from them in the future.

  • What enhancements are they planning?
  • How is their geographic reach going to expand?
  • Who is joining their partner network?

Make your decision based on a solid capabilities evaluation

This is not an easy decision, but it is a crucial one, and you want to make it as quickly as you can. Forrester Research’s in-depth analysis will help you minimize the risk and uncertainty of this decision.

Check out “The Forrester Wave™: IoT Software Platforms, Q4 2016” report, to learn key differentiators of IoT Software Platforms and how it can help simplify deploying, managing, operating, and capturing insights from IoT-enabled connected devices.

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Augmenting Reality with an IoT Platform

A human being can be aware of various aspects of a complex situation and make quick decisions about what to do next. But until now, gauges, dials, indicators, and screens have provided only a partial interface with the state of a machine, a factory, or a vehicle, limiting the human ability to interact with reality.

With the advent of augmented reality (AR), this situation is changing rapidly, allowing humans to benefit from their natural perceptual and decision abilities, amplified with the sensor and analytical capabilities of an IoT platform.

The right IoT platform can support a business in creating an AR capability tailored to the requirements of a specific business problem, with significant improvements in productivity.

AR shows us the digital twin

Through its sensors, the IoT creates a digital twin of the physical objects that are part of it, a twin that is enriched by a variety of other data analytics. Augmented reality (AR) can make various aspects of that digital twin visible to a user as needed, in an intuitive and interactive way, thus allowing for fully informed manipulation and use of that physical object. Right now that data-rich twin is mostly invisible. AR brings it into view.

While most of the media mentions of AR focus on consumer technology, with its enticing and relatable visuals, the real benefits will come in commercial areas like manufacturing, logistics, and healthcare. Employees seeing and interacting with production, maintenance, and distribution conditions will amplify how a business perceives itself.

Augmented reality enables augmented humans

In its most basic sense, AR combines the physical and virtual world by registering virtual content with the physical world in 3D and allowing for real-time interaction.

Demos at trade shows generally show the most complex and hard-to-implement form of AR, where 3D data is immersively superimposed on a moving, complex environment via wearable glasses like Google Glass, Oculus Rift, or Microsoft HoloLens. While impressed, people sometimes find it hard to imagine that being useful in their own business.

But there are various levels of AR implementation, each tailored to be useful in a specific environment, whether on the shop floor or out in the field, whether on a smartphone, tablet or projected overlay. The choice of specific AR capabilities should be based on operator requirements, workflow analysis, implementation difficulty, and cost.

Use an IoT platform with AR built in to develop your capability

An effective AR application relates directly to the business problem being solved. But if a subject-matter expert has to work directly with various teams of designers, solution architects, and implementation experts to create the necessary AR content for a specific situation, the job will take too long, cost too much, and be too riddled with compromises to be truly useful.

So an IoT platform with integrated AR support, such as ThingWorx Studio, is essential. The platform provides the authoring tools that allow a subject-matter expert to focus on the content and what it conveys to the user, not the actual mechanics of AR implementation. The gains in speed, increases in capabilities, and decreases in cost can make the difference between developing an effective AR capability, and deciding against doing so. Learn more by downloading the ABI Research white paper: The Power of IoT Platforms for Building AR Applications today.

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Soracom launches secure and scalable IoT platform in Europe

Soracom launches secure and scalable IoT platform in Europe

Soracom today announced the launch of IoT connectivity services in Europe and confirmed its commitment to growing IoT by eliminating the barriers related to security, price, speed-to-value and scalability that currently limit IoT development.

The Internet of things offers endless possibilities. With IoT adoption growing quickly, developers are finding that security and scalability remain key challenges. For start-ups and developers, typical enterprise-grade solutions are out of reach, and more affordable solutions often lack crucial security features.

Parag Mittal, Chief Commercial Officer of Soracom, said:

“We offer low start-up costs, no binding contracts and a flexible pay-as-you-go model for every use case, from garage-level prototyping to massive industrial deployments.”

