Tsipras: Managerial Retreat - Lessons from Greece

When a Leader  is pushed in to a corner and has nothing but the wall to turn to: 
a) He takes the battle to his people. He works on the principle of apparent transparency in decision making. However, it actually is that he is on a blind alley. then the leader recalls that 'My enemy's enemy is my friend. ' . 
b) He creates a scenario of distress and darkened future. Of denunciation of an old ally by richer erstwhile allies. 
b) Denounce the opponent in vehement terms :(Tsipras suggested 'blackmail' by lenders)
c) Declaims a higher responsibility: ("Our responsibility is for the future of our country.")
d) He evokes wrong deeds inflicted on his people and seeks retribution for it.( "humiliation of the entire Greek people".)

Tsipras seems to be using symbolic messaging to stir up his people to emotionally delinking from Europe. He is suggesting that they have nothing to lose but their austerity chains. He has turned it into a haves vs have-nots fight.


Without any risk or responsibility

Are you frozen in the past?

“ Study the past if you would define the future,” said Confucius.

What if you are obsessed with the past?

Managers  are sometimes frozen in the past.  A significant number of managers, (and brands too )  are  seen  to stagnate  in the past achievements. They presume that they can continue to hold on to market shares by  capitalizing on their past achievements, ignoring  the future. Business then is  at the peril of losing business. An ambitious, innovative competitor will gnaw in to your market share through his adaptation to customer needs.

Examples: IBM made a mistake by not buying operating software from Microsoft. It happened to the managers of Hindustan Motors in India whose Ambassador cars were on the roads of India since 1948. These cars ruled the roads till the 1980s. Then came the Suzuki raiders. They just knocked these cars off the roads and  took away a massive share of the wallet. Hindustan Motors' managers kept on refusing to read the writing on the wall, harping on nonexistent nostalgia. Like Penguins, they walked slowly. Typically , they might want to innovate but then like penguins,  in close proximity they become nervous. India's affluent were then seeking international brands. Hindustan Motors lost out on a lack of agility. 

So strategic nimbleness is the key in a dynamic world. The inability to respond to the market pushes companies in to irrelevance if not oblivion.

Innovate. Do not let your company be a collector's item.  Companies and individuals need to seize the moment. 

 (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo- 6 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Rogue Elephant (RE)

Managers who have lost out in the organizational battle (say for example promotions) are the mirror image of a rogue elephant. They consider themselves as thrown out of the herd. They wallow in self pity, are desolate and lonely. They are depressed with disgusting feelings about office matters and people and are irrational in approach owing to what they feel is a trauma. 

They feel they have lost positions to upstarts and young professionals-'yuppies'. They attack the organization in a hundred ways. Some of these desperate managers tear or blitz through offices and could be termed as 'tornado managers.' In their eternal destructive wisdom, they run through the office as wreckers.  They trample on,  remorseless,  on others or on documents, but are pretentiously oblivious of this. They are often tranquillized by the organization through darts of sops. These quell temporarily. They may eventually leave the organizations, well aware that they are on to exit but prior to that they leave a trail of destruction. They are not so loyal to the organization. 

Keep out of his way. Keep your programme contents away from him or he could mess it up. In case he attempts to attack you, go around  in circles if you really must take him on. He takes quite a bit of time to turn around. Escape in the time frame of his moves! An exit is a good strategy so that some ranger could tranquillize him. 

White Elephant (WE)

Best described as public relations officers, these managers are ornamental pieces who are maintained by someone in the hierarchy. They are kept on for being polished  to the outside world but contribute very little internally. Organizations carry disguised unemployed with some guilt.  Some of them are influential. They sit through pompously without contribution. Yet they are in demand for ceremonial duties.

Keep them smiling! They love good food and give them that 



  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo -5 Managers in the Days of Internet of Things

The Lion Manager (LM)

Young technocrats may have to work with a number of different types of managers - some supportive, some obsolete. This author tries, in this series,  to portray these   managers in these days of  the digital manager. 

