The Oracle Internet of Things (IoT) Cloud offering has been enhanced with built-in artificial intelligence (AI) and machine learning that powers Digital Twin and Digital Thread capabilities.
As a result, customers and partners can quickly gain operation-wide visibility and leverage predictive insights from connected assets. These insights can decrease deployment times, reduce costs, improve business outcomes, and accelerate new market opportunities. Combining the power of Oracle IoT Cloud and enterprise applications, Oracle also introduced new industry solutions for digital field service, smart connected factories, and digital fleet management.
“IoT holds the potential to transform today’s siloed operations into a modern, interconnected, digital set of workflows with real-time visibility and responsiveness,” said Bhagat Nainani, group vice president, IoT Applications at Oracle. “Oracle continues to push the boundaries of IoT to help our customers significantly simplify their IoT deployments. By receiving real-time data streams enhanced with predictive insights, they can reach new levels of intelligence and a much quicker realization of ROI.”
The expansion follows the recent introduction of new Oracle IoT Cloud Applications for asset monitoring, connected workforce, fleet monitoring, and production monitoring. Also, in the past six months alone, Oracle has more than tripled its IoT application ecosystem of device and systems integration partners. Oracle IoT Cloud is offered both as software-as-a-service (SaaS) applications, as well as platform-as-a-service (PaaS) offerings, enabling a high degree of adaptability for even the most demanding implementations.
“Hitachi Consulting is constantly looking for industry leaders like Oracle to help clients and prospects harness the power of data and IoT to optimise operational and financial performance, outpace their competition and solve significant business problems,” said Garth Carter, vice president North America Sales, Hitachi Consulting. “Our longstanding, strategic relationship with Oracle delivers industrial IoT solutions to digitise the physical world for manufacturing, energy, and transportation. In particular, Hitachi is leveraging Oracle IoT Applications—asset monitoring and production monitoring—that are uniquely engineered to meet specific industry and functional needs. These applications have a depth of OT, IT and IoT functionality that no competitor can match.”
New capabilities introduced today include:
· Digital Twin for Supply Chain Management
Digital Twin is a digital representation of a physical asset or equipment that enhances traditional analytics approaches. The object model includes multi-faceted views into current, historical, and predictive data, as well as operational and behavioral dimensions of that asset. This enables remote users to not only monitor the health of that asset to prevent failures before they occur, but also to run simulations of “what-if” scenarios in the context of the business processes. With Digital Twin, organizations have a new operational paradigm to interact with the physical world, allowing lower operational and capital expenditures, minimizing downtime, and optimizing asset performance.
· Digital Thread for Supply Chain Management
Supply Chain practitioners have spent millions of dollars in implementing SCM and ERP systems, but most often, data is manually fed into these systems. Digital Thread is a connected business process framework that leverages IoT and creates a “system of systems” by connecting traditionally siloed elements in real-time throughout the digital supply chain. By providing an end-to-end view of an asset throughout the entire manufacturing lifecycle, Digital Thread seamlessly bridges the entire supply chain process—from product design and order fulfillment, to manufacturing and product life cycle management, to warehousing and transportation, to logistics and procurement.
· Artificial Intelligence and Machine Learning
Built-in AI and machine learning features are now fully integrated across Oracle’s IoT solutions portfolio. These technologies leverage machine data in the context of business data from applications, such as manufacturing, maintenance, service, and logistics. The built-in operational analytics help detect anomalies, predict equipment failures, and recommend the best course of action. They also provide the intelligence needed to evolve capabilities to increase effectiveness and experiences of applications.
· Industry Solutions Built on IoT Cloud Applications
Oracle IoT industry solutions help customers reimagine and innovate business solutions for the connected, intelligent, context-aware, digital enterprise. New solutions introduced today include:
o Digital Field Service: Showcases intelligent remote monitoring, failure prediction, over-the-air repair, and dynamic technician dispatch. The solution features IoT Asset Monitoring Cloud, CX Service Cloud, CX Engagement Cloud, and CX Field Service Cloud, plus the use of augmented reality (AR) for guided equipment repair.
o Smart Connected Factory: Demonstrates how incident detection, root cause analysis, and smart resolution are performed within minutes in a connected factory. The solution features IoT Production Monitoring Cloud, SCM Cloud and ERP Cloud, and the use of virtual reality (VR) to navigate the manufacturing floor. It can also be used for remote worker training.
o Digital Fleet Management: Showcases real-time shipment tracking, risk management, and logistics synchronization. The solution features IoT Fleet Management Cloud and Oracle Logistics Cloud.
Gadget goes to Hollywood
Gadget visited the Netflix studios last week. In the first of a series, ARTHUR GOLDSTUCK talks to CEO Reed Hastings.
Netflix CEO Reed Hastings is no stranger to Africa. He has travelled throughout South Africa, taught maths in Swaziland for two years with the Peace Corps, and visits close family in Maputo. As a result, he is keenly aware of the South African entertainment and connectivity landscape.
