Kevin Benedict Ponders the Future: network centric operations

Showing posts with label network centric operations. Show all posts

Mobile Commerce, Speed, Operational Tempos and the Real-Time Enterprise, Part 3

This is part 3 in the article series. Read part 1 and part 2 here.

The Shelf Life of Data and the Need for Speed

Today enterprises are facing a massive challenge that will require new strategies and investment. In fact, 80 percent of survey participants reported that increasing demand for mobile apps is forcing IT departments to rethink and change how they have designed IT environments. Rethinking and changing IT environments requires investment and budget, and 83 percent believe the demand for mobile applications will force enterprises to make major investments in their IT environments to better support real-time interactions with mobile apps and to remain competitive.

Our survey reveals that real-time mobile data is critical for personalizing and optimizing the mobile user’s experience and promoting the adoption and utilization of mobile applications and websites. We have also found that organizations, IT environments, and business processes will require changes in order to support a faster operational tempo. One of the key reasons these changes are necessary is the shelf life of data. Data has greater economic value the faster it can be collected, transmitted, analyzed, consumed, and utilized. This brings us back to the speed requirement. If the mobile user can instantly be presented with a personalized and contextually relevant experience based on real-time and previously collected and analyzed data, then the user will realize the greatest value and utility.

Situational Awareness and Information Dominance

Military strategists today believe the size of opponents and their weapons platforms are less representative of military power than the quality of their sensors systems, mobile communication links, and their ability to utilize information to their advantage. We believe these same conclusions are also relevant in the commercial sector.

An enterprise’s ability to use information as a competitive advantage is central to a successful business strategy today. If a manager has the responsibility of optimizing the schedules of 5,000 service technicians during an ice storm, or routing 10,000 delivery trucks, then the faster they receive accurate data from the field - the better they can perform their jobs.

Information advantages often involve improving situational awareness — the ability to understand events and actions around you. This takes visibility and data. Visibility happens when people, mobile, and sensor data collection technologies are integrated with IT systems and processes that enable the measurement, collection, transmission, analysis, and reporting of remote activities and events. The faster this can be accomplished, the faster data-driven decisions can be made and tactics deployed.

Historically, it has been difficult to manage remote workforces due to a lack of visibility. There are too many unknowns and a lack of accountability, which forces managers to make decisions based upon conjecture, rather than on real-time data analysis. Robert L. Bateman writes in his book Digital War, “The three questions that have befuddled soldiers since the beginning of human history are:

Where am I?
Where are my buddies?
Where is the enemy?"

Bateman speaks to the difficulty of managing from afar. The lack of real-time visibility often means critical operational decisions and optimized scheduling choices are delayed, which results in the inefficient utilization of resources and assets. Today technologies exist to eliminate many of those operational blind spots.

Network-Centric Operations and Data Collection

“The problem: Technology [used between WWI and WWII] was viewed in discrete packets as it applied to narrowly defined areas. As a result the US military did not fully develop the possible combinations of technology with tactics.” –Robert L. Bateman, Digital War

Many commercial organizations today retain the narrow view and strategy that Bateman wrote about. They continue to think about and deploy mobile and sensor technologies in line-of-business (LOB) silos. They believe in the utility of these technologies, but have no enterprise-wide strategy for combining mobile and sensor technologies with tactics to achieve an overall information advantage across the enterprise.

Modern military organizations use the term Network Centric Warfare strategies to describe an information-based strategy for winning wars. These strategies have been taught in military organizations for decades, but are less understood in the commercial sector, where these strategies can be found with names such as Network Centric Operations or Networked Field Services. Military organizations that have implemented Network Centric strategies are accustomed to using a wide range of mobile devices and sensors to create a web or grid of data collection capabilities that are all wirelessly networked together for the purpose of enhancing real-time situational awareness, organizational agility, collaboration, and decision-making. Commercial enterprises share many of the same requirements, but as our survey data shows, they have yet to adopt the necessary enterprise-wide strategies or IT systems with enough speed to support real-time interactions.

Given the importance of an information advantage, what should commercial organizations focus on in 2015 and beyond? Broadly the answers are:

Recognizing that information can be used as a competitive advantage
Recognizing the importance of achieving real-time operational tempos
Developing and implementing enterprise-wide network centric operational strategies
Utilizing mobile applications and sensors to reduce operational blind spots and improve situational awareness
Personalizing and contextualizing the mobile user experience using real-time data and Code Halos strategies
Employing artificial intelligence and machine learning to improve the speed of decision-making and the execution of tactics

An organization’s ability to be competitive now and in the future largely depends on its ability to successfully navigate the process of digital and organizational transformation to achieve an information advantage. If you would like to brainstorm these issues and discuss your specific business environment please contact us.