“We need a sustainable Internet of Things. A smart meter that consumes lot of power for onboard encryption and data transmission to the cloud is not that smart. By reducing power and data consumption on the device side, and delivering a private network as a service for everyone, we ensure a secure, scalable, sustainable ecosystem for IoT.”

“Soracom aims to use its platform to contribute to the overall growth of the IoT industry,” said Ken Tamagawa, Chief Executive Officer of Sorcom. “Current IoT connectivity providers do not really offer secure and swift delivery of services that are affordable and available for everyone in a democratized way. Connecting devices to the internet or the cloud is the easy part. Securing devices and data is the most critical. If it’s on the public internet, it’s hackable. Our customers connect their devices directly to the cloud, using a private network provided by Soracom instead of public internet.”

Widely recognized as one of Japan’s leading IoT technology providers, Soracom uses a unique approach and architecture to provide secure data transfer at lower costs for its global customers and brings this technology to users across all industries. Canon, Konica Minolta, Safecast, Komatsu, Omniflow, and Enerbrain are just a few among the 5,000 clients Soracom connects today.

Soracom’s SIM cards are tailored for IoT devices and can be managed through APIs and a web console that allow convenient, real-time activation/deactivation of SIMs, traffic monitoring, network configuration and visualization, storage and management of data, and many more detailed operations.

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IoT Business News

Disrupt Or Be Disrupted: Why Platform, Not Pipeline, Will Save Your Business

Rapidly pacing the front of the room, voice bellowing, arms gesticulating, you’d think Erich Joachimsthaler, founder of Vivaldi Partners, was doing his best drill sergeant impersonation from Stanley Kubrick’s Full Metal Jacket.

Alas, Mr. Joachimsthaler was nowhere near marine barracks; he was kicking off a pretty great Jam Session called “Disrupt or Be Disrupted: Embracing Digital in B2B.” Hosted by the Institute for the Study of Business Markets and SAP Hybris, the day-long event served as a stark wake-up call that digital disruption is here, and companies need to act now to reinvent their business models if they want to remain competitive.

And the primary driver to remain competitive, according to Joachimsthaler?

Evolve from the pipeline to the platform.

“Digital connectivity has been a slow uptick and right now, thanks to technologies like IoT and artificial intelligence, we have reached a very unique spot where everything goes haywire and connects,” said Joachimsthaler.  “You have to evolve from the pipeline to the platform.”

Certainly, the adoption of technology has fundamentally changed the productivity of companies and created better products. But evolving from this traditional “pipeline” business of making widgets to one where complementary services huddle around a platform-like community is actually the way to go.

Apple, for example, has become one of most important companies not because of the iPhone but because it has an app store, a platform where 40,000 developers market their apps. “We get value from the platform because we can download apps and connect with others,” said Joachimsthaler. “The platform is where the value is created.”

On the other hand, Nokia collapsed because it didn’t have a platform – not because their phone was inferior.

Other companies, like Uber, create value for very little cost.

“They match drivers with riders on their platform,” said Joachimsthaler. “That’s connectivity.” Uber Radio can now integrate with a rider’s Spotify playlists. Clearly, Uber isn’t thinking about building better cars, it’s creating value, an interchange, according to Joachimsthaler.

John Deere produces amazing products, yet even for a business model dependent on the pipeline, Deere is also making a run for the platform, thanks to IoT technology and a cloud platform based in in-memory computing. Its newfangled planter machines, for example, have 77 processors, 6 million lines of code, and connect operators with remote farm managers and other machines.

As a result, Deere has brought together seed companies and machine companies. Researchers are also connected to the John Deere platform. Value is no longer created by the tractor but by all these different parties.

“The more people and different parts of ecosystems on the platform, the better the value creation,” said Joachimsthaler, who believes you need the following ingredients to make a great platform:

  • Facilitates interactions between parties
  • Supports open, third-party developers or ecosystem
  • Creates value on top of technology
  • Creates value for all parties involved (social currency)
  • Has network effects

Turns out GoPro has created the perfect platform, and its story is perhaps the most striking of all because it found its success in the dwindling digital camera market. Yet in only 10 years, GoPro’s founder and CEO, Nick Goodman, became the youngest American billionaire and his company retains a 45% market share.

