Industrial Transformation Blog

Last April, we wrote about the market twists and turns in the dynamic cybersecurity software market and the challenges and barriers to progress. More recently, we published an M&A update that noted the acquisition of PAS Global by Hexagon AB. Recent conversations with end-users, cyber-software, and automation vendors have highlighted the importance of not just the software but of the associated set of services so vital to implementing and maintaining cyber protection. This raised the question of the best way for most end-users to approach this, get the right help, and bridge the cyber gap between IT and OT. The answer is less a technical discussion than it is about strategy, standards, policies and procedures, and partnering services.

In the world of enterprise business software, a billion-dollar-plus investment is not unusual and perhaps even ordinary. But in the Environment, Health and Safety (EHS) and Sustainability software space, a deal of that size is a watershed event. The recently announced acquisition of Sphera by Blackstone constitutes such an event. It also speeds the transition of the EHS and Sustainability (EHSS) software category to being subsumed under the nascent Environment, Social and Governance (ESG) banner.

In a recent blog post, our fearless leader, President and Principal Analyst Matthew Littlefield, noted that, “Although no one can argue with the technological innovation and productivity gains that lighthouse plants demonstrate, our data shows that including lighthouse plants as part of your Industrial Transformation (IX) program does not correlate to success.”  This post builds on that earlier post and drills into when lighthouse strategies can be effective and what is an alternative strategy more correlated to success.

Four recent M&A announcements have prompted us to catch up on our view of where the industry is heading and follow up on our earlier predictions for 2021. They are:

The way most industrial organizations manage risks in their operations is akin to driving a car forward while looking in the rearview mirror. This approach is useful for understanding what’s already happened but is of limited value in seeing what’s ahead and taking preventive action accordingly. The essential solution is to shift from a posture of risk hindsight to one of foresight and the ability to predict and prevent adverse events rather than respond after the fact.

We all know the reality of discrete and batch manufacturers. If you walk into virtually any manufacturing plant, you will find literally hundreds of manufacturing computing applications being utilized. A few of those applications, ERP most prominently, are generally supported by the corporate IT staff. A wider number of those applications, automation and MES, are typically supported by operations itself via the OT team or the “shadow IT” team (the manufacturing engineers, etc., that are providing day-to-day support to these systems). The vast majority of applications are custom – often built in Excel, Access, or Java – and are not well-supported and virtually impossible to deploy across sites. And, the picture gets worse: despite all these applications, operational personnel are still looking for more technology to help reduce manufacturing costs and improve quality.

In our December 2020 blog on AWS℠ Industrial, we noted that AWS and the other hyperscalers have always had the ambition to move up the value proposition and delivery stack. The hyperscaler’s objective is simple: to maximize the volume of dollars and services running through their platform. And, they incent their partners and their own salespeople to do so. They aim to win no matter which route one takes, directly through them or via their partners. We said that all roads lead to Rome.

Part of the fallout from the COVID-19 pandemic has been a resurgence of the Environment, Health and Safety (EHS) business function. Anyone paying attention has seen that the management (or mismanagement) of EHS-related operational risks can directly impact business continuity, for better or worse. Now more than ever, license to operate, let alone profitable operations, depend on effective management of safety, health, and environmental risks.   

LNS Research first introduced the term Industrial Transformation (IX) in our research on Industrial Transformation Readiness in 2018. We chose the moniker to specifically distinguish from the existing Digital Transformation term as we see IX as an important but distinct subset of the broader Digital Transformation umbrella. Our definition of Industrial Transformation states that IX is a proactive and coordinated approach in leveraging digital technologies to create step-change improvement in industrial operations.

LNS Research has long followed the open and interoperable systems movement, first in IT components and systems and now in automation systems through the initiatives of the International User Association of Automation Technology in Process Industries (NAMUR) and the Open Process Automation Forum (OPAF), of which LNS Research is an Open Group member. Both organizations have proposed standards that leverage existing standards to speed and ease adoption. The purpose of this blog is not to argue the pros and cons of the initiatives whose two groups, by the way, cooperate. Rather, we posit that: