Tag Archives: product management

Life and death in the internet of everything…

Time progression of hype cycle for IoT/IoE

The Internet of Things (IoT) or Internet of everything, hereafter IoE, is an incredibly hyped phenomenon at present viz IoT/IoE at the peak of the hype cycle. Source: Gartner 2014, 2015.

Nevertheless, within the massively wide scope of IoE, there have been clear opportunities within selected verticals. Businesses have been deploying IoE like solutions to optimise their process and realise significant cost savings. The example I like best is “Enevo”, a Finnish company involved in waste management, often described as the “internet of shit”, which has helped waste collection companies save huge costs, circa 40% by optimising the frequency and routing of collections.

There are a wide range of industry sectors looking at IoE, but can we say that the offers and solutions really belong to the same stable, or are they so custom they should be viewed within their own silo? Right now, this situation reminds me somewhat of the “bowling alley phase” from Michael Moore’s book, “Inside the tornado” (successor book to “Crossing the chasm”). In this phase, solutions are highly customised around individual businesses’ needs and there is not a vanilla platform offer suitable for all. Happy to hear other opinions on this.

Switching tack to the consumer product angle, what potential product categories do we see where people are going to pay out for an IoE augmented experience? It is happening here:

Of course there is then the catch all of the “closed loop” internet experience, embedded into  part of an existing product category/product experience:

  • Providing a basic service e.g. music/video/other digital goods delivery & consumption
  • Providing feedback to the vendor or service provider of the product usage patterns and product maintenance/wear and tear e.g. Aviva drive car driving style, General motors Onstar

From a technical architecture point of view, when you consider the IoE across most of the categories, you are left with some common elements:

  • A sensor for gathering data. Most often wireless for convenience & background operation.
  • An aggregation point to bring together different sensor data streams and send to the internet. This could be a mobile phone or a home automation control hub.
  • A Cloud platform for the capture, processing and provision of service for the system e.g. visualisation of data, providing recommendations, remote activation/update etc.

To this end, at All about the Product, we have decided to take a look at a few contemporary solutions for elements of the system, to build a solution and then get a sense of the different strengths of the various options  for the system elements.

We will be posting more information about our IoE product and voyage in the coming weeks.

Segmenting the IoT Market, autonomous versus powered

Consumer versus business IoT deployments

In a previous blog, we looked at the one of the issues of using off the shelf modules for IoT endpoints. The linked commercial question is what is the volume and value of the opportunities for autonomous (battery) versus powered IoT endpoints?

Hypothesis

Given that there are going to be over 1 billion new mobile phones coming to market every year and that the majority of these will support BT smart (BT LE etc.), it is a reasonable bet that there will be a healthy market for autonomous IoT devices that are capable of interacting with these phones. The autonomous endpoints are battery powered and using the lowest energy connectivity possible. This is the IoT mobile driven market assumption.

What wisdom exists on the internet?

There are a wealth of IoT market papers and surveys out on the web and I am going to sample a couple of them, to try and make sense of the question above. Good source for different studies and forecasts:

http://www.postscapes.com/internet-of-things-market-size/

Whilst acknowledging there are discrepancies between them, what do these reports tell us?

  • The volume of connected devices will be about 20-30 Billion by the end of 2020 which is a growth rate of 20-25%.
  • Most of the “value” created, with varying definitions of economic value add, will be in the business sector (2/3) as opposed to the consumer sector (1/3).
  • However, most of the end-point deployments (2/3) are in the consumer segment i.e. 13.3-20Bn and the rest in business, 6.7-10Bn.
  • The investment in device/software/integration will be a small chunk of the overall economic value created (~10%).
  • Only 10% of devices will be connected over cellular, 90% non-cellular
  • Average cost for a consumer endpoint is $100 and this is flat to 2020; By contrast the business average is $400 falling to $250-300 by 2020.
    • Likely to be considerable variation as some end points are already <£10
  • Opinions differ on the share of the device vs. system cost and reflect perhaps different expectations in business environments compared to consumer and scenarios where different systems are becoming interconnected.

Guesswork.. and plenty of assumptions

If we are interested in device based business cases then the volume is in the consumer segment. Within *consumer there can be home, personal transport and personal technology.