How did he do it if he didn’t have better product? Platform!

Not only does GoPro capture shots well, it’s also a perfect way of sharing those shots. GoPro automatically processes the best shots and, at the press of a button, they go to the cloud and pretty much any social platform you want. Friends around the world see the GoPro branding and then guess what? They want a GoPro, too.

“The value of the product is not the pipeline or better product,” said Joachimsthaler. “The value is in creating the network. That network creates your marketing.”

Get more insight on why digital disruption is key to success today, see the infographic The Disruptive Effects of Digital Business Models.

This article originally appeared on SAP Community.

Internet of Things – Digitalist Magazine

How to Become a Platform Business Using the Internet of Things

John Rossman head shot

This is the fourth of a series of exclusive articles by John Rossman*, a former Amazon executive and the author of “The Amazon Way on IoT: 10 Principles for Every Leader from the World’s Leading Internet of Things Strategies“.

When a platform is self-service, even improbable ideas get tried, because there’s no expert gatekeeper ready to say “That will never work!” Guess what?
Many of those improbable ideas do work.

—Jeff Bezos, 2011 Letter to Shareholders

Imagine for a moment that you own a business that provides a service to your community, a market, or an industry. To make your service the best in the world, you also design, build, test, and use innovative tools and capabilities that not only make your business better but can be sold to other businesses. Your business gets bigger and bigger because your service gets better and better, and your innovative tools become more and more in demand. It’s a virtuous circle. In other words, you’ve become a platform company—your platform and the innovative tools you build are your service.

Principle 6: Building a platform business model, which allows others to leverage your capabilities to build and grow their own businesses, creates a stronger sustainable, competitive advantage for your business. The Internet of Things creates exciting possibilities for companies to develop a platform business model, leveraging their connected devices for other companies use.

How’s your IoT plan?
Read The Amazon Way on IoT to learn how Amazon and other great companies are using the Internet of Things as an innovation the Amazon Way on IoT by John Rossman

The Amazon Marketplace platform powers many of Amazon’s retail capabilities and core assets and enables millions of third parties to sell and deliver items to customers. Amazon’s retail business needed scalable technology infrastructure and tools. It turns out other businesses needed the flexible technology infrastructure as well, and the Amazon Web Services (AWS) cloud business was formed, serving both Amazon the retailer and thousands of other clients. Now Amazon sees an opportunity for an Internet of Things platform. Enter Alexa, poised to become Amazon’s Trojan horse for IoT.

Through Alexa, the Internet of Things is developing as yet another platform business for Amazon. I expect it to expand for them in much the same way that AWS and Marketplace have. Already Alexa is a voice-controlled interactive platform leveraged by thousands of other companies. This is good news for you because Amazon and other IoT platforms can fuel your IoT plans. These companies also create a model for how to build an IoT platform business. Not every company has what it takes to build a platform—but if you’re interested in getting your feet wet, there are a few questions you should ask yourself before diving in.

Platforms — the Amazon Way

A “platform” is a system that can be programmed and therefore customized by outside developers—users—and in that way, adapted to countless needs and niches that the platform’s original developers could not have possibly contemplated, much less had time to accommodate.

—Marc Andreessen

When I was at Amazon in the early 2000s, we developed the concept that Amazon was fundamentally two types of businesses. First, it was an online retailer selling everything from books to shampoo. Second, though, it was a platform business that built capabilities for outside companies. Those capabilities were used by Amazon the retailer as well as other companies.
I ran two of Amazon’s platform businesses: First, I launched and scaled the third-party Marketplace business, which today is responsible for more than 50 percent of all units shipped and sold through Amazon. Second, I ran the Enterprise Services business, which ran other large retailers’ e-commerce infrastructures for them, including website infrastructure and management software and branded fulfillment and customer service., Toys “R” Us, Marks & Spencer, Sears Canada, and the NBA have all used Amazon’s Enterprise Services platform.

