$11.1 Trillion Value Opportunity in IoT by 2025
2015 McKinsey Estimate
What is Internet of Things?
The Internet of Things refers to the networking of physical objects through the use of embedded sensors, actuators, and other devices that can collect or transmit information about the objects. The data amassed from these devices can then be analyzed to optimize products, services, and operations. Perhaps one of the earliest and best-known applications of such technology has been in the area of energy optimization: sensors deployed across the electricity grid can help utilities remotely monitor energy usage and adjust generation and distribution flows to account for peak times and downtimes. But applications are also being introduced in a number of other industries.
IDC defines IoT as a network of networks of uniquely identifiable end points (or things) that
communicate without human interaction using IP connectivity — be it locally or globally. It is not an
individual technology that can be implemented in isolation but it is an integral part of an "innovation
platform" tying together multiple IT systems and teams within and sometimes outside an organization.
The Internet of Things Is Part of the Third Wave of IT-Driven Competition
For hundreds of years, the types of products that were produced were mechanical, and
value-chain activities were performed manually. This has changed with successive waves of
information technology.
WAVE 1: VALUE CHAIN AUTOMATION. In the 1960s and 1970s, IT automated previously manual processes of information collection and processing in individual activities across the value chain, such as order processing and billing, which improved productivity.
WAVE 2: VALUE CHAIN DISPERSION AND INTEGRATION. In the 1980s and 1990s, the Internet enabled connectivity and integration across the value chain. Customer relationship management stitched together what had been separate processes; supply chains became more global, efficient, and optimized; and again, productivity improved. So value chains got extended nationally and globally but were connected through internet.
WAVE 3: SMART, CONNECTED PRODUCTS. In this wave, information technology is embedded in the products themselves. A product becomes “smart” when technology, such as a sensor, is embedded in the product. A product becomes “connected” when one product is connected to another. With miniaturization and ubiquitous connectivity, it is possible to make all types of products smart
and connected.
http://info.tcs.com/rs/tcs/images/Report-HBR-ConnectedProducts.pdf
According to a report from McKinsey & Company's Global Institute released in 2015, IoT has the potential to be worth between $3.9 and $11.1 trillion by 2025. The value includes productivity improvements, time savings, and improved asset utilization, as well as an approximate economic value for reduced disease, accidents, and deaths. So, it does not represent revenue of IoT equipment, software and services selling companies.
The report includes some estimated segment values:
Vehicles: Autonomous vehicles and condition-based maintenance, with an estimated value of $210 to $740 billion
Cities: Public health and transportation: $930 billion to $1.7 trillion
Outside Logistics and navigation: $560 billion to $850 billion
Health and fitness: $170 billion to $1.6 trillion
Construction operations optimization, as well as improve health and safety of operators: $160 billion to $930 billion
Retail environments: Automated checkout: $410 billion to $1.2 trillion
Factories: Operations and equipment optimization: $1.2 billion to $3.7 trillion
Offices: Security and energy: $70 billion to $150 billion
Home: Chore automation and security: $200 billion to $350 billion
The growth of IoT applicatgions means IT departments and CIOs have to plan learn the skills related to IoT systems and applications and plan corporate strategies around the new technology that could be worth trillions in just 10 years' time.
Business Scope 2014 Estimate:
http://www.mckinsey.com/industries/high-tech/our-insights/the-internet-of-things-sizing-up-the-opportunity
2015 Estimate
http://www.mckinsey.com/business-functions/business-technology/our-insights/the-internet-of-things-the-value-of-digitizing-the-physical-world
http://www.informationweek.com/it-life/4-iot-skills-it-pros-need/a/d-id/1320912
Industrial Giants are making Massive Investments in Industrial IoT
Even predictions of $60 trillion by 2030 are being made.
https://arc.applause.com/2016/06/24/industrial-iot-investment-ge-digital-hitachi/
GE into IoT in a Big Way - Offering Predix - IoT Platform
February 2016GE committing $1 billion to dvelop IoT based business. IoT involves placing sensors on gas turbines, jet engines, and other machines; connect them to the cloud; and analyze the resulting flow of data to identify ways to improve machine productivity and reliability.
IoT can also be used to improve yields from operations. The average recovery rate of an oil well is 35%. The rest of crude is left in the earth because available technology makes it too expensive, If improvement in technology raises yield by 1%, the world’s output will increase by 80 billion barrels the equivalent of three years of global supply. The economic benefits are huge and IoT offers a way to find protable solutions.