These managers are regal and highly distinctive managers. They are  well groomed and carry themselves with dignity. They are majestic. They carry on their appearances with a flair and a fashion. They stay aloof from others. They are a cut above the others. Treated by subordinates with awe, they do not indulge in small talk. They do not need to play politics. They command respect. They work smarter, activity being interspersed with logical think time. They are strategists. They like tigers,  have a 'pride area' of operations and no other department can interfere in their jurisdiction. They are autonomous managers.  Lion Managers  often expect personal loyalty from among the subordinates. 

Lions like to design effective strategy, policies, plans, standards, processes, tools, and techniques. They take logical decisions on when, and how  to source to external providers. They monitor and align the processes, tools, and techniques. They create value in deliverables. They stress on evidence- data analysis and IT/technology architecture . Under their guidance , there is an effective cycle of information within the organization.

However, these majestic lions  have  unbelievable flaws as they are scavengers; they might eat the kill of others. ( my idol has feet of clay!!!). They might misuse power quietly to their advantage. None dares question the lord of the land. Managers,  are intensely sensitive when it comes to themselves.

(Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo- 4 - Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers - some supportive, some obsolete. This author tries, in this series,  to portray these   managers in these days of  the digital manager. 

Tigers (TM)

Tiger managers have confident notions of themselves. They set themselves on a higher cliff and look down on others- most often 'the prey'.  Leading largely successful but  solitary lives, except for requirements of official communion, these managers are cooped up in offices behind mahogany  type desks in style.

They have their fiefdoms and territorial ranges earmarked. They will combat anyone who enters their fiefdom. They hold on to their principles. Interdepartmental or inter jurisdictional boundaries are drawn up; any encroachment (perceived defence threat)  is guarded against with utmost alacrity.

They are in command and is wary of intrusion. During  presentations, they prance up and down, they snarl and pounce on opponents but with intelligent thought. The TM  manager authentically and assertively,  (roars emphatically triumphant and a lesson for all) finishes off his opponent. This type of a manager permits his cronies (his followers, his disciples) to share his booty. He expects huge bonuses  and gives his department staff good increments too. This type scowls when annoyed, bares their fangs, and  moans when tensed up. They cannot let their anxiety be known to the outside world. They are loners, quietly assertive for themselves. 

What would Tiger Managers like young professionals  to do?

o   Keep positive attitudes

o   Train (business and technical); groom with authenticity

o   Ensure tooling (computers, workstations, etc.)

o   Let others participate in management decisions until it affects them.

o   Seek value in service.

o   Trust colleagues.

o   Respect colleagues

o   Be security conscious.

o   Data privacy assuring.

o   Permits you to be  on flex time as he is result driven

o   Insist on  accountability where possible

o   Lead through example.

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo- 3 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Animal 3 : The Jackal 

The Great Pretender (GP) -  the Pretentious Manger:  The Jackal

He has no illusions. He knows he does not know. He is  totally aware of his limitations. Originally from a great lineage of opportunism, he belongs to an ilk of predators, preying on subordinates while currying favors with superiors. He has to cover up his ignorance. 

This type  is careful not to antagonize anybody in power. He normally tags himself to one big boss. On the sly, he lets it be known or rather, proudly exhibits,  that his boss has failings. Any problems, he whispers (whines) are to be blamed on these failings. In today's context,  professionalism is often substituted by envy. 

It  may be true that he may have been a good student during his youth. He is possibly into difficulties in more recent times as he has not up dated. He seeks accelerated career progression commensurate with his brilliant past not the decadent present. He therefore feels that he needs to be showing off his intensity for the systems and procedures. He is keen to ensure that his systems approach is acknowledged as good if not great. Fact of the matter is, he really does not care for either.  The Internet of Things is another farce for him. But he quotes Sundar Pitchai. 

He excels in pretending to the contrary and indulges in theatrics just to protect his ignorant flanks. He likes to lord over; always attempting to imitate  the boss,  who to him,  is lion. 

You,  as a young professional,  see through him but you can be either helpless or be indifferent, given the organizational context. In desperation, you may have to reluctantly watch this type's howls, barks, growls, whines and cackles; but remember-  none of these make a roar! The jackal manager knows a little about technology and pretends he knows quite a bit. 

A jackal cannot be a lion. So let him be.

From the Managerial Zoo- 2 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 


Animal 2- 

The 'Most Knowledgeable' (MK)  Manager- the Hyena.

