SMART MOVES
100 IDEAS TO LAUNCH YOUR DIGITAL TRANSFORMATION
85: Skills of the future will come from unexpected places

While it’s impossible for today’s young people to know exactly where their career will take them in the next 20 years, a wide range of skills will be useful in future-proofing the careers of young people today. Indeed, subjects as varied as Graphic Design, Philosophy, Chemical Engineering and Cybersecurity will prove valuable for the jobs of tomorrow. 
Some of our best technicians come from different backgrounds and, as future positions evolve, it’s important that school leavers embrace the element of the unknown to future-proof their careers.
Nick Colosimo, Principal Technologist at BAE Systems


 
86: Riding the wave of innovation

Maximising the potential of emerging technologies means creating the conditions where the businesses riding this wave of technological innovation can collaborate and thrive. Innovation hubs like Sensor City provide the space where innovators can design, build, test and develop their novel concepts into prototypes with speed and accuracy. They also provide access to highly specialised equipment, while offering the world-class expertise that can help to propel great ideas through to commercialisation.
Dr Joanne Phoenix, Interim Executive Director, Sensor City

87: Good data needs people before technology

Data management is all about people, not technology. systems can help but good data can only be achieved by people doing the right thing.
Gerard Bartley, Global Master Data Manager, Jacobs Douwe Egberts

 
88: Solve your customers' problems, not your own

Understand your customers, and what they value. Who are your internal and external customers? What is their job to be done? Once defined, ask yourself ‘What are the basic expectations they expect of me?’ What would they desire from me if I asked them? And finally, ‘what could I do to meet their needs in a way that would delight them? '.
Sean Culey, Author of Transition Point, Visting Fellow, Cranfield
89: A child-like approach to problem-solving

Children are natural innovators. They are predisposed to keep trying different ways to solve a problem – from learning to crawl, to figuring out the best way to climb a tree. This is deeply embedded in the natural learning process. But somehow as we grow up, this inclination to experiment too often gets damped down. We experience failures and humiliations, we become more fearful of risk, and we are more likely to want to do things right the first time and hide our mistakes.

We are all capable of thinking differently and questioning established practices. We all have enquiring minds, the ability to innovate, and the capacity to collaborate to address problems. To embrace change, and seek out its positive impacts, it is vital that we think about how best to nurture innovation in ourselves and in our current and future workforce.
Professor Tim Minshall, Head of Institute for Manufacturing, University of Cambridge
  
90: Realise the value of data you have

Many companies think they need to go out and collect vast quantities of new data. Whilst this can be no bad thing, many companies are already sitting on several data sets that could uncover additional insights or objectives when integrated together. Diversity of data is often more valuable than sheer volume. This approach can demonstrate value to the business and help focus data collection efforts, integration and flow across the business, and intelligent automation of systems.
Dr Eric Topham, Co-Founder & CEO, The Data Analysis Bureau

 
91: Today’s insight is tomorrow’s hindsight

Work as hard as you can to compress the time between data creation, processing, storing and insight generation: the longer it takes us to go through this cycle, the lower the value we will get from the process. Today’s insight is tomorrow’s hindsight.
Marco Del Seta, Head of Digital, BOC
  
 
92: Start recruiting people who'll challenge your status quo

We look for creative people who like change, who can challenge what we are doing and solve problems. That way we’ve kept ahead of the competition.
James Smith, Co-owner, A-Safe
93: Innovation still demands solid foundations

As businesses have access to more and more information, the traditional concepts of clear data definitions, good data governance and easy to navigate data structures become even more important, not less.  Without them in place, it is too easy for your data to become a liability, rather than an asset. Invest some effort getting your basics right first as the foundation for all your other data-related initiatives.
Gerard Bartley, Global Master Data Manager at Jacobs Douwe Egberts  


 
94: Short-term costs vs long-term benefit

Beware the distraction of short-term cost savings, relatively easily achieved without a fundamental change in ways of working on the shop floor or in business-to-customer interaction. Listen to your customers and your people, and assemble a committed, collaborative team to drive digital transformation. 
Dr Steven Barr, Edge Digital Manufacturing
95: Harnessing the power of employee communications

Our employees are very inquisitive and that’s something we’ve worked hard to cultivate. Every element of our profitability is shared with our employees; we have a rigorous communication programme so that they understand the trading of our business and the competitive industry that we operate in. By fully appreciating every facet of Accolade’s environment, our workers are far more open to embracing advancements in technology.
Richard Lloyd, General Manager, Accolade Wines (2018 TMMX Manufacturer of the Year)
 
96: Prioritise 'why not?' decision-making

When asked: “What is the ROI of your digital project?” respond with: “What is the cost of not doing it, in terms of our competitors and market share?”
Andrew Wall, Head of Project Data Management UK, Airbus Defence and Space
97: Focus on solving customer problems, not selling products

Technology, processes, systems – these are all ‘hows’ designed to deliver a ‘why’. When the why is clear, the ‘how’ and ‘what’ of technology makes sense, and it is easy to see which ones add value, and which are just noise. Once you’ve identified the true customer, and the job they are trying to do, then review how the new wave of technologies can help them do it. This could uncover hidden opportunities and result in rethinking the entire way you deliver value.
Sean Culey, Author of Transition Point & Visiting Fellow, Cranfield
98: Start with the end in mind

When considering your digital journey, start with the benefit to your business, what is your underlying need? From there ask “What do I need to know in order for that to be so?”
Ask your suppliers, customers and team; What ideas they have to achieve it? Who else you could ask? Who might have a solution? When you say what needs to be achieved rather than how something is to be done, the best rather than the first ideas will present themselves.
Dolores Sanders, Strategic Director, Total Control Pro
99: Promote people on the basis of future capabilities rather than past successes

Rethink the Peter Principle – that people are promoted on the basis of their previous success, rather than their future capabilities. In other words, promoted to their level of incompetence. “Because there is so much pressure on cost, UK manufacturers often fail to invest sufficiently in their management capacity. People are a summary of competences – and competences are dependent on investing in skills. People are the means by which businesses adapt to the changes represented by Industry 4.0.”
Henrik von Scheel, Originator of Industry 4.0
 
100: Understand the power of New Product Development

It's important to understand how New Product Development contributes to your business. Identify the strategic areas (markets, product areas or technologies) in which to innovate and focus activities around these. Create clear product road maps to demonstrate future opportunities and how you intend to develop them. Do this by engaging your teams and having open discussions across the organisation to ensure those good ideas are taken forward, no matter where they come from.
Andrew Carr, Chief of Engineering, BAE Systems 

 
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