************************************************************************

Kevin Benedict

Writer, Speaker, Senior Analyst

Digital Transformation, EBA, Center for the Future of Work Cognizant

View my profile on LinkedIn

IoT, Software Robots, Mobile Apps and Network Centric Operations

Articles about the IoT (Internet of Things) have moved from technical journals to our daily newspapers. In this article we will go beyond the simplistic applications talked about in the local paper and discuss how IoT and complementary technologies, including software robots, can add real business value to the rugged outdoor work found in many industries.

In the rugged blue collar environment, vehicles, high valued equipment and other assets can be connected to the IoT to wirelessly report on their status, hours of operation, location, environment, maintenance and repair needs. This data can alert management when there is a problem, event or automatically create service tickets or send alerts when an action or decision is required. The IoT has the ability to provide "situational awareness" across large geographic areas and thousands of assets all at the same time. This capability helps both decision-makers and automated systems (software robots) better understand how to optimize the use of experts, equipment and schedules across different geographic areas.

Today, sensors can be connected to many different pieces of equipment and are capable of bidirectional data exchanges. That means they can both send data and receive data. Data sent to them can include commands to perform a task. These tasks may be to unlock a door, open a gate, increase or decrease the temperature, reposition a video camera, or to remotely operate equipment, think drones! This capability is powerful and we are just scratching the surface of possibilities.

The IoT delivers on a vision of connecting physical and digital items to each other wirelessly through a network. These connections, and the data exchanged, can provide real-time access to information about the physical world in distant and remote locations. This information can be analyzed by humans or software robots and turned into actionable intelligence that can be utilized by automated systems or human decision-makers. Connected IoT devices integrated into business systems can lead to many innovation and gains in efficiency and productivity that were never before possible.

A few of the key markets for IoT are:

Utilities/Smart grids
Defense
Fleet management/Automotive systems
Field services management
Rental equipment
Heavy equipment monitoring (think tractors, bulldozers, cranes, etc.)
Plant maintenance
Facility management
Connected homes/Home Energy Management Systems (HEMS)
Healthcare - fitness, remote patient and health monitoring
Medical equipment monitoring
Vending machines
ATMs
POS systems
Remote asset management monitoring
Security systems
Consumer electronics (eReaders, Wireless Printers, Appliances, etc.)
etc.

In a world filled with data from mobile users, databases, websites and the IoT, the big question is what can be done with all of this data? This is where real-time analytics are required - analytic solutions that have the capacity and capability to analyze large amounts of incoming data in real-time. The results of their analysis can be utilized by humans and/or software robots to optimize productivity and efficiencies. Many of today's most advanced workforce optimization and scheduling solutions use software robots that can instantly react to the real-time data and optimize thousands of schedules and assignments in seconds (see ClickSoftware).

What are software robots? According to a new study by my colleague, Rob Brown, at the Center for the Future of Work, titled The Robot and I, humans are working smarter with sophisticated software (robots) to automate business tasks that help humans attain new levels of process efficiency, such as improved operational costs, speed, accuracy and throughput volume. In short, software robots are digital assistants and force-multipliers for humans.

Data and Real-Time Decision Making

Enterprise mobility apps offer significant value on their own, but when integrated into a network with many other applications, objects with sensors, software robots and other data collection technologies, the value of this "network of applications" is multiplied. The challenge, as identified earlier, is to understand how to use this plethora of real-time data for the purpose of real-time decision-making and operational improvements. Innovations within many modern military organizations offer lessons for us in the commercial space.

USAF Colonel John Boyd

USAF Colonel John Boyd is credited with the concept of the OODA loop. The OODA loop (Observe, Orient, Decide and Act) is a concept originally applied to combat operations and processes that involves analyzing real-time data and rapidly making decisions that enable you to out-maneuver an opponent.

According to Boyd, decision-making occurs in a recurring cycle of observe, orient, decide and act. An entity (whether an individual, organization or software robot) that can complete a decision-making cycle quicker - observing and reacting to unfolding events more rapidly than an opponent, can thereby "get inside" the opponent's decision cycle and gain the advantage.