In an exclusive interview at the Netflix studios in Hollywood, Los Angeles, last week, he revealed that Netflix had no intentions of challenging MultiChoice’s dominance of live sports broadcasting on the continent.
“Other firms will do sport and news; we are trying to focus on movies and TV shows,” he said. “There are a lot of areas that are video that we are not doing: sports, news, video gaming, user-generated content. We don’t have live sport.
“We’re not replacing MultiChoice at all. Their subscriber growth is steady in South Africa. They serve a need that’s independent of the Internet, via low-price satellite. There is no intention of capturing that audience. If they’re growing, it’s because they serve a need.”
While Reed ruled out any collaboration with MultiChoice on its satellite delivery platform, despite its collaboration with another pay-TV service, Sky TV in the United Kingdom, he did not close the door. He stressed that Netflix saw itself as an Internet-based service, and would pursue the opportunities offered by evolving broadband in Africa.
“If you look in other markets like the USA, how Comcast carries us on set-top boxes with their other services, it could happen with MultiChoice, the same as with all the pay-TV providers.
“We’re really focused on being a service over the Internet and not over satellite. Our service doesn’t work on satellite. Where we work with Sky is on Internet-connected devices. We’re happy to work on Internet-connected devices. We tend to work on smart TVs, but need broadband Internet for that.
“Broadband is getting faster in Nigeria, Tanzania, Kenya and South Africa – we can see the positive trendlines – so it’s more likely we will work with broadband Internet companies.”
Hastings is a firm believer in the idea that one content provider’s success does not depend on pushing another down.
“HBO has grown at the same time as we have, so can see our success doesn’t determine their success. What matters is amazing content with which the world falls in love.”
Click here to read on about Hastings’ views on international expansion, and how the streaming service selects content for its platform.
Take these 5 steps to digital
By MARK WALKER, Associate Vice President for Sub-Saharan Africa at IDC Middle East, Africa and Turkey.
Digital transformation isn’t a buzz word because it sounds nice and looks good on the business CV. It is fundamental to long-term business success. IDC anticipates that 75% of enterprises will be on the path to digital transformation by 2027.
However, digital transformation is not a process that ticks a box and moves to the next item on the agenda – it is defined by the organisation’s shift towards a digitally empowered infrastructure and employee. It is an evolution across system, infrastructure, process, individual and leadership and should follow clear pathways to ensure sustainable success.
The nature of the enterprise has changed completely with the influence of digital, cloud and the Fourth Industrial Revolution (4IR), and success is reliant on strategic change.
There is a lot more ownership and transparency throughout the organisation and there is a responsibility that comes with that – employees want access to information, there has to be speed in knowledge, transactions and engagement. To ensure that the organisation evolves alongside digital and demand, it has to follow five very clear pathways to long-term, achievable success.
The first of these is to evaluate where the enterprise sits right now in terms of its digital journey. This will differ by organisation size and industry, as well as its reliance on technology. A smaller organisation that only needs a basic accounting function or the internet for email will have far different considerations to a small organisation that requires high-end technology to manage hedge funds or drive cloud solutions. The same comparisons apply to the enterprise-level organisation. The mining sector will have a completely different sub-set of technology requirements and infrastructure limitations to the retail or finance sectors.
Ultimately, every organisation, regardless of size or industry, is reliant on technology to grow or deliver customer service, but their digital transformation requirements are different. To ensure that investment into artificial intelligence (AI), machine learning, knowledge engines, automation and connectivity are accurately placed within the business and know exactly where the business is going.
The second step is to examine what the business wants to achieve. Again, the goals of the organisation over the long and short term will be entirely sector dependent, but it is essential that it examine what the competitive environment looks like and what influences customer expectations. This understanding will allow for the business to hone its digital requirements accordingly.
The third step is to match expectations to reality. You need to see how you can move your digital transformation strategy forward and what areas require prioritisation, what funding models will support your digital aspirations, and how this tie into what the market wants. Ultimately, every step of the process has to be prioritised to ensure
The fourth step is to look at the operational side of the process. This is as critical as any other aspect of the transformation strategy as it maps budget to skills to infrastructure in such a way as to ensure that any project delivers return on investment. Budget and funding are always top of mind when it comes to digital transformation – these are understandably key issues for the business. How will it benefit from the investment? How will it influence the customer experience? What impact will this have on the ongoing bottom line? These questions tie neatly into the fifth step in the process – the feedback loop.
This is often the forgotten step, but it is the most important. The feedback loop is critical to ensuring that the digital transformation process is achieving the right results, that the right metrics are in place, and that the needle is moving in the right direction. It is within this feedback loop that the organisation can consistently refine the process to ensure that it moves to each successive step with the right metrics in place.
There is also one final element that every organisation should have in place throughout its digital evolution. An element that many overlook – engagement. There must be a real desire to change, from the top of the organisation right down to the bottom, and an understanding of what it means to undertake this change and why it is essential. This is why this will be a key discussion at the 2019 IDC South Africa CIO Summit taking place in April this year. With this in place, the five steps to digital transformation will make sense and deliver the right results.