As I worked to build those businesses for Amazon, I was following four clear rules for successful platform business:
1. Platforms Should Simplify Complexity.
2. Platforms Use APIs to Make Embedding Easy for Customers.
3. Platforms Provide Ongoing Value.
4. Eat Your Own Dog Food.

Examples of platforms that Amazon has built and operates today include the following:

  • Amazon Web Services. As we mentioned above, AWS is the leading cloud-computing-innovation company. In case you’ve been hiding in a computer closet for the last ten years, its diverse set of on-demand infrastructure, data management, and solutions make up a $ 10 billion business annually, with operating margins greater than 20 percent. It also happens to be growing at more than 60 percent year over year.
  • Fulfillment by Amazon. Fulfillment by Amazon, known as FBA, allows sellers and companies to use Amazon warehouses to store inventory and fulfill orders (sold either on or through other websites). Thousands of small and medium-sized companies use Amazon’s more than three hundred worldwide fulfillment centers to store and ship goods, giving them a global distribution network they could only dream about. Over one billion items were shipped by Amazon on behalf of third-party sellers in 2015.
  • Amazon Machine Learning. Machine learning can be extremely technically complicated, based on complex algorithms and technology. But Amazon’s machine learning service gives developers at all levels a set of visualizations and wizards to help walk them through the process of creating machine learning models.
  • Amazon Marketplace. As we mentioned above, Amazon Marketplace accounts for more than 50 percent of all units sold at Amazon. The key to Marketplace’s success was threefold—we didn’t compromise on the buying experience for customers shopping with third parties; we created a simple, intuitive seller experience despite the complex integration and set of choreography and data required between the seller and Amazon.
  • CreateSpace. Amazon’s self-service, on-demand publishing platform lets authors like me easily write, design, and publish books. It facilitates print and e-book distribution without authors having to go through the traditional-publishing-house gatekeepers. One huge advantage is Amazon’s on-demand printing capability.

The Echo: Amazon’s IoT Trojan Horse
Amazon’s Echo looks simple enough—it’s a cylinder-shaped consumer electronic device, sleek, dark, and unassuming. Don’t be taken in. That trim black exterior is just the pretty face on a bundle of features, each designed to enable the Internet of Things.

With its sophisticated form—a seven-microphone array, subwoofer and tweeter speakers, advanced voice-recognition software, remote control, and onboard computer with processors, memory, and power supply—even the earliest version of the Echo seemed to early adopters an innovative gadget for their home. They could ask Alexa all kinds of convenient things. Things like:

  • “Alexa, play my country playlist.”
  • “Alexa, what is the weather forecast?”
  • “Alexa, add Gatorade to my shopping list.”

Over the past year, the Alexa teams have continued to add to her list of skills, with over one thousand skills built by other companies and developers. Alexa’s integration with third-party devices and services is growing exponentially:

  • “Alexa, arrange an Uber to the Seattle airport.”
  • “Alexa, tell to close the garage door.”
  • “Alexa, how much gas is in my Ford car?”

The teams behind Alexa and Echo are constantly working with third-party vendors like Uber,, and Ford to add integrations with their products. Each of these third-party applications can be downloaded to and managed through your Echo.

It takes coordination to integrate each of these new capabilities. Within Amazon’s organizational structure, Echo is composed of several hardware teams (to create both internal and external device hardware), several software teams, and several partner teams to create these external relationships with partners. Each of these teams has its own independent strategy, product roadmap, business plan, and adoption scenario. And each of these teams is actively coordinating with the strategies, roadmaps, business plans, and adoption scenarios of Echo’s other teams.

Watching the growth of Echo’s “talents” over the last year, it has become clear that, in Amazon’s mind, the Echo is far more than just an interactive home speaker. To Amazon, it’s a new type of computing interface that helps customers interface with their connected devices.