In the business world, OODA loop is an emerging concept for making better decisions, faster, and managing more effectively. The ability to observe and react to unfolding events more rapidly than competition requires data collection, communication, analytics and solutions that can use the data to optimize operations. Some of the different enterprise solutions that can exploit IoT data are:

Field services solutions
Fleet management systems
Supply chain management systems
Optimized workforce scheduling solutions
Solutions using predictive analytics and machine learning
Enterprise asset management solutions
Plant maintenance systems
Facility management solutions
CRM solutions
Healthcare management systems
etc.

Many of these solutions are already utilizing software robots to quickly accomplish complex tasks and to analyze and act on incoming data.

Let us walk through a field service scenario together. Mobile apps and sensors (human and machine) supply the data that enables a field services manager or software robot to observe. Business analytic systems can be used to help managers or software robots to be oriented as to what the data means, and how it impacts the mission/project/task. Next the manager or software robot needs to decide what actions to take, and then act.

OODA Loop

The “loop” in OODA Loop refers to the fact that this is a continual process. Each time you complete a cycle in the OODA loop you again observe, orient, decide and act based upon the results you see from the prior cycle. The speed at which you cycle through the loop can be greatly enhanced by the use of supporting software robots.

Those involved in agile development projects will recognize these cycles. If the results are positive, you can continue down that path and improve it. If the results are negative, you quickly adjust. It is a fast moving process of trial, error and adjustment until you get the results you want.

The OODA loop is particularly useful in environments that are unpredictable. In these working environments, decision-making is often very difficult and without the appropriate training, or automated systems (software robots) - indecision, inaction, inefficiency or even chaos may occurs. The OODA Loop is a decision-making process that is well suited to helping people or software robots make decisions and act in situations where there is no identified plan or obvious right answer.

The military has effectively implemented the OODA Loop decision making process for use in many different areas including air combat, tank warfare, maneuver warfare strategies and daily in Special Forces operations. Today, predictive analytics and software robots are utilizing OODA Loops with machine learning to cycle through analysis, decision-making and action even quicker. In fact, many of today's most advanced jet fighters require the use of ultra-fast software robots in order to maneuver and stay airborne.

In a world where nearly 40 percent of the workforce is mobile, companies must learn and implement these concepts in order to successfully manage mobile and remote operations and services. To be successful implementing and integrating the OODA loop, software robots and Network Centric Operational concepts into field services operations it requires the following:

Data collection systems, sensors (IoT)
Mobile apps
Real-time mobile communications
GPS tracking - real time knowledge of the location of your mobile workforce, assets and inventories
Real time knowledge of the capabilities and expertise of your mobile workforce
Real time status and progress updates of the tasks, work assignments, projects and the schedules of the mobile workforce
Real time knowledge of the location of all materials, equipment, tools and other assets required to complete specific tasks
Field service management system that assigns, schedules and dispatches specific assignments to specific members of your mobile workforce (often utilizing software robots)
Real-time business analytics
OODA Loop or similar rapid decision-making processes

All of the items listed above help provide the real time visibility into your field operations that is required in a networked field services organization practicing OODA Loop strategies and processes.

One of the remaining challenges, however, with the systems listed above is that humans quickly become overwhelmed by large volumes of data. Complexity can become an inhibitor to the practice of OODA. It is not enough to have real time visibility into massive volumes of data, one must be able to orient, or understand what the data means and how it will impact the mission. That is where automated systems/software robots solve a real problem. Let's consider the following scenario in a Networked Field Service environment:

A high value bulldozer with an engine sensor wirelessly notifies a service provider that maintenance is needed.
The information is instantly integrated into the work order management system of the service provider.
The business intelligence feature analyzes the scheduling requirements related to the maintenance code that was received.
Automated processes (software robots) quickly search for maintenance updates or alerts from the tractor’s manufacturer that might be related to the received code.
Automated processes (software robots) search for the location of the nearest available and qualified diesel mechanic
Automated processes (software robots) review all qualified mechanics' schedules and compares them for the purpose of optimizing all schedules.
Automated processes (software robots) search for the nearest location where there is an inventory of parts for that particular make and model of tractor.
Automated processes (software robots) looks for the nearest inventory of tools and repair equipment that may be necessary to complete the job.
Automated processes (software robots) search for and reports on the current account status for the customer and any relevant warranty or service contract details.
All of this data is unified and wirelessly sent to the service technician’s smartphone.

All of the above steps can be performed in seconds, with the right data, analytics, processes, solutions, software robots and strategies, but only when accurate and real-time data is available.

In summary, the Network Centric Operations concept seeks to translate an information advantage, enabled in part by mobile, IoT, analytics, management solutions and software robotics into a competitive advantage through the robust networking of well informed geographically dispersed people and assets. This networked organization, using the OODA loop decision making cycle, has the tools necessary to make good and quick decisions in chaotic and unpredictable environments.