  • Home: home hub, lighting, remote thermostats, remote controls, radiator valves, RC sockets, fire/smoke detectors, movement detectors, video surveillance, energy usage monitoring, humidity sensors, smart bed etc.
  • Transport: car/motorbike charge point, bicycle light charging
  • Personal technology: PC, tablets, game console, game controllers, smart phones, smart watches, smart clothing (generic), smart health (BP/glucose monitoring) etc.

Next, some guesswork and assumptions…

Environment

Consumer segment share

Autonomous share in segment

Home

50%

35%

Transport

10%

5%

Personal

40%

80%

In the assumptions in the table above, “autonomous” refers to devices which are designed to operate from battery over the main course of their operation/use cases. This can refer to low interaction devices e.g. humidity sensor, temp monitor/controller as well as high rate ones e.g. a game controller.

Plugging this table of our assumptions on top of the forecasts and assumptions of others, we have 50% share for autonomous IoT devices in the consumer segment i.e. 6-7Bn devices in 2020 and value at $6-700Bn.

Conclusion: autonomous IoT devices look attractive enough to consider.

*I note that some reports consider devices with a “human data input” interface not to be part of IoT, but part of general internet evolution i.e. PCs, tablets and the primary usage mode of smartphones.

In many ways, I like this definition, but given the fast pace of technology evolution it seems too binary to be sustained. For example, consider a simple autonomous sensor but with a button to enable voice interaction. I believe that the voice interface will have a hugely disruptive impact on the design of and our perception of the capabilities of simple autonomous sensing devices.

Here is the link to Amazon’s Alexa offering which is available to be integrated into 3rd party devices, offering natural language parsing and the possibility to define a custom set of actions (skills kit) according to the spoken phrase. Talking toothbrush anyone?

When does Product Portfolio Management become relevant for a growing company?

In the start-up phase a new business typically searches for the one product which can initiate some business momentum. Allied to this, following lean start-up methodologies, the product is often limited to a ‘minimum viable product’ and little attention is paid to further products or the evolution of that product into something more complete.
As the business moves into a phase of growth, the initial product becomes more complete and further products may be added to the firm’s line-up – typically products are managed in the same way as in the start-up phase. It is in this period that some Product Portfolio Management discipline can become crucial to maximising the prospects of the business.
However the traditional form of Product Portfolio Management is seen as a process for big companies with lots of activities to keep relatively remote senior management in control. So the question is how can a business benefit from Product Portfolio Management without incurring the overhead of doing so?
In a sense the question returns to one which is very familiar to a start-up: what is the minimum viable method of Product Portfolio Management?

Critical Aspects

Essentially Portfolio Management is about optimising the overall solution rather than focussing totally on the atomic constituents. What this means that any minimum portfolio management method must:
• Consider the business opportunity as a whole and so develop holistic objectives/prioritisation.
• Identify conflicts on resources between products/projects and arbitrate on them.
If these two aspects are addressed then portfolio management is already up and running!
As the business develops and grows further aspects of Portfolio Management can be added such as linkage to formal strategy, defined communications policies, standardised reporting and planned reviews.

A roadmap for Product Portfolio Management

It is recommended that any growing company should implement the minimum viable Product Portfolio Management Solution, anything less does not represent a step forward compared to managing products individually. An example template of this is Portgenie-MVP from All about the Product Ltd.
The first step of Portfolio Management(MVP) is enough to manage the portfolio operationally with consolidated plans and roadmaps without a dedicated Portfolio office, without a significant documentation, reporting burden or process load.
Elements of Product Portfolio Management can be added to the MVP state as needed by the particular business; if the company is operating over several sites then communications may be next key element to add or if strategy is changing then a formal strategic link could be added.
In essence this way of considering Product Portfolio Management makes it modular built onto a minimum core.

Minimum Core

  • Statement of business priorities
  • Roadmap of product plan
  • Resourcing plan of the roadmap
  • Decision making and conflict resolution

Modular add-ons

  • Internal/external communications policies
  • Regularised reporting rules and formats
  • Portfolio planning projects on a annual/six month cycle
  • Formal steering and followup processes
  • Linkage to strategic planning processes
  • Defined linkage to go to market projects.