A recent Datamation blog post argues that gaining full value from the Internet of Things requires “a broadminded corporate vision, a radically new approach to product/service design, highly specialized technical skills, and fundamentally rethinking an organization’s go-to-market strategies.”
All this demands “a multidimensional perspective that spans the traditional corporate silos, and bridges the gap between business and technology.”
How are you supposed to achieve this multidimensional perspective that spans silos? According to Datamation, by appointing a Chief IoT Officer. This role would have three main functions:
- Aligning technological components to corporate objectives
- Capturing relevant data
- Utilizing data to support operations and achieve corporate objectives
That sounds like a solid job description for a new C-suite role. But adding to the C-suite is a centralized approach, while the Internet of Things is a highly decentralized phenomena. Wouldn’t you want everyone in your organization working across silos, aligning technology to objectives, and capturing and applying relevant data to solve business problems?
If so, deriving value from the Internet of Things becomes a question of culture, not leadership.
Situational intelligence, by definition, correlates, analyzes and visualizes data from multiple data silos.
By making situational intelligence applications widely available across your organization, including in your boardroom, you can build a culture of spanning silos, applying data, and solving business problems. A new C-suite role doesn’t guarantee cultural change in your organization.