************************************************************************

Kevin Benedict

Writer, Speaker, Senior Analyst

Digital Transformation, EBA, Center for the Future of Work Cognizant

View my profile on LinkedIn

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Browse the Mobile Solution Directory

Subscribe to Kevin'sYouTube Channel

Join the Linkedin Group Strategic Enterprise Mobility

Join the Google+ Community Mobile Enterprise Strategies

Code Halos - Tracking the Mobile Workforce, Equipment and Other Variables for Optimal Performance

I write and speak often on the need to have a thoughtful Code Halo strategy in addition to your mobile and digital strategies. Code Halos is the term for the information that surrounds people, organizations, and devices. Many companies consider Code Halo strategies only for marketing, sales and customer service, but a well thought out Code Halo strategy for work done in the field like maintenance, repairs, asset management, construction and engineering is also important. Let me try to make the case here.

There are many different objects and variables that can impact the performance of a mobile workforce, especially in the services industry. In my enterprise mobility workshops I call these things PIOs (performance impact objects), and PIVs (performance impact variables).

Examples of PIOs:

People
Parts/Supplies/Materials
Tools
Job locations
Equipment (and availability)
Transportation (and availability)
Vendor (and availability)
Subcontractor (and availability)
Jobsite access
Permits/Approvals

Examples of PIVs:

Schedules (dependencies)
Qualifications
Skills
Experience
Weather
Traffic
Condition of equipment repair/maintenance
Sickness/Health
Funding

Each of these items must come together at the right time and right place to optimize the performance of a field service technician. I think of PIOs and PIVs in the context of building the first transcontinental railroad in 1869. In order to be completed and functioning, all the PIOs/PIVs had to come together at the right physical place and time. If pieces were missing, or misaligned the entire system was delayed or fails.

In an ideal world, we would have full situational awareness. All of the data from each PIO and PIV would be instantly available to our management system so predictive analytics and artificial intelligence could align all the variables for optimized service delivery. Full situational awareness does not happen by accident. It requires a great deal of strategy, planning and execution.

All of the PIOs and PIVs need to be tracked and monitored. Sensors (IoT), GPS vehicle tracking and smartphones all play an important role here. The data that is needed to make right decisions, either by a human decision maker or an artificial intelligence system needs to be collected, and as data has a shelf-life, it needs to be timely. Those on the Titanic knew they were in trouble, but only when it was too late to prevent the trouble. They would have appreciated good information a few minutes earlier.

Let me provide a scenario for consideration. A customer calls in and requires repairs to a specialized, expensive piece of equipment. The repair requires specialized training and skills, certifications, special parts, special tools and experience. Knowing just the schedules and locations of your field service technicians is not good enough. You need to know information concerning each PIO and PIV. In order to optimally provide service to your customer, you need to know and monitor all relevant information, and since most field services teams are mobile, that means mobile technology and wireless sensors must be integrated with as many PIOs and PIVs systems as possible in order to provide the necessary data and visibility to maximize productivity.

When PIOs and PIVs are all connected via a shared network that provides visibility to network members it is called a Network Centric Operation. A full network centric operational environment may not be economically feasible for 25 service technicians, but for 2,5000 service technicians yes.

If you have an available field service technician without the right experience or qualifications, then that doesn't help. If you have a qualified, experienced and available field services technician, but without the right tools, equipment, parts or their location is too distant to be of service, then that also doesn't help.

PIOs/PIVs are most often not in one location for easy management. They are located in many different locations and accessed via many different systems. Enterprise mobility, sensors, connectivity, integration, dashboards, dynamic scheduling, HCM (human capital management), GPS tracking and event/project management, predictive analytics and artificial intelligence are all required to bring all of these pieces, data and variables together to provide optimal productivity. Ideally these would be brought together under a considered Code Halo strategy for collecting, analyzing and using data to optimize productivity.

************************************************************************

Kevin Benedict

Writer, Speaker, Editor

Senior Analyst, Digital Transformation, EBA, Center for the Future of Work Cognizant

View my profile on LinkedIn

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Browse the Mobile Solution Directory

Join the Linkedin Group Strategic Enterprise Mobility

Join the Google+ Community Mobile Enterprise Strategies

Recommended Strategy Book Code Halos

Recommended iPad App Code Halos for iPads

Enterprise Mobility, Network Centric Operations and Decision Making

Mobile apps for the enterprise can offer significant value on their own, but when integrated together into a network (network centric operations) with many other applications, the IoT (internet of things) and other data collection technologies, this network of applications can offer exponentially greater visibility and value to an organization. The challenge is to understand how to use this plethora of data for the purpose of good operational decision-making. Modern military strategies offer some useful insights for us.