Think of Echo as Amazon’s first Internet of Things PC. It’s a computing device that performs calculations and beams queries to your connected devices, but instead of a keyboard and mouse acting as the primary interface, it uses voice for input and sound for output. And if Echo is Amazon’s connection to the Internet of Things, the bridge between home and Internet, then Alexa herself becomes much more than just a disembodied voice spouting facts and playing music. Alexa is Amazon’s first hands-free operating system.

The Secret Sauce
When Echo launched in 2015 as a plug-in, always-on listening device, it was the only device using Alexa. Since then, Amazon has introduced the Tap, a portable battery-operated version of the Echo, and the Dot, a smaller Alexa interface. There are rumors also of a voice-activated Kindle tablet on the way.

In the end, though, all of these devices are really just the container for Amazon’s secret sauce—Alexa.
At its simplest, Alexa provides three critical capabilities:
1. Sophisticated Speech-Recognition Capabilities. Similar to Apple’s Siri, Alexa Voice Services allows connected devices like Echo to recognize and assign meaning to users’ vocal commands. Alexa Voice Services uses cloud computing and machine learning to improve its recognition capabilities based on individual interactions with users. And, much like Google Search uses machine learning to improve itself with each use, Alexa Voice Services pools its learning across all users to improve user interactions and the accuracy of search results.
2. Event Triggering. Alexa provides event recognition, a rules engine, and the technology interface to run third-party applications. At Amazon, each custom application is referred to as a skill. For example, an Uber skill allows a user to request an Uber ride. There is a combination of tools built by Amazon to enable this event recognition capability, but it essentially consists of defining a keyword to trigger your skill, a set of voice-command keywords, such as “start” or “order,” and then a list of rules on what to do or what to return. There are hundreds of third-party skills available today, and the platform is just getting started.
3. Software Platform for Voice Interaction and Integration. Finally, Alexa can be used as a software platform on other products, similar in nature to an operating system. Amazon allows other companies to download and license the Alexa software and use it on their own devices and products for free.

Alexa is a Trojan horse. It’s a Trojan horse that creates many opportunities.

The IoT Platform Opportunity
What can other companies take from this IoT platform strategy? Other than “consider using Alexa as your voice-recognition software solution” (this is not a trivial suggestion!), the potential is this: building connected devices could be a Trojan horse for becoming the embedded infrastructure for your customers. You have a chance to build a platform that is valuable for other companies to participate and leverage your connected devices in ways you could monetize.

When you become the operating infrastructure, your products become much harder to replace. Your partners will teach you a tremendous amount about the usage and problems of your product and services. Your revenue model will likely be accretive and recurring. And when your product and capabilities can be “programmed” into environments, likely through an API, the cost of replacement skyrockets. Ripping and replacing programmed infrastructure is hard and expensive.

Of course, Amazon isn’t alone in recognizing the power of platform. Apple, Facebook, and Google have all leveraged some variation with similar traits. Together, Apple, Facebook, Google, and Amazon have come to be known as the Gang of Four. As Eric Schmidt commented, “It seems to me that there are four companies that are exploiting platform strategies really well.”

In B2B industries, there will be many opportunities to create unique platforms within the realm of IoT based simply on where your company’s products are already located and how they’re already being used. A company that manufactures and installs hand dryers, for example, could leverage the physical position of its equipment to create a platform for monitoring and serving bathrooms and patrons. Example scenarios could include notifying cleaning teams of needed supply replacements, reordering supplies themselves, and providing security services. The maintenance ecosystem could leverage the “hand-dryer platform” to monitor water on the floor to avoid slip-and-fall situations. Video monitoring, voice and event identification, and other data sensors, all potentially positioned from the physical unit, could be valuable to many other companies. You now have a platform.

Bigbelly, a trash-equipment company, is already building out an IoT platform strategy around another unglamorous but huge opportunity—garbage cans. By thinking in concentric circles, Bigbelly has created a better municipal and public trash receptacle—solar-powered sensors monitor capacity and supply power to a compactor, which creates up to eight times more capacity. This has also allowed Bigbelly to add new services and revenue opportunities—a “clean management system” provides real-time data to drive operational improvements and serves as a platform for an ecosystem of additional services. Security and Wi-Fi hotspots are two early use cases.