Leadership in technology companies is different from other companies. The base of the technology is a techno structure. It needs high level managerial skills to keep this highly qualified flock together. Many managers fail to manage. They 'just boss over'.

The MK manager, the hyena,  believes he is a know all - a 'walking encyclopaedia'. Considers it his right that others admire him. No one within the organization, he believes, can match him in his knowledge or in his sophistication. He is of the firm belief  that he has done great work by the company; long tireless years of exertion. He has seen it all: from the tech bubble to the great recession. He claims he has studied the impact of Internet and web based services. He claims to be the chief contributor to the e commerce strategy of the organization.  Internally, he feels that he is somewhat of an unrecognised talent. He seethes internally. He does not care that cannot foster or retain talent.

Though inwardly, he has contempt for his  superior or peer (forget a subordinate),  MK shrinks at the sound or sight of his boss. If the boss calls, he grabs the telephone in a hurry. If the boss expects him to be on a Google talk at an appointed hour, he is around most day and even evenings  just to show his deferential obedience. His sole intent is to keep his position intact and earn as much money,  by means fair or otherwise,  as he can. He is discreetly ambitious; knows he has frailties but to overcome these he is arrogant to those lower in the hierarchy. He laughs at subordinates as if they were unworthy human beings; treats them even as slaves or as doormats. He seems a colonial master who strongly believes imperialism produces results. 

The hyena accelerates 'official killing'  of any targeted employee so that he can share the kill with the scavenging boss. The latter uses him effectively to obtain information or to hunt people whom he (the boss) is loathe to carry along. The boss lets hyena kill so that he can enjoy the kill. The boss knows the hyena delivers. So he lets him be.

Tactics to beat away the hyena:

Do not just communicate,  make sense of organizations through effective communication. (including prolonged silence to the hyena's laughter)   

Keep on focusing on customer needs. The companythen needs you then more than the hyena.

Hunt on the basis of data; the hyena cannot match you there- he goes by instinct.

Think to a pattern. 

Work to a pattern.

Tread not on the hyena. He might have the support of the big boss.

Concentrate on the team  effort. Remember 3 dogs may beat a hyena.  IT is a collaborative platform.

Develop interpersonal skills to match the hyena's laughter.  

Show depth in knowledge; the MK hyena then knows he cannot trifle with you.

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

From the Managerial Zoo-1 - Obsolete Managers in Days of Internet of Things

Young technocrats may have to work with a number of different types of managers who seem redundant in these days of technology driven professionalism. This author tries, in this series,  to portray these  difficult  managers who do not fit in with the youngster's perspective of the digital manager. 

Animal 1: The Porcupine-Dog Cross (PDC) Manager

What happens when you work with a barking, bully manager? He is not so knowledgeable on technology, yet claims he is (MK- most knowledgeable). He has delusions about himself. 

He uses vulgar, hurtful language unbecoming of your expectation of a senior. In his stentorian tone, he lets the world know of his ' virtual, logical' knowledge. He unabashedly states that he is the repertoire of accumulated wisdom. 

Communication  from him , whether it be on the mobile or on Google talk, is  a series of lacerating jabs- . He avoids face to face meetings and takes no explanation. With prickly quills, he tramples on your ego, and your self respect. He dances on your organizational opes in a destructive disregard of your knowledge or of your effort. He bruises you to such an extent that you are rendered   incoherent even as you attend to his phone call.  The bully manager has the temerity to terrorize you through organizational hurt. At heights of his victorious  spear hurling exercises, he lets you know that  'you are good for a golden handshake' but he reiterates that he compassionately does not fire you in these days of recession. He challenges your professional etiquette to the hilt. 

To add to your  commiseration, he sometimes goes public with the brutality of his arrogance. The bully manager is convinced that he is smart. It could well be that he really might be an expert at some relevant area,  which for you is  difficult. .He marks email copies to other colleagues to show them he has cut you to size. Some in the organization applaud him - some loud with envy at your professionalism, others whimpering in whispers. seeking to curry favour with the powerful boss  You  hear all; these negative sounds hurt you even more.  Many of his minions who are self seekers in the office flatter him; (them hangers on) some of your peers look up to him  as a demi-god. That is because he  wields power. 