USAF Colonel John Boyd is credited with the concept of the OODA loop. The OODA loop (Observe, Orient, Decide and Act) is a concept originally applied to combat operation processes. Today it is also applied to commercial operations and learning processes where significant value has been realized.

According to Boyd, decision making occurs in a recurring cycle of observe=>orient=>decide=>act. An entity (whether an individual or an organization) that can process this decision making cycle quickly, observing and reacting to unfolding events more rapidly than an opponent, can thereby "get inside" a competitor's decision cycle and gain the advantage.

In the business world, OODA loop is an emerging concept for making decisions and managing fast changing field services, projects and mobile operations. Today the ability to observe events from afar benefits from mobile technologies and connected devices such as:

Wireless networks
IoT
Mobile data collection solutions (mobile inspection forms, barcode scanners, RFID, GPS, etc.)
Mobile field services applications
Mobile business intelligence applications
Enterprise asset management solutions
Plant maintenance systems
Mobile CRM
GPS location tracking technologies
etc.

Mobile data collection and the IoT supply the data that enables a field services or plant manager to observe from afar.

The next step in the OODA loop is orientation. The manager needs to be oriented as to what the data means, and how it impacts the mission.

Decide - now that you have the necessary data and you understand what it means, you must make a good data-driven-decision.

Act - take action without delay based upon all the data you have received, its business meaning and the decision you have made.

The “loop” refers to the fact that this is a continuous process. The loop or cycle never stops. Each time you complete a cycle in the OODA loop you observe, orient, decide and act again based upon the results you see from the prior cycle. If the results are positive, you can continue down that path and improve it. If the results are negative, you quickly adjust and review the results again. It is a fast moving process of trial, error and adjustment until you get the results you want. Not dissimilar to the agile programming methodology.

The OODA loop is particularly useful in environments that are chaotic and unpredictable. In these working environments, decision making is often very difficult and without appropriate training paralysis in decision-making results and nothing gets done. The OODA loop is a decision making process that is well suited for helping people make decisions and acting in situations where there is no existing road map to follow.

The military has effectively utilized the OODA loop decision making processes in the chaos of battle found in air combat, tank warfare and daily in Special Forces operations. There is a lot to be learned from these experiences in decision-making.

In a world where nearly 40 percent of the workforce is mobile, companies must learn and implement these concepts in order to successfully manage mobile operations and services from afar. To be successful implementing and integrating the OODA loop and Network Centric Operational concepts into your field services operations requires the following:

Data collection systems and processes.
Real time knowledge of the location of your mobile workforce, assets and inventories.
Real time knowledge of the capabilities and expertise of your mobile workforce.
Real time status and progress updates of the tasks, work assignments and schedules of the mobile workforce.
Real time knowledge of the location of all inventory, equipment, tools and other assets required to complete specific tasks.
Work order management system that assigns, schedules and dispatches specific assignments to specific members of your mobile workforce.
Business intelligence software applications for analyzing data collected in the field.

All of the items listed above help provide the real time visibility into your field operations that is required in a Networked Field Services organization practicing OODA loop management decision making.

One of the remaining challenges, however, with the systems listed above is that humans quickly become overwhelmed by large volumes of data. Complexity can become an inhibitor to the practice of OODA. It is not enough to have real time visibility into massive volumes of data, as one must be able to orient and understand what the data means and how it will impact the mission. Business intelligence software, context aware and artificial intelligence capabilities all fit in here.

*************************************************************

Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

View Linkedin Profile

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the Linkedin Group Strategic Enterprise Mobility

***Full Disclosure: These are my personal opinions. No company is silly enough to claim them. I am a mobility and SMAC analyst, consultant and writer. I work with and have worked with many of the companies mentioned in my articles.

Enterprise Mobility and Network Centric Management Strategies

Some of the most technologically advanced organizations in the world today are utilizing strategies based on the concept of the Network Centric Organization. These strategies, methodologies and concepts are important for just about any organization that is geographically dispersed and requires the organization and management of remote and mobile workforces and assets.

The concept of the "network centric" organization relates to the fact that people, objects, events, activities, assets, inventories, locations, fleets, equipment, tools, etc, are all connected to the Internet (aka network), monitored, and most often visible on a map. All of these connected components are providing data in real-time that can be used to manage operations. This collected data is wirelessly sent to a central server where it forms a real time and unified view of operations that can be used for analysis, forecasting, resource allocation, planning and real time decision-making.

