Mark Benson is Head of Engineering at Samsung SmartThings. Mark is the author of The Art of Software Thermal Management for Embedded Systems and is a regular speaker and writer on the intersection of technology, business, and society as it relates to product development, technology leadership, strategic planning and execution, intellectual property portfolio management, software architecture, information security, competitive positioning, and organizational behavior.
Published a piece today in IoT Central for digital transformation leaders within organizations, and how rigid organizational structures, inflexible cultures, and lack of market insight increase the probability of creating an IoT platform that is fragmented, brittle, and ultimately more susceptible to failure.
ABSTRACT: Many IoT challenges exist due to a lack of industry-wide standards around proven success. Everyone starts from ground zero, and few have crossed the finish line. Based on experience working on IoT-innovation programs across a variety of industries, here are five key considerations regarding where to focus your efforts early on and how to move your company forward as you build, deploy, and launch the next generation of your product.
Published a piece in IoT Agenda on the organizational psychology of the Internet of Things, centered on the interplay between team structure and software innovation, and how Conway's Law shows us that organizational design should be thought of in the service of digital innovation instead of its inverse.
ABSTRACT: Smart connected products will redefine entire markets and the very nature of competition over the coming decade. Organizations attempting to build smart connected products across divisions, product portfolios, and markets are being faced with a stark reality: creating IoT projects are hard and building a long-term organizational competency around doing IoT projects with excellence is even harder. Based on real-world experience, this article covers five key barriers to digital transformation, an organizational competency model for how companies become masterful at IoT, four case studies, and five behaviors that successful organizations embrace to drive lasting behavioral change.
Presented as part of the Predictions Panel at CIO Synergy in Minneapolis, an invitation-only event for CIOs, CTOs, and CISOs, to share ideas, current trends, and future insights.
ABSTRACT: This presentation outlines three predictions for the coming year.
First, conversational AI and the quest for better context will drive the accelerated integration of ecosystems. Increasingly, business success hinges on a company’s ability to create seamless, enjoyable experiences across disparate touchpoints. As these digital experiences become a major differentiator, savvy IT leaders are redefining their roles within the enterprise to focus on driving business value. Rather than protecting risks and reacting to emergencies, successful IT leaders will proactively enable the business to deliver value to customers across myriad digital touchpoints.
Second, the demand for lower latency and better cost performance of IoT cloud platforms will pace edge/fog computing trends. In the IoT platform space, companies at the top compete on market share, features, performance, and brand differentiation. However, the long tail of IoT competes primarily on price. What’s true for every company in this space is that efficiency (lower latencies, lower cost) are necessary to compete in a meaningful way. Because of this, there is a move towards edge/fog computing. IT leaders in organizations that are adopting IoT are uniquely positioned to drive change in adoption of cloud technologies for emerging business objectives like IoT, and start expanding knowledge and influence into edge devices.
Finally, the drive for better analytics and intelligence about customers combined with growing privacy concerns and regulations will create further competitive separation for companies that leverage data to not only to streamline their business, but to create more engaging user experiences. IT leaders are in a unique position to lead the business through the necessary changes to get there.
Presented along with Bruce Schneier at the Harvard Club of New York City as part of an invitation-only event put on by Tehama and Pythian on on how CISOs, CIOs, CTOs, VPs of IT, and VPs of Engineering can de-risk their global workforce with secure access, auditing, and compliance in the face of changing regulations, increased competitive pressures, and emerging opportunities/threats like the Internet of Things.
ABSTRACT: Many organizations believe that digital transformation is key to their success over the coming decade. However, far fewer actually know what that means or how to achieve it. In the face of this uncertainty, organizational leaders tend to adopt risk-averse behavior. For information security leaders, this means saying "no" or going slow. However, for business line leaders, this means building fast and cheap products that prove market viability but often end up being essentially insecure. These two organizational forces are at odds and have divergent incentives for success. In order for companies to be successful and harmonize their efforts, they need to have clarity of vision combined with agile and flexible tools that enable them to bring in the right skills at the right time in order to securely manage their emerging IoT initiatives.
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