Think for a moment: he intimidates   because you are   a soft guy who lets him so do. He treats you as 'an exemplary weakling' with whom he can get away. It is possible that you are so subsumed by him that your personality goes in to a shell. You, with a hundred thousand wounds, un-detachable quills on your psyche  are a grievously hurt person. Do not be so upset: remember you are technologically proficient. If you are not, gather your wits and enroll yourself for a higher learning programme on line. It is degrading to be tormented.The bristles hurt all over but be wise to bide your time. It is a great risk to go out into a technologically rapid world where there are not enough jobs. So plan and execute. 

  (Excerpts from the author's manuscript on the IoT Manager. Copyright vests with  the author) 

Skills for the Internet of Things Manager

Current Manager's  Skills	The IoT Manager's Skills
Critical Thinking	Analytic, data driven, mechatronic thinking
Communication	Communicating across Disciplines, Processes and with Machines
Creativity	Collaborative, computational Creativity.
Problem Solving	Problem Sensor
Collaborative	Interdisciplinary Integrative
Leadership	Social Sensitivity
Work Cultural	Cross Cultural ; Clinical
Entrepreneurial	Group Entrepreneurial
Presentation	Social Sensitivity
Planning	Simulation
Human resources	People and Processes (Of Men and Machines)

 Copyright vests with the author. He can be contacted at jaynayar@gmail.com 

Do bankers remain eternally money motivated?

Does Money alone Matter?

1. Dictionary.com says  that contentment is a the state of being contented (it is about) satisfaction; ease of mind. Wikipedia says that contentment is the acknowledgement and satisfaction of reaching  capacity.

Contentment emanates from people, objects and situations in the world. Contentment is a state where the mind does not want anything else from the world. This state appears ephemeral;  contentment seems to be triggered by something that is temporary and finite at least in the case of bankers.  

So people who served with fairly good pay packets and are policy makers retire. At retirement they appear contented with their long and arduous jobs. They leave desks happy: until the next tempting offer from a private finance company / hedge fund / bank comes.

Senior  retirees who joined or are likely to join big investment firms ostensibly for  attractive monetary compensation reportedly confirm that contentment is only over the short term. (Alan Greenspan- Paulson & Company, PIMCO and Deutsche Bank; Paul Volcker-Wolfensohn & Co.; Jeremy Stein- BlueMountain Capital; Timothy Geithner, - Warburg Pincus; Ben Bernanke  -Citadel?.)

2. Instances where there bankers have  let the customers and regulators down :

Case 1) London Inter-Bank Offered Rate (LIBOR) was a yardstick which was developed by the regulators and the Bank of England. The Libor priced the loans made to mortgages and commercial loans. Normally around midday every day the bank tried  to set a fair assessment of the interest rates by obtaining quotes from some big banks, some medium-sized banks and some small banks. This was under the approval of the Bank of England. The bankers then added up the numbers and divided by the number of participants (ranging from 7 to 14) and that was Libor. The Libor rate is the benchmark for loans, mortgages and products in the financial world which run into trillions of dollars. Barclays fixed these rates at various centres, in various deals and through a host of traders.  Barclays managers lied.

(Case 2) HSBC paid a $ 1.9 billion to US authorities for not adhering to regulations on money laundering. HSBC violated sanctions in bank with violating sanctions laws by doing business with customers in Iran, Libya, Sudan, Burma and Cuba. HSBC   has reportedly been helping customers avoid taxes.

(Case 3) Lloyds Bank sold insurance products to people who did not need them or would be ineligible for them.

(Case 4) Deutsche Bank's former CEOs are reportedly accused of lying and attempted fraud and lied in testimony to German judicial authorities.

(Case 5) Bank of England has invited investigations by Serious Fraud Office in regard to liquidity auctions it made in 2007 - 2008.

(Case 6) Commonwealth Bank of Australia's   two senior IT executives were involved in bribery and fraud. These men, allegedly amassed at least $US1.5 million in kickbacks in return for awarding   technology contracts to a   cloud services company.

 Without any risk or responsibility

Internet of Things and GE's "brilliant" machines.