This networked approach enables users to see where their assets are located, where they are needed and how best to manage them at all times to successfully and efficiently accomplish the mission. Network centric operations in commercial environments, is a relatively new concept that continues to evolve as mobile technologies improve and more assets are connected to and become visible to the network.

From a business strategy perspective, you want to gain an information advantage over your competition. You want to set-up a robust network of well informed geographically dispersed people and assets that have situational awareness and visibility. This networking, combined with changes in business intelligence, artificial intelligence, organizational structures, processes and people, enable organizations to behave and respond in ways never before possible.

Specifically, the strategy of Network Centric Operations contains the following four tenets in its hypotheses:

A robustly networked workforce improves information sharing.
Information sharing enhances both the quality of information and the shared situational awareness.
Shared situational awareness enables collaboration and self-synchronization, and enhances sustainability and speed of management decision-making.
These, in turn, dramatically increase productivity.

In order to optimize operations, in the context of field services, asset management, engineering and construction operations, it is critical to know, in real time, the location of all resources, the status of each job, the assets, parts and equipment needed, and the time each job will require. When effectively coordinated and managed, human resources, equipment, assets and mobile inventories can be shared between multiple projects, and the right experts with the right levels of experience can be used on the right projects at the right time.

The bottom line is that a leaner, more efficient organization can be put in the field that can accomplish more work with fewer resources and generate a higher return on investment.

*************************************************************

Kevin Benedict, Head Analyst for Social, Mobile, Analytics and Cloud (SMAC) Cognizant

View Linkedin Profile

Learn about mobile strategies at MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the Linkedin Group Strategic Enterprise Mobility

Avengers (Super Heros), Enterprise Mobility and Network Centric Warfare

In the new movie titled, The Avengers - super heroes Iron Man, Captain America, Hulk, Black Widow, Thor, Nick Fury and Hawkeye all work together to fight bad guys. The first thing I thought about when I read the plot was, "How do all these super heroes communicate with each other and coordinate activities when they are running around saving civilization?" Now I must admit, I seem to be the only person left in the world that did not see the movie this weekend. My excuse, I was getting organized for the next leg of my "Free Range Eggs with Benedict - Mobile Strategies Speaking Series." Next up, speaking on mobile strategies in Las Vegas, Spain and The Netherlands.

The military has also been struggling with the challenge of keeping all of their forces informed and connected. Since the 1990s, however, it has embraced the concept of "network-centric warfare." Here is how it is described on Wikipedia:

Network-centric warfare, also called network-centric operations, is a military doctrine or theory of war pioneered by the United States Department of Defense in the 1990's. It seeks to translate an information advantage, enabled in part by information technology, into a competitive advantage through the robust networking of well informed geographically dispersed forces.

Specifically, the theory contains the following four tenets in its hypotheses:

A robustly networked force improves information sharing;
Information sharing enhances the quality of information and shared situational awareness;
Shared situational awareness enables collaboration and self-synchronization, and enhances sustainability and speed of command; and
These, in turn, dramatically increase mission effectiveness.

On a side note, ClickSoftware has a whitepaper titled Networked Field Services that explores how this theory is applied to field services. You can download it here.

Do you see why I wondered about the Avengers? How were they informing each other and providing situational awareness? What networks were they using? How were they using these networks to support their mission? I guess I should probably just watch the movie.

Field services organizations face similar challenges. How do you "robustly network" with your field services technicians and improve information sharing. Are there ways that your field service forces would benefit from working closer together to "increase mission effectiveness?"

*************************************************************

Kevin Benedict, Independent Mobile Industry Analyst, Consultant and SAP Mentor Alumnus

Visit MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the SAP Enterprise Mobility and Sybase Unwired Platform Groups

Read The Mobility News Weekly

Full Disclosure: I am an independent mobility analyst, consultant and blogger. I work with and have worked with many of the companies mentioned in my articles.

Enterprise Mobility, Netcentric Operations and Military Mobility

Network Based Operations

I read an article today summarizing a speech by Vice Adm. William McRaven, commander of the Navy’s Joint Special Operations Command where he was detailing the special forces needs for mobile solutions, networks and communications. In his speech, McRaven detailed areas where he would like to see improvements.

