IoT Leaders- What IoT leaders do to excel and drive greater results compared to their peers is explored in the recent McKinsey report, What separates leaders from laggards in the Internet of Things. The study is based on interviews with 300 IoT executive-level practitioners from companies with more than $500M revenues which are implementing large-scale IoT strategies with projects that have progressed from pilot to production. Enterprises from 11 major industry segments from Canada, China, Germany, and the United States were included in the survey.
McKinsey found 16% of enterprises have IoT programs in production, delivering aggregate cost and revenue impacts of at least 15%. The study also found 16% of enterprises are lagging, attaining aggregate revenue and cost improvements of less than 5%. The following graphic compares companies by the level of financial impact from IoT initiatives:
Nine practices differentiate IoT Leaders from laggards, and the study provides a fascinating look into each based on the survey data. Key insights into IoT Leader’s practice areas is provided here:
- Leaders are more aggressive about pursuing a greater number, scope, and variety of IoT applications and use cases than their less successful peers. What IoT Leaders learn quickly is how steep the IoT learning curve is, and how it’s essential to run as many IoT pilots as possible to learn more. Leaders discover the first 15 or so IoT use cases typically have a modest payback, with the average payback rising until approximately 30 use cases have been achieved. IoT Leaders anticipate that their IoT use cases will boost their gross profits by 13% over the next three years, three times as much as IoT laggards. The following graphic illustrates the financial impact per IoT use case by the cumulative number of IoT use cases enterprises initiate.
- Leaders are more willing than their peers to change business processes to unlock IoT’s value. McKinsey found IoT Leaders are three times more likely than their peers to say that managing changes to business processes is one of the three most important capabilities for implementing IoT. CEOs who champion their company’s IoT initiatives make strong contributions in this area, removing barriers and roadblocks quickly to keep IoT programs moving forward.
- Leaders design, pilot and move to production IoT use cases that rely on advanced endpoints far more than their peers.McKinsey finds that IoT Leaders are more visionary and aggressive than peers in developing applications with advanced endpoints. Leaders are gaining expertise and mastery of how to creatively use advanced endpoints today, reporting higher levels of satisfaction and positive results.