Former Thomas Cook CEO is leading
IBM's charge into the IoT, and is pushing its Watson AI technology as a unique
differentiator.
The Internet of Things (IoT) is
understandably viewed by technology companies large and small as the next great
wave of development in the digital age.
For IBM – perceived by some as a
lumbering giant that was slow to respond to major IT trends such as mobile and
cloud – it is essential to take an early lead in this emerging market. Perhaps
that explains the decision to look outside the company for a high-profile
business executive to head its IoT charge.
Step forward Harriet Green,
previously group CEO of one of the UK’s best-known consumer brands – holiday
company Thomas Cook – and formerly chief executive of electronics distributor
Premier Farnell. Green is a big hitter – a former Veuve Clicquot Businesswoman
of the Year and Leader of the Year in the 2013 UK National Business Awards.
Sadly, but not untypically for
tabloid coverage of successful female business leaders, she has also been the
subject of some intrusive national newspaper reporting. She was singled out more for her
tattoo than the fact that she grew Thomas Cook’s market worth from £148m to
more than £2bn in little more than two years.
By the time she left the travel
firm, her reputation in the City was such that £350m was wiped from the value
of the company’s shares when she announced her departure in November 2014.
Such a high-profile background might also
explain why IBM CEO Ginni Rometty personally
hired Green last September into a global role as general manager for IBM Watson
internet of things, commerce and education.
Combining
Watson with IoT
Watson
is IBM’s artificial intelligence (AI) engine - famed for beating humans on the
US TV quiz show Jeopardy – a capability that the supplier sees
as a distinctive difference to its IoT offering.
“You always want to be in a position
where you have something that no one else has, and no one else has Watson,”
Green tells Computer Weekly in one of her first major interviews in the new
job. “No one else has cognitive capabilities in the way that we do, so that’s
really exciting.”
So why did she choose this role after
running Thomas Cook, and why IBM?
“If you look at what I’ve done in my
career, it’s been a lot of transformations – businesses that either aren’t well
or need to be made global or digitised. So when I finished the first phase of the
Thomas Cook transformation and made sure the business was not going into demise
and made it robust, then what I was attracted to at IBM was the intensity of
transformation,” she says.
“IBM
is one of the few companies in the world that has reinvented itself – three,
possibly four
major transformations in its tenure. I was very attracted to that
intensity of change. I love tech and I’d missed it.
“To add to that, you get to run the
internet of things [for IBM], which is possibly one of the most important
digital movements since the founding of the internet. And, of course, with such
an iconic and effective female CEO in Ginni, who I’ve known for a while, for me
it was a fantastic job.”
IBM’s IoT strategy has evolved out of
its “smart planet” campaign, first announced in 2008, which brings with it a
track record of innovation and customer case studies that offer some real-life
examples of the technology in action. The firm last year set up a global
headquarters for its Watson IoT business in
Munich, recruiting 1,000 researchers, developers and designers.
“IBM has 750 IoT patents – that’s three
times more than any other country, let alone any other enterprise,” says Green.
Huge
amounts of data
She cites customers such as the city of Beijing and Airbus as examples of an approach that
combines what IBM calls the “cognitive computing” capabilities of Watson with
IoT networks to take the huge amounts of data generated by sensors and
interpret that into something meaningful and useful.
“The first thing people want to talk about is all the data they are collecting,” says Green. “It’s not just structured data, where you can put it into your computer and write code and analyse it – a very large percentage of this data is unstructured.
“The first thing people want to talk about is all the data they are collecting,” says Green. “It’s not just structured data, where you can put it into your computer and write code and analyse it – a very large percentage of this data is unstructured.
“Their questions are around what can we
do with this data to make us more efficient or to create new products and
services that we can sell to optimise what we’re doing or to create amazing
things for clients.”
According to research by McKinsey,
companies discard 99% of data before their decision-makers have a chance to use
it.
“The first discussion is around how much
dark data you have, that only Watson and cognitive can really interrogate,” she
says. “You know the amount of data being created on a daily basis – much of
which will go to waste unless it is utilised. This so-called dark data
represents a phenomenal opportunity.”
In Beijing, an IBM initiative called
Green Horizons takes real-time data from environmental monitoring stations,
meteorological satellites and traffic cameras to predict air quality and find
ways to tackle the city’s serious pollution problems.
Watson helps to predict the effects of
weather and traffic flow on pollution levels so that city authorities can take
action. According to IBM, the Beijing government was able to reduce levels of
harmful particulates by about 20% in 2015.