Jack Welch: GE will be around another 100 years 

For General Electric (GE),   the Industrial Internet is a 'disruptive business model'. General Electric estimates that the amount the Industrial Internet could add to global GDP over the next 20 years is $ 15 trillion and that there would be about 50 billion interconnected devices by 2020. By capturing the space offered by the Internet of Things,

GE is trying to meet the customer requirements of swift and instant gratification. GE is using the technological surf of the IoT to ride the short term and to transform it to a long term wave to enhance the return on investment. It hopes to make conversations between different IT systems and have a  unified set of meaningful metrics. GE focuses on knitting together machines  on  a common data platform. This should optimize industrial performance, enhance values to the global supply chain, and add to ROI.  

 

GE is keen to use the data generated and make it more effective from an industrial angle through data sharing. GE seeks to make manufacturing collaborative, decentralized, and efficient. Devices and people across the globe will collaborate on production in real-time. There will be a smart and efficient supply chain that is reliable and cost economic. Predictive analytics will fuse "big iron" with "big data". [1]

 GE is building partnerships with  its Predix platform. This  IoT `operating system’ originally developed for GE's own use, is being utilised to help customer projects. It is proposed to make it available  to a growing number of technology partners.

GE is positioning itself and is managing for results.   IoT's "power of one percent". The company believes that using sensors and software to make current industrial procedures and equipment just 1% more efficient will result in billions of saving for its customers.

Savings at 1 % enhanced efficiency

Industry	Amount Saved in $ billion over 15 years
Oil & Gas	90
Health care	63
Aviation	30

 Source: GE

The company now has more than 10 million sensors in the equipment it sells.  The software analytics side of its business is expected to generate more than $1 billion in revenue. (GE's total revenue in 2013 was $146 billion). As the  Predix software will be available to seekers, GE's IoT revenue will increase on volume basis.[2]

 References

1.      http://www.ge.com/stories/industrial-internet

2.      http://www.fastcompany.com/3031272/can-jeff-immelt-really-make-the-world-1-better#9

3.      http://diginomica.com/2015/03/11/general-electric-pursues-outcome-internet-things/

4.      http://www.fool.com/investing/general/2014/11/05/general-electric-vs-cisco-which-is-the-better-inte.aspx

5.      http://www.zdnet.com/article/ge-forges-internet-of-things-alliances-with-verizon-cisco-intel/

6.      http://www.accenture.com/sitecollectiondocuments/pdf/accenture-industrial-internet-changing-competitive-landscape-industries.pdf

7.      http://bits.blogs.nytimes.com/2014/10/09/ge-opens-its-big-data-platform/?_r=0

8.      http://www.technologyreview.com/news/527381/ges-1-billion-software-bet/

9.      http://ahmedbanafa.blogspot.in/2015/04/the-industrial-internet-of-things-iiot.html

Note : This script is based on readings of the author during his on line research on the Internet of Things. The author can be contacted at jaynayar@gmail.com 

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[1] A GE locomotive is made up of about 200,000 parts,  contain 6.7 miles of wiring and 250 sensors that put out 9 million data points every hour.  These will increase rendering predictive models of both performance and non performance possible.  A single blade in a gas turbine, if you put a lot of sensors on it, can generate 500 gigabytes of data each day; every pair of GEnx engines,   installed on Boeing's  787 Dream liner can  generate a terabyte of information every day.  

These devices wouldn't just let you know they were going to break down. They would actually repair themselves.

[2] GE currently monitors and analyzes 50 million data points from 10 million sensors on $1 trillion of managed assets daily. GE said it will open up the Predix platform to users and developers in 2015. The platform allows for customized industry apps, asset tracking and management and firewalls to protect infrastructure.

Services Industry in the Age of the Internet of Things

• The Internet of Things is to be an age of innovations. Concomitant to new  innovations come new risks. The deluge of new customer related data will enlarge and analytics will  complicate data management for services firms. Services industry has also to reckon with cyber-security as a major challenge.
• A service cycle in the Age of IoT is purely a function of expectations and how they are met.

• The key word is: Expect. All customers have expectations of their service provider, be it a bank or a service industry or an airline or a hospital to be intensely technology based.

• The shift to IoT will increase expectations for faster, more efficient and zero defect services.

• The Age of IoT will thus re-define the internet driven expectations of services from customers of every organization.