Easy access to networks that include newer technologies like tablets and smartphones.
A universal domain. "So I can pick up my iPhone or Android phone and communicate with all the folks I need to communicate with and not have to worry about security protocols."
Improved reception would help forces receive and better understand information.
Improved cloud computing. “We need a soft enterprise cloud that allows me in a platform-independent way to access any data located anywhere within our enterprise,” McRaven said.
He would like a full spectrum search engine that lets warfighters and commanders find all relevant data that’s available in top secret, secret and unclassified domains.
Real time video language translation.
Ironclad mobile security
Improved communications for squads that are traveling to operations. He said teams can’t be out of communication during the critical time when they are headed toward the theater of operations.

I subscribe to a number of military newsletters such as, http://www.defensesystems.com/ that focus on the network centric approach to warfare, because I believe these extreme operational environments can teach the field services industry a great deal. Mobile Technology and mobile workforce strategies being tested in the battlefield environment today, may offer valuable insights and lessons to the service industry of tomorrow.

Upcoming Events

Field Mobility 2011 - October 25 - 27, 2011
Enterprise Mobility Exchange - November 2 - 3, 2011

Whitepapers of Note

The Business Benefits of Mobile Adoption with SAP Systems
ClickSoftware Mobility Suite and Sybase Mobility Solution
Mobile Adoption Among Gas and Electric Utilities
Mobile Adoption in Life Sciences
Mobile Adoption in Oil and Gas
Networked Field Services

Recorded Webinars of Note

3 Critical Considerations for Embracing Mobile CRM
Healthrageous Mobility Case Study
The Latest m-Business Trends and How the Onslaught of Mobile Devices Affects Development Strategies
The Real-Time Mobile Enterprise: The Benefits of Rapid, Easy Access
Syclo and SAP Deliver Mobile Apps on Sybase Unwired Platform

Ruggedized and Industrial Mobile Device Articles

Consumer Smartphones or Industrial Smartphones?

*************************************************************

Kevin Benedict, Independent Mobile and M2M Industry Analyst, SAP Mentor Volunteer

Visit MobileEnterpriseStrategies.com

Follow me on Twitter @krbenedict

Join the SAP Enterprise Mobility Group

Read The Mobility News Weekly

Read The M2M News Monthly

Full Disclosure: I am an independent mobility analyst, consultant and blogger. I work with and have worked with many of the companies mentioned in my articles.

Managing a Mobile and Network Centric Operation, Part 2

This article is Part 2 in this series, read Part 1 here.

In the first segment of this series, we introduced some key concepts in a network centric operational strategy. In Part 2 we will explore these concepts in greater depth, add some context, and introduce some additional requirements and considerations for you to ponder. Let’s now review and expand on a few of the key concepts:

Network Centric Operational data needs to be shared in real time. In a mobile world that means real time communications with the mobile workforce.
Network Centric Operations strategies are based on the concept of a dynamic, and shared information environment that provides access to trusted information for all users, based on need, independent of time and place. This description highlights the idea that the actual use of the data is not known in advance by the managers of the shared information environment. The approved consumers of this information will creatively utilize this content in their own applications and systems to best execute their individual missions. This concept supports an agile and unpredictable environment without causing unnecessary and artificial barriers that limit effectiveness and deployment in the field by setting up standards and integration methodologies.
Network Centric Operations are designed to use data that can be collected and processed in real time from thousands of different data collection sources - human, computer and machine. Examples are humans, mobile devices, satellites, web services connected to other data collection sources, GPS vehicle and cargo tracking systems, EDI, barcode scanners, RFID readers, Bluetooth anything, remote M2M wireless sensors, faxes, emails, SMS, physical mail, customers and partners. This data needs to be translated into standardized formats (data syntax and semantics) so consumers understand what it is and what it means.
Network Centric Operations can easily bury a consumer in irrelevant and unnecessary data. Humans can easily be distracted and overwhelmed with large quantities of data. Having the right, real time intelligence and analytical systems in place to assist the human consumer is critical. Systems that can offer highly accurate predictions, identify patterns, suggest actions and augment reality in real time, in the right place, at the right time, to the right person, on the right device and in the right amount are the goals.

As you can quickly see from just these four network centric operational concepts, it is not just about moving data from point A to point B, or from an ERP to a smartphone. Building and supporting this “network” requires all of the talent and skills that have made traditional ERP and IT systems irreplaceable for companies today.

