The risk of standing still: blink, and the

Jamie Hinton, CEO, Razor

The risk of standing still: blink, and the competition will pass you by

The enterprise that does not innovate ages and declines. And in a period of rapid change such as the present the decline will be fast.

PETER DRUCKER

The only thing we know about the future is that it will be different

PETER DRUCKER

Imagine your business 10 years from now

What technology were you using in 2009?

● Love film

● The world goes app mad

● Twitter goes mainstream

● Spotify drives streaming music boom

● Satellite navigation comes to the mobile phone

● Microsoft gets its mojo back

What do we have right now?

● Voice interfaces● Wireless everything● Activity and heart rate monitors on

many people● Autonomous delivery● Electric assisted driving cars challenging

each other at the Nurburgring● Audio sunglasses● Heated razor blades● Connected everything - including your

coffee cup!

Paint a picture in your head of what the future may hold

● What do you see?● What don’t you see?

The best way to predict the future is to create it.

PETER DRUCKER

Sustaining Innovations and Disruptive Innovations

Sustaining Innovations and Disruptive Innovations

A sustaining innovation is an incremental innovationthat enables or sustains an existing product. A disruptive innovation is an innovation that helps create a new market and value network, and eventually disrupts an existing market and value network (over a few years or decades), displacing an earlier technology.

Sustaining Innovations in Manufacturing

● IoT

● AR & VR

● BI & MI Tools

● Machine Learning

○ Designing products

○ Maintenance

○ Machining

○ Inspection

● Robotics

● Co-Bots

● Green Supply Chains

● Green Supply Chains

● 3D Printing

● Digital Twin

● Sustainable Manufacturing

● Additive Manufacturing

● Automation

● Digitised offices and self serve

What happens ifyou do nothing?

Take the risk and do nothing?

“A significant portion of new sales growth for industrial equipment manufacturers will come from connected equipment with sensors, actuators, and analytical insights that can exchange critical data with other machines and computer networks.”*

* Source - strategy&, PwC, Industrial Manufacturing Trends 2018-19

Take the risk and do nothing?

“Data shows that across all industries, companies that earmark money for R&D spending on software earlierthan their competitors enjoy greater revenue gains.”**

** Source - 2016 Global Innovation 1000 Study, Strategy & analysis

What can we do?

Do it all yourself and create a digital savvy workplace?

Start attracting talent now. Invest in education and training.

Remake the workplace culture.

Buy in expensive technology made for everyone?

Generic & sort of fits. It’s sustaining but we are keeping up.

I still have no idea what to do, but it looks good.

Something else?

Introducing the Razor sprint

Introducing the Razor sprint

The Razor Sprint is designed for people, who believe that technology can enhance their business.

We will focus on people who want to make a change and take action, rather than just think and talk about it or watch others do it from the sidelines.

We promise that engaging with what we do, will help you gain clarity on what is possible and make progress, faster.

Phase 1: Understand

Draw me a house with three windows.

Phase 1: Understand

Key questions;

● What are the business strategies, principles, challenges and objectives?● Who are the users?● What are these users currently doing?● What are the problems?● What can we measure and what information do we currently have?

Activities & outputs;

● Spend time observing how things are done and conduct contextual enquiries. Do this without drawing specific attention if possible.● Document the current process using tools such as User Story Mapping and Value Stream Mapping and challenge each step.● Frame the problems that need to be solved. Define success criteria and measurements.

Common Pitfalls

We know our customers and internal staff.

What we are doing is currently the best way with biases in full play.

This isn’t technically possible.

Phase 2: Explore, Refine & Plan

Phase 2: Explore, Refine & Plan

Key questions;

● What technology, new and old would be relevant to solve these problems? Discuss how others have deployed this technology and question how technology may be used in this case? Can technologies be combined to solve this problem?

● How will users interact and engage with the technology? Where are the potential challenges for adoption? Where similar technologies have been implemented, what have others found to be problematic?

● Who is affected by the problem and involve them, to help design the new world and mould the technology around them?

Activities & outputs;

● Brainstorm what the new solutions could look like and challenge the status quo.● Sketch any interfaces and journeys.● If the problem is a data related one, clearly articulate the questions that need to be answered, so that a definition of what data is needed

can be defined.

Common Pitfalls

It’s easy to make something more complex

- it’s hard to create simplicity.

Assumptions about data, services and systems.

Shortcutting the planning stage and getting stuck in early.

Selecting what to do

- you have to be careful about what you are saying yes to.

Phase 3: Build a Prototype

Phase 3: Build a Prototype

Key questions;

● Is the team clear on what needs to be created based on the outputs from phase 2?● Does each team member know what their role is?● If phase 2 has been completed appropriately, then these questions should be answered.

Activities & outputs;The team create something tangible based on all of the direction from the previous phases. There may be a number of technical deviations

and discoveries that help arrive at the destination. An agile approach to development is taken, where tasks are timeboxed to ensure that something is delivered, as quickly as possible.

The end result will be a minimal viable prototype. It may be a simple interface to a machine learning model or a console app that processes data. Whatever it is, it will be focused on solving the problem defined. The key here is focus. Solving that one small thing that might make a huge difference and start a revolution.

Common Pitfalls

Trying to do too much - don’t eat a melon!

Phase 4: Validate

Phase 4: Validate

Key questions;

● Does the minimal viable prototype solve the original problem?● How did the prototype stack up against its success criteria?● Will the prototype scale?● What would be needed to enhance the quality of the prototype?● What challenges would there be to integrating this into the current processes?● What would be changed if the planning and build phases could be started again?● What are the key learnings from the prototype?

Activities & outputs;

● Define assumptions to test.● Share with the wider team and specifically the people who have first hand experience of the problem area.● Capture results and report back.● Run next to existing day to day activities, if relevant and possible.● Define clear next steps, to take the prototype onto the next stage.

Common Pitfalls

The adversity to accepting that something didn’t work

A mismatch of expectations

Let’s see this in action...

Highly sensitive

Creating a whole new opportunity with Computer Vision

Automating processes & Integration

Data integration & Extraction

ML in Asset Management & Preventative Maintenance

Spotting trends in data

When Razor’s MD rings me and says, “We thought we could do it 20 times quicker but have worked out a way to process it 4,000 times quicker” that’s when you know you have partnered with the right guys.

Ben Morgan, Head of the Integrated Manufacturing Group/Factory 2050

I can confirm we’ve been really happy with the support that we’ve had from the Razor team and the product that you have delivered will allow a step change in our capability. This is the first time we have taken this collaborative approach and the combination of the AMRC and Razor together seems to have worked really well.

XX from YY :)

How do we do it?

It’s now your turn to take action.

There is no such thing as certainty until something is done,

It is only impossible until someone goes and does it,

Do something, move forward, learn and be the creators of the future!

Thank you

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