CTO Straight Talk - Issue 3 - 33

CTO STRAIGHT TALK | ISSUE 3

the individuals they serve with a type of
personalization that was unimaginable
before the advent of digitalization and
mobile connection.
For example, Schneider Electric has
developed ways to make energy
management, light settings, and interior
climate adapt to the requirements of
the occupants of a building without
constant manual adjustments. Instead
of entering settings on each light switch
or vent, a person can control the interior
environment either through devices in
the building or remotely, via apps on
a smartphone. Plus, these systems are
built with self-learning tools that note
the movements of occupants and adjust
the settings accordingly. That's a winwin scenario with minimized energy
consumption for maximized comfort.
Schneider partners with its business
customers to provide the type of
environment that most perfectly meets
the energy, lighting, and heating needs
of the occupants. In the case of the
company's partnership with Hilton, for
example, the goal is to allow hotel guests
to have the temperature and lighting
they prefer in their rooms. That makes
it possible for the hotel to surprise and
delight their guests, who find their room
environments set just the way they
want them.
Another example of how digitalization
enables a focus on customer outcomes
is the use of IoT-based solutions by utility
companies. Leveraging the consumption
data gathered from smart meters, the
utilities can offer their customers
recommendations for ways to save on
their energy bills, taking into consideration
their specific needs and environment.
Technology is ushering in a truly
personalized future.

T

ECHNOLOGY ANTICIPATION AND
INVESTMENT HORIZONS

Realizing the potential of new
technologies and capitalizing
on new insights into customers' desired
outcomes takes a lot of work and planning.
The core of our approach was what we
call "technology anticipation." We tracked
emerging technologies that we felt would
be important for us in the future. Every
year, we put together an internal report on
these technologies in order to educate the
company's technology and engineering
leaders and help them keep up with the
latest potentially disruptive technologies
out there. Technology anticipation also
helps company leaders make better
decisions about how much investment to
allocate into different areas of R&D.
Schneider has three categories for
investment in innovation. "Horizon One"
refers to investment in the core, the same
type of products and solutions already
offered. "Horizon Two" investment explores
ways of leveraging existing offerings
into an adjacent space. "Horizon Three"
investments involve an anticipated
movement into new markets, new offers,
and new products. This latter category
is the one associated with disruptive or
game-changing breakthroughs. Following
best practices for investment allocation,
70% of resources are allocated to Horizon
One development, 20% to Horizon Two,
and 10% to Horizon Three.
But there's more to planning than
categorizing. It is also important to make
efficient use of the people in R&D. That's
why the company leverages platforms to
optimize results and increase efficiency
among the R&D team members.
In a large company like Schneider, there
are literally thousands of projects going
on simultaneously, in a number of R&D

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CTO Straight Talk - Issue 3

Table of Contents for the Digital Edition of CTO Straight Talk - Issue 3

Contents
CTO Straight Talk - Issue 3 - Cover1
CTO Straight Talk - Issue 3 - Cover2
CTO Straight Talk - Issue 3 - 1
CTO Straight Talk - Issue 3 - Contents
CTO Straight Talk - Issue 3 - 3
CTO Straight Talk - Issue 3 - 4
CTO Straight Talk - Issue 3 - 5
CTO Straight Talk - Issue 3 - 6
CTO Straight Talk - Issue 3 - 7
CTO Straight Talk - Issue 3 - 8
CTO Straight Talk - Issue 3 - 9
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CTO Straight Talk - Issue 3 - Cover4
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https://magazine.straighttalkonline.com/cto/issue3
https://magazine.straighttalkonline.com/cto/issue2
https://magazine.straighttalkonline.com/cto/issue1
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