The power of traditional industries to cloud services and the advantages of pure IT Giants

Summary: Everyone is pushing us and it is a service on demand. Guido Jouret It is hard to imagine a traditional wind turbine maker who is trying to penetrate into every possible vertical specialty to do cloud solutions when it industry giants like IBM.

Everyone is pushing us and it is a service on demand. --guido Jouret

It is hard to imagine a traditional wind turbine manufacturer so decisively and quickly invested in building a fully autonomous SaaS wind asset management platform as IBM's IT industry giants begin to try to penetrate every possible vertical area of expertise to cloud solutions. We have the opportunity to Guido Jouret, president of the Global Digital Energy Innovation Center, the former Cisco Global Vice President (IoT), as well as the power of traditional industries to cloud services and the advantages of the pure IT giants.

In the past Beijing wind show, the prospect of energy officially released Greenwich Greenwich Cloud wind energy Investment management platform. Combined with the original wind turbine manufacturing and wind field design services, the Greenwich platform can cover the Prophase site selection of wind energy investment, design to the operational evaluation and the whole life cycle management of the exit plan. Through intensive integration and processing of different wind field sensor information, this real-time evolving energy Internet can help the prospect and the user to optimize the design of the wind field, the optimization of the flight and the risk assessment during the operation. Compared with the management platform, it is a real time operating system of wind power industry, which is known as Feng OS. The operating system allows third-party developers to develop value-added applications on top of this and provide services to their customers with a vision. Hardware intelligence, software management platform and value-added services are the deep vertical service system envisaged at this stage.

If the above descriptions are not convincing enough, there is a more compelling case for readers of the internet industry: The Greenwich Platform for long-range energy is considered to be a better solution for the wind power management solution that Google has invested in the Oklahoma data center. On the macro level, the cloud platform for long-range energy has so far managed 10 million-kilowatt wind Energy assets, accounting for the specific wind fields behind the assets, which is a considerable pool of massive wind energy data.

In the traditional wind turbines to add sensors, and further give sensor data to build cloud management platform and developer ecological chain, for me to think of the most direct analogy object is Tesla, however, Guido Jouret unexpectedly than I mentioned it earlier. For terminal equipment manufacturers, the traditional product form to the transformation of new products is a very contradictory process: on the one hand can not determine the user will accept the form of new products, on the other hand, the competition of old products may lead to the internal items of mutual encroachment on the market and lead to losses. While Daimler has long tried to test the market demand for electric cars on Smart, the introduction of new energy into the AMG series as one of the main push products is only Tesla and popular in the media. According to this idea, I think the forward-looking energy of decisive and substantial investment, also established in the emerging industry competitors, or IT companies to actively infiltrate the foundation.

It turns out that my "internet thinking" is not accurate, and the answer Jouret finally can be divided into two areas.

First, the vision of the internal cloud services into the demand for pressure from the customer and the internal enterprise. Life-cycle management remains an industry-wide demand for unstable energy sources such as wind energy, even though existing technologies can already achieve relatively stable energy availability. To truly satisfy this demand must be modeled through the actual data, and the theory of verification and optimization, sensors and the form of the Internet is the most ideal solution. Pure fan assembly is destined to be eliminated by the industry product form, the wind energy industry to convince investors and customers to accept, you must complete the closed loop. In the case of the customer investment value and the investment return is guaranteed, the wind turbine sales will grow. He takes Sony for example: In the hardware era, Sony's market position in consumer products can be said to be unmatched. But in the internet age, because Sony does not pay attention to the software interactive experience and Internet service integration and missed the market, there is no good hardware is not accepted by users. In Jouret's view, as a company only for B-side business, the vision is also in the past few years to learn from the excellent consumer market, so