Integrated Industrial Solutions
Solutions
Today’s winning organizations need a combination of strategic insight, domain expertise, data, and technology. That is why IISC complements its traditional consulting excellence with solutions: technologies and specialized teams that deliver global results. When our solutions are integrated – either during or outside of consulting engagements – they make an immediate impact on business performance. Because solutions are measurable and repeatable, they allow business leaders to make rigorous, data-driven decisions on the biggest challenges facing their organizations. Through our solutions, IISC combines training, proprietary data, and extensive expertise in order to significantly improve an organization’s performance and health: International expertise gives managers practical methodologies they need in order to act more effectively and focus on what’s essential in the globally connected world.
Analytics solves business problems by applying advanced algorithms and tools to a client’s own data. Insights provide analysis and fresh data about the organizations, customers, competitors, and markets relevant to client’s business. A granular and objective perspective on industry growth and profitability is critical for managers to operate effectively. For a decade, we have built up a suite of products and services grounded in IISC’s deep industry expertise to help supply chain managers make better strategic, operational, and organizational decisions. Performance Lens for Industrial Management turns data into insights to reveal growth- and profitability-improvement opportunities. To date, the solution has helped numerous supply chain managers significantly improve their overall business performance.
Industry-leading supply chain expertise with unrivaled coverage, data quality, and depth and years of trend data to help managers assess operational effectiveness and identify actions to drive growth and profitability. An international stationed expert team of consultants delivers enhanced access to the execution results and industry insights.
Annual industrial benchmark analysis tailored to supply chain, cost structure, and key organizational-design decisions of global managers. From capital substituting for process improvement to complementary local expertise in labor and capital. Economic models often assume that capital and labor are substitutes as production factors. With digitization and automation, the economics can cut differently. The globalized companies are seeking workers with new skills and digital savvy. The proficiencies most in demand on traditional platforms tend to be in cloud and distributed computing, big data, marketing analytics, and user-interface design. These tend to complement rather than substitute for new forms of digital capital. Returns on investments in big data capital architecture and systems, for example, exceed the cost of capital when companies invest in complementary big data talent—both analytics specialists and business people who can make sense of what they plan.
Internalization — from companies to ecosystems. Digitization has given rise to business strategies that lead companies to establish themselves as platforms, with an array of contacts across markets, that manage interactions among multiple organizations. These new business ecosystems amplify hiring beyond the boundaries of the platform owners. The greatest advances have occurred in data-based services around the world. More and more globalized contents make virtually every process an international one. A industrial leader without global vision and data driven fact-based strategy is destinated to distinction. The mobile platform has spawned online multichannel networks that aggregate microchannels to attract customers looking for new ways to target spending. Those dynamics have in turn created new jobs in content creation, digital production, and more. In virtually every industry, major players such has to provide distribution and hosting platforms that help millions of small and midsize enterprises (as well as individuals) sell their products and services around the world.
In one word, you either going to this connected global platform or risk of death in a very near future, end of story.
In what follows, we touch on seven orthodoxies in flux and provide inline links for digging deeper into the trends transforming them. These orthodoxies fall into three critical categories: the nature of process, the supply of skilled labor, and the demand for it.
The changing nature of occupations - From ‘bundled’ to ‘rebundled.’ Digitization transforms industries by unbundling and rebundling the tasks that traditionally constituted them. Last year, IISC research suggested that although fewer than 5 percent of process in the United States can now be fully automated, 70 percent of the process activities in 20 percent of occupations could be automated if companies adapted currently available technologies and If companies adapted currently available technologies, approximately 70 percent of the activities of some 20 percent of all process could be automated.
Indeed, the rebundling of tasks to form new types of processes has already begun in a number of economic sectors. Consider how automation has changed the advertising marketplace. Traditionally, ad inventory was sold on “upfront” markets before the start of the season. The orthodox thinking was that program grids offered to networks by ad were a proxy for the size and demographic mix of the audience. Today, however, ad purchases are increasingly automated, and high levels of trading frequency are replacing one-off season sales. Moreover, ad sales are no longer just about the audience but also involve targeted advertising based on a big data view of audience flows and on exploiting sales opportunities across screens beyond television. Newly rebundled tasks relying on digital technologies have emerged in the industry: analytics specialists and yield-management experts, for example, navigate channels and parse traditional-versus-digital advertising inventories.