In September 2015, GE projected its revenue from software products would reach $15 billion by 2020, three times its 2015 bookings. GE expects that IoT platform and software Predix, a cloud-based platform for creating Industrial Internet applications will contribute a big portion of that increased revenue.
GE began developing the IoT solution in 2012. Initially, it was developed for GE. Now it is offered on the market.
The driving force behind taking Predix to market was the scope of the opportunity: GE determined that the market for a platform and applications in the industrial segment could reach $225 billion by 2020.2 The company developed the commercial version, Predix 2.0, and in October 2015 made the platform directly available to channel and technology partners as well as customers who could use the platform to build their own set of analytics. .
Platform Benefits
Predix was designed to be a software platform. The platform has open standards and protocols that allow customers to more easily and quickly connect their machines to the Industrial Internet. The platform can accommodate the size and scale of industrial data for every customer at current levels of use, but it also has been designed to scale up as demand grows. Apart from what GE offers, customers may develop their own custom applications for use on the Predix platform, GE executives are working to build a developer community and create a new market for apps that can be hosted on the Predix platform. Finally, data security, a concern for many companies considering IoT applications, is embedded at all platform application layers: services enablement, data orchestration, and infrastructure layers.
IoT Pilots
A pilot is often an essential step of the adoption process. In early 2015, GE executed a four-week engagement with one of the largest global energy companies, which wanted to reinvent how it manages corrosion related maintenance its “static” equipment — specifically, its storage tanks used during oil and gas processing. During the four-week exercise, after discussions with various experts related to the design and maintenance, GE team developed a software solution that helped engineers to “walk through” the equipment digitally. This provided reliability engineers new insights they could to better manage those assets. The project was a success and offered GE a way to discuss future engagements.
GE hopes to have three more customers booked by early 2016 to run pilots of Predix offerings. GE executives see the pilots as a way to bring customers onto the selling team. Global spending on the Industrial Internet was $20 billion in 2012. Analysts were forecasting that number would reach $514 billion by 2020, creating nearly $1.3 trillion in value.
http://sloanreview.mit.edu/case-study/ge-big-bet-on-data-and-analytics/
Sam Ransbotham the author of the article in MIT Review is an associate professor of information systems at the Carroll School of Management at Boston College and the MIT Sloan Management Review guest editor for the Data and Analytics Big Idea Initiative. He can be reached at sam.ransbotham at the rate bc.edu and on Twitter at @ransbotham.
Digital Reimagination
Five key technologies (Digital Five Forces) are maturing and precipitating
the shift to the Digital Consumer Economy. These are Mobility and Pervasive Computing, Big Data,
Social Media, Cloud, and AI-Robotics. These forces are being used in various permutations
and combinations to drive new applications. As a result, new Digital Composite Forces are emerging.
Foremost among them is the Internet of Things, which combines mobility and pervasive computing,
big data, cloud, and—increasingly—artificial intelligence.
Large number of devices can be connected to the IoT driving new economic opportunities. “Digital Reimagination.” involves leveraging a combination of the Digital Five Forces and Digital Composite Forces to reimagine the enterprise along one or more of six dimensions: business models, products and services, customer segments, channels, business processes, and workplaces.
Recently, a major global engine manufacturer created a new services stream by using sensor-collected big data to predict failures on their engines. When such a failure is predicted, the vehicle operators are automatically sent notifications along with directions to the nearest service center. There is value creation in this initiative. It gave new maintenance revenue to the manufacturer, but, this has also helped the customer by reducing inconvenient breakdowns.
http://info.tcs.com/rs/tcs/images/Report-HBR-ConnectedProducts.pdf
$14.4 trillion of value - IOE (Internet of Every Thing) by Cisco - 2013 Estimate for 2022
In other words, between 2013 and 2022, $14.4 trillion of value (net profit) will be
“up for grabs” for enterprises globally — driven by IoE.
Where is the value?
The five main areas:
1) asset utilization (reduced costs) of $2.5 trillion;
2) employee productivity (greater labor efficiencies) of $2.5 trillion;
3) supply chain and logistics (eliminating waste) of $2.7 trillion;
4) customer experience (addition of more customers) of $3.7 trillion; and
5) innovation (reducing time to market) of $3.0 trillion.
http://www.cisco.com/c/dam/en_us/about/ac79/docs/innov/IoE_Economy.pdf - Cisco 2013 report.
Cisco report has value estimate for countries and regions.
Various reports on Market Size
http://postscapes.com/internet-of-things-market-size
Updated 24 June 2016, 24 Mar 2016, 23 Mar 2016