• The expectations a customer carries are a function of the customer's brand perception. (customers expect more from Facebook, Twitter, Apple, Microsoft, Google, AT&T; students expect more from Harvard, Wharton or Stanford)

• Customer expectations may not be the same across all service seekers. It would vary with expectations high on the part of tech savvy customers, the advanced educated and the new entrants to technology and  to service.

• Expectations do not exist in isolation. The customer perspective is colored by everything the customer has seen, read , experienced and heard about the service industry for example: all the advertising, all the literature, all the impressions gathered talking to the sales folks, all the word of mouth from friends that the firm is IoT biased. It is a brand perception that the customer carries. This perception will  be influenced by the perceived technological superiority of the industry and positioning the firm in the industry to meet the IoT age.

• The IoT firm has to merge and align the various multiple policies into a single, integrated  IoT service strategy for the organization. 

• It has to break this IoT service strategy back into designing IoT supported service documents and deliverables for each stakeholder.

• The IoT service organization has to train and retrain across the organization and the extended organization as the case may be on IoT.

• Staff have to rethink-In the final analysis, customer service is not all about people, it is about M2M and M2m.

• Service quality through IoT has to be  internalized into every process and mindset.

• The very first step towards creating great customer experience in the service cycle is to understand and integrate this M2M and M2m thought into the service strategy.

• Service providers have to build a truly great service culture that demonstrably pays them back not just in terms of financial returns  but also in terms of leveraging on the IoT.

•  The starting point of customer service failure would remain the failure to align service strategy with brand promise on the IoT backing the brand has.

• In IoT, a customer experiences a brand in one of only two ways, through the use of machine to machine conversations (M2M products/offerings of the service from the customer's machine to the service provider or vice versa ) or through the interaction with the machine of the service provider by the customer or by the men at the service provider to the machine of the customer - Machine to men (M2m).

• All the key stakeholders who influence the customer experience of the service organization has to talk IoT language. The heads from marketing, advertising, and branding, the chief customer officer( if  there is one), the head of finance, the heads of service delivery, the head of quality, the contact centre head, the head of technology, everybody who has a role has to talk the IoT.

• The margin of depersonalization would go up as Machine 2 Machine (M2M) conversations take over.

Copyright vests with the author Jayaram Nayar ; he can be contacted at jaynayar@gmail.com

The Manager in the Age of the Internet of Things

"This new reality in technology— called the Internet of Things—is about collecting and managing the massive amounts of data from a rapidly growing network of devices and sensors, processing that data, and then sharing it with other connected things[1]. "

On the Changing Role of Managers:

•   The Manager (IoTM) has to be futuristic as the Internet of Things (IoT) is the technology of the future.
•    He / She has to un-freeze from the past and refreeze to be technologically aware and digitally engaged manager.
•        Developing technical competencies among the staff for the IoT.  
•         IoT is about machine to machine (M2M) conversations. So the manager  has to have his / her IT skills upgraded. The manager must revisit his / her knowledge of operations management.
•     IoT brings about enhanced operational risks. In an environment of geopolitical tension, the manager has to assess and address the firm's protective shield for a probable cyber attack.  The manager has test systems for vulnerability on a continuing basis.
•  IoT brings about the challenge of security of systems. As the technology invades the corporate sphere, self regulation takes over.
•    The new products and services of the future have to be smart.
•    The market is trillion dollar. Great corporations have a technological, financial (read investment) and early mover advantages. 
•    The manager has to assimilate the art of Multi Channel Brand management.
•    The manager has to develop consumer soundboards from social media platforms.
• The organization has to cope with the  shift to Micro-electromechanical systems (MEMS)
• The need for digital agility.
• New content development on an ongoing basis. 
• Information asset management.
• Working profitability in an environment of cost reduction. The manufacturing costs for smart devices will be lower because of lower prices for silicon chips
• Streamlining the distribution and management systems and processes of digital content, regardless of where it resides, is the first step toward containing costs.
• Inventory digitilization and inventorizing digital content across the firm.
• Ensuring functional growth. 
• Cross team coordination. 
• The shift to a sensor driven  organization.
• Sifting through big data ; developing an analytic culture in the organization.
• Using data for predicting in an uncertain world.
• To be innovative and more to to be disruptor. 

Copyright :Jayaram Nayar

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[1] Oracle (2014) : The Internet of Things: Manage the Complexity, Seize the Opportunity