From well-defined training to project-based work. Organizations hire skilled people for well-defined jobs. The traditional assumption has been that, eventually, these employees might move to other positions within the same organizations but that the nature of the IISC provided process improvement training themselves will change the dynamics of your company substantially.
That’s starting to evolve as work in marketing, supply chain, R&D, and other functions breaks away from set boundaries and hierarchies, morphing into more on-demand and project-based activity. Media production and IT development are typically project based, and that is likely to become a new norm as the level of digitization increases. Companies that harness this shift effectively have a significant potential upside: integrated technology workforce-planning platform increased the internal mobility of process and boosted productivity by 4 percent. Our research shows that two-thirds of companies with high adoption rates for digital tools expect workflows to become more project than function-based and that teams in the future will organize themselves. The upshot: organizational structures are starting to look different—IISC defined by technologies that extend across functions have much better, project-oriented efficiency frames.
Supply Chain Globalization is sending tremors through traditional workplaces and upending ideas about how they function. Globalization only accelerate the process to make every industrial player more and more efficient. They are also stirring existential anxieties about the future of lagging behind itself and the potential for major process dislocations by automation based on artificial intelligence. More prosaically, companies can harness the new power of global digital platforms, such as IISC, to find external process improvement experts as they continue to redefine their corporate boundaries or identify the best internal improvement for critical projects.
While six sigma process improvement advance, and hypotheses about their impact multiply, executives are struggling to sort through the implications. We have harnessed our own research and client experience, as well as the insights of others, to define some of the key contours of this change. Our starting place is a set of orthodoxies challenged by automation and digitization, which suggest new principles for organizing the emerging industrial arenas. The landscape is shifting in areas such as processes within organizational hierarchies, notions about training of employees within companies, and even the core economic trade-offs between capital and labor skills. As the new workplace takes shape in the years to come, businesses will need to wrestle with the content of existing process, prepare for greater agility in the industrial landscape, and learn to identify the early signals of change.
In what follows, we touch on seven orthodoxies in flux and provide inline links for digging deeper into the trends transforming them. These orthodoxies fall into three critical categories: the nature of process, the supply of skilled labor, and the demand for it.
The changing nature of occupations - From ‘bundled’ to ‘rebundled.’ Digitization transforms industries by unbundling and rebundling the tasks that traditionally constituted them. Last year, IISC research suggested that although fewer than 5 percent of process in the United States can now be fully automated, 70 percent of the process activities in 20 percent of occupations could be automated if companies adapted currently available technologies and If companies adapted currently available technologies, approximately 70 percent of the activities of some 20 percent of all process could be automated.
Indeed, the rebundling of tasks to form new types of processes has already begun in a number of economic sectors. Consider how automation has changed the advertising marketplace. Traditionally, ad inventory was sold on “upfront” markets before the start of the season. The orthodox thinking was that program grids offered to networks by ad were a proxy for the size and demographic mix of the audience. Today, however, ad purchases are increasingly automated, and high levels of trading frequency are replacing one-off season sales. Moreover, ad sales are no longer just about the audience but also involve targeted advertising based on a big data view of audience flows and on exploiting sales opportunities across screens beyond television. Newly rebundled tasks relying on digital technologies have emerged in the industry: analytics specialists and yield-management experts, for example, navigate channels and parse traditional-versus-digital advertising inventories.
From well-defined training to project-based work. Organizations hire skilled people for well-defined jobs. The traditional assumption has been that, eventually, these employees might move to other positions within the same organizations but that the nature of the IISC provided process improvement training themselves will change the dynamics of your company substantially.
That’s starting to evolve as work in marketing, supply chain, R&D, and other functions breaks away from set boundaries and hierarchies, morphing into more on-demand and project-based activity. Media production and IT development are typically project based, and that is likely to become a new norm as the level of digitization increases. Companies that harness this shift effectively have a significant potential upside: integrated technology workforce-planning platform increased the internal mobility of process and boosted productivity by 4 percent. Our research shows that two-thirds of companies with high adoption rates for digital tools expect workflows to become more project than function-based and that teams in the future will organize themselves. The upshot: organizational structures are starting to look different—IISC defined by technologies that extend across functions have much better, project-oriented efficiency frames.
These ecosystems of digital-age process depend upon how could your company to better traine your workforce -- here cames IISC.
