This meetup brought together the business geeks, designers, city council staff, interested citizens and local developers for an open discussion on the barriers they face when bringing IoT products to market.
Tom Collins, @snillocmot, and Gabriele Bozzi, @gabrielebozzi, shared validated insights from personal experience on how to prototype every aspect of an IoT product including the business model and UI, not just the technology.
Tom shared his experience, best practices and works from AllThingsTalk, on how to go from radical idea to validated proposition, and onwards to building viable connected products.
He started by looking back to where IoT appeared at first in the Gartner Hype Cycle and how it was surrounded by adjacent trends like Big Data and AI. In 2015 it is still at peak, so it has a longway to go still.
This may have prompted McKInsey to drop its analytic model in terms of horizontals and verticals and move to settings as explanatory categories in consultancy to large corporations.
According to Tom, this move to ‘settings’ show that IoT is no longer a USP. It is just about services and products. The connectivity becomes the default. He advises to only tell your customers one story at a time and look at the settings for later revenue, make sure you don’t sell it all on your first ‘date’. Keep the complexity hidden at first.
Gabriele brought the "Incumbent perspective" of bringing a product to market together with a startup. This process is complex and difficult for both. Being an innovation architect in an enabling company means federating all efforts to first customers but when these first customers turn out to be developers building a win win ecosystem with them takes time, effort and offering more then just financial gain.
At Proximus the model has been chosen to act as if you are a startup ( still within the enterprise system), and behaving like one. It is the only way to treat treat technology as a product, as a MVP - then to evolve as a platform enabling an eco-system of partners or developers.
As such there are two main goals in the process; a market goal: create a portfolio of vertical business that can be combined to make even more value (can air quality be an indicator in selling your house?) and a transformation goal: the ways of working in the innovation cycle should become the default of the enterprise mothership.
See their prresentations.