At Airbus, the number of sensors on a
plane can generate up to half a terabyte of data per flight while monitoring up
to 300 million parts in the aircraft. The company is using Watson IoT systems
to improve predictive maintenance, and is working with IBM on what Green calls
a “cognitive cockpit” for better air safety.
“For Watson to be able to help solve the
problems of the world, and to be given the data to start crunching and
correlating – I think that’s tremendous for the next wave of human
development,” she says. “Why wouldn’t you want to be involved in that
transformation? If you love tech and you love digitising and you love
high-intensity change, why wouldn’t you want to be part of that?”
Lifting
our experiences
IBM,
of course, is not alone among large suppliers in targeting the internet of
things, nor is it the only firm trying to combine IoT with AI. Microsoft, for
example, is using its cloud-based Azure Machine Learning offering to analyse
real-time data from IoT networks. It cites ThyssenKrupp Elevator as an early
user, collecting and analysing sensor data from its lifts.
IBM, meanwhile, counts rival lift maker
Kone as a client for Watson IoT, using cloud to connect, remotely monitor and
manage its global maintenance of lifts, escalators, doors and turnstiles. “We
will use the IBM Watson platform to store and collect the data coming from over
a million units up and running in the field,” says Teppo Voutilainen, head of
new services and solutions at Kone.
Green says the examples of Kone and
Beijing city show how IoT and data analytics can help to rethink our everyday
experiences of buildings and cities.
“Think about the billions of people a
day being moved by escalators and elevators and how to make those experiences
as positive as possible, right the way through to people in their cities,
people worrying about pollutants and sharing information that makes it better
to live there,” she says.
So
IBM can point to an established base of IoT customers, but can it compete with
the numerous, faster-moving tech startups targeting this growing field?
“Of course, there’s plenty of space for
lots of innovative startups and also lots of space for companies who are very
much more established, which are themselves being innovative and looking at
things in a very different way,” says Green.
“It’s not so much about the emergence of
new technology, it’s the convergence – the ability to use sensors for
everything in the world to basically be a computer, whether it’s your contact
lens, your hospital bed or a railway track,” she says.
“You need companies that are able to do
things at scale; companies for whom security is a given; companies that are
proven to protect data, whoever’s data it is. This company is perfectly
positioned to lead a global movement like IoT because all of those questions
are what we’re capable of doing.
“I cannot think of another company at
scale that is able to support the human factors, right the way through to the
largest companies.”
IBM is also hoping to woo developers and
startups by building an ecosystem around its offerings – Microsoft is trying to
do something similar.
“The key thing for IBM’s Watson strategy
is that we are opening APIs through to our IoT platform, so it’s incredibly
open and incredibly useful to [startups] as we [aim to] attract thousands and
thousands of developers to be part of this environment,” says Green.
AI
scare stories
For
all the opportunity presented by AI and IoT, it is also a technology that
worries a lot of people – what with all that data being stored about our lives
and the world around us, and scare stories about jobs likely to be automated by
AI. But Green sees the
opportunities outweighing the potential negatives.
“There is scaremongering that goes
around about some of these technologies, and particularly in Europe there is a
very real concern around data protection,” she says.
“But these sorts of worries and concerns
have been a precursor before, whether it’s the mass production of electricity
or factory automation – we’ve had every form of Tolpuddle Martyr and people
worrying about jobs.
“If you study each one, you will see
that in every new era and genre of technology, what has developed is people
working together with machines more effectively. People have gone on to do
other things which are more value adding, less dangerous, than they might have
done before. But such fears are totally understandable.
“Our
job as a company is to ensure we are involved in setting standards, and that
those standards reflect how consumers and our clients think. As we have always
done, we will ensure that however someone wants to protect their data, we
recognise it is their data and they get to choose how to do that.”
IBM is clearly placing its bets on
Watson, IoT, and a combination of the two, as a big part of its further
transformation away from its history as a big hardware provider, to the
software and services future it wants. As its traditional rivals – the likes of
HP and Dell – have found, that is
still a tough transition to make. But for Green, as a new recruit, the measures
required for success are in place.
“One of the first measures through all
of my experiences around the globe transforming businesses, is does everyone
inside of IBM have the same end in mind?” she says. “Do they understand their
part in the relentless reinvention? And is there enormous drive around
cognitive technologies?
“Absolutely every part of the business
knows, and each individual knows their part in the future.
“In my experience of doing
transformations, you can have the most amazing strategy in the world, but if
everyone doesn’t know their part in it, it won’t get executed, and absolutely
here we do.”
***Culled
from computerweekly.com
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