This pattern of leveraging infrastructure to allow others to access, operate, and extend their services is the same platform strategy Amazon has repeatedly used to innovate and gain scale.
But this is so much more than a technical and architecture question. The most common mistake companies and leaders make is thinking that platforms are, at their core, a technology challenge.
As Phil Simon wrote in The Age of the Platform, “An overall mind-set based on openness and third party collaboration is absolutely essential in building a true platform. That mentality is much more important than any individual API or technology.”

How to monetize? How to partner and build the ecosystem? How to operate and update the infrastructure? How to manage risk and liability? How to provide high availability? How to do updates? How to manage security? A successful platform play will need to address all of these and more.

IoT is providing this set of opportunities to many more companies going forward, as each device category opens up a new set of scenarios. There are many IoT platform opportunities, essentially each unique operations or physical domain—buildings, bathrooms, emergency rooms, basketballs, delivery trucks, even shoes. Any device that is in a situation that is a good “perch,” or crow’s nest, for monitoring, collecting data and events, and allowing other entities to leverage (and pay) for the access to that perch is potentially in a position to become a platform.

That being said, though, building a platform will only be the right strategy for a minority of companies. Becoming a platform is yet another big change to add on top of the transitions needed to move from a product company to an IoT-enabled service company.

Are You in a Good Position to Become a Platform Company?
As you consider whether your company might benefit from investing in the infrastructure and services it takes to create an IoT-based platform, evaluate the following.

1. Location and Positioning of Product. The location and positioning of your product or company assets can determine the strategic nature of the data and events that could be captured. Do you have a “perch”? A well-positioned product provides a valuable crow’s nest, whereas a product with narrow visibility has less potential to act as a platform. Positioning is also a big determinant to the connectivity options available to the device, which impacts both costs and the amount, speed, and reliability of data connection and transport.
2. Form Factor of Product. Does the form factor of your product provide a basis for integrating other sensors and the associated infrastructure? Could your device allow for other sensors to be located on it? Incumbents, because of their install base and industry relationships, can have an advantage here, but their success should not be taken for granted. Look at connected-home startups like Nest and Scout as companies that are disrupting incumbents.
3. Technology Chops. What’s your pedigree or your interest in being a technology company? You will become a software and technology company if you decide to proceed with a platform strategy. This is a major strategy decision that should include many considerations. Should the platform be generally “open” or “closed” with a limited number of partners?
4. Operating Environment Complexity. You now have to operate a high-availability platform within a complex ecosystem. When an issue happens or a software update needs to be made to a device, that adds complexity to testing and release. Data-sharing rights, security, updates, and reporting will all need to be added to your list of operating considerations.
5. Play the Long Game or the Short Game? Becoming a successful platform company typically requires playing the long game. It takes time and investment to build competencies like testing platforms, APIs, and developer engagement. It takes time to drive customer adoption and use of the platform. If you’re a company that needs to find short-term, revenue-generating wins, becoming a platform may not be the strategy for you.

For traditional product and service companies evaluating making an IoT platform, these considerations hold true. The best IoT use cases flow across multiple products and typically across multiple enterprises. The prior discussed example, Audi, DHL, and Amazon have partnered in Germany to enable a package to be delivered to the trunk of your car. Structuring and operating ongoing partnerships like this is complex and vital for compelling IoT capabilities, and the skills to build these partnerships put a premium on “partnership” capabilities in organizations that may traditionally not have partnerships like this. Partnership capability will be an organizational muscle that is developed for IoT business to flourish.

* About the Author:
John Rossman is a Managing Director with Alvarez & Marsal, specializing in technology strategy, multi-channel operations scaling and platform enablement in multiple industries including retail, service and public sector. John is the author of The Amazon Way: 14 Leadership Principles of the World’s Most Disruptive Company and The Amazon Way on IoT: 10 Principles for Every Leader from the World’s Leading Internet of Things Strategies.
+1 425 324 6749 | jrossman (at)

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