Whitepapers of Note

The Business Benefits of Mobile Adoption with SAP Systems
ClickSoftware Mobility Suite and Sybase Mobility Solution
Networked Field Services

Webinars of Note

3 Critical Considerations for Embracing Mobile CRM
Exclusive SAP Mentor and Blogger Briefing: Syclo and SAP Deliver Mobile Apps on Sybase Unwired Platform
The Future of Enterprise Mobility
The Latest m-Business Trends and How the Onslaught of Mobile Devices Affects Development Strategies
The Real-Time Mobile Enterprise: The Benefits of Rapid, Easy Access
Redstone Arsenal’s (DOD/Chugach) 3 Maintenance Challenges Solved by Mobile

*************************************************************

Kevin Benedict, Independent Mobile and M2M Industry Analyst, SAP Mentor Volunteer

Follow me on Twitter @krbenedict

Join the SAP Enterprise Mobility Group

Read The Mobility News Weekly

Read The Mobile Retailing News Weekly

Read The Field Mobility News Weekly

Read The Mobile Money News Weekly

Read The M2M News Monthly

Full Disclosure: I am an independent mobility analyst, consultant and blogger. I work with and have worked with many of the companies mentioned in my articles.

Managing a Mobile and Network Centric Operation, Part 1

I have been writing about the Network Centric Operations approach to mobile field services for the past couple of years and plan to continue with even more enthusiasm. The mobile devices, mobile platforms, communication networks and integration frameworks exists today to revolutionize field services and the way companies interact with their mobile workforce in general. Today, few enterprise mobility vendors yet understand network centric operations.

In a way, I think ERP vendors may end up understanding the concept of network centric operations better than most enterprise mobility vendors. Why? Because ERP vendors are familiar with and accustomed to thinking about how all systems interact and work together, while many enterprise mobility vendors are still celebrating their ability to communicate point to point on a mobile device.

Social networking and social media technologies like Facebook, Linkedin and Twitter have taught us the value of social and business networks. Twitter has even shown us how to launch political revolutions and change governments. Likewise, network centric operational concepts have the potential to change everything about managing the mobile workforce.

Let’s first explore some definitions of Network Centric Operations. Network centric operations is an information based operation that uses information processing, networks, and data to provide the capability to perform assigned operational roles in fast changing environments with an increasing use of system provided intelligence and cognitive processes. Wow! That is good! Did you catch the “system provided intelligence and cognitive processes” part? That shines the spotlight on mobile and real time business intelligence provided to the right people, at the right time, at the right place, and in the right amount.

Another point - the data needs to be collected and shared in real time. In a mobile world that means real time communications and data exchanges with the mobile workforce. Data can be collected outside the enterprise by the mobile workforce, EDI/B2B, through third party web services or through M2M (machine to machine) networks.

Here is more on the concept of network centric operations - it is based on the concept of a dynamic, and shared information environment that provides access to trusted information for all users, based on need, independent of time and place. It enables application developers and program managers to move forward without unnecessary organizational barriers limiting access to real time data. It involves and requires system interoperability and enterprise management.

Let me point out the concept above of “shared information environment.” It is a stream of real time information and intelligence that any approved system or application can access and utilize. The data gatekeepers are removed so the information can be acted upon in real time.

What is the purpose of network centric operations and how does it benefit an enterprise? The enterprise becomes a part of a continuously-evolving, complex community of people, devices, information and services that are interconnected by a communications network to achieve optimal effectiveness with limited resources(force multiplier) and better coordination between network participants. In other words real time and real world enterprise management.

Read Part 2 in this series.

*************************************************************

Kevin Benedict, Independent Mobile and M2M Industry Analyst, SAP Mentor Volunteer

Follow me on Twitter @krbenedict

Join the SAP Enterprise Mobility Group

Read The Mobility News Weekly

Read The Mobile Retailing News Weekly

Read The Field Mobility News Weekly

Read The Mobile Money News Weekly

Read The M2M News Monthly

Full Disclosure: I am an independent mobility analyst, consultant and blogger. I work with and have worked with many of the companies mentioned in my articles.

Kevin Benedict Ponders the Future

Mobile Commerce, Speed, Operational Tempos and the Real-Time Enterprise, Part 3

IoT, Software Robots, Mobile Apps and Network Centric Operations

Code Halos - Tracking the Mobile Workforce, Equipment and Other Variables for Optimal Performance

Enterprise Mobility, Network Centric Operations and Decision Making

Enterprise Mobility and Network Centric Management Strategies

Avengers (Super Heros), Enterprise Mobility and Network Centric Warfare

Enterprise Mobility, Netcentric Operations and Military Mobility

Managing a Mobile and Network Centric Operation, Part 2

Managing a Mobile and Network Centric Operation, Part 1

Interviews with Kevin Benedict

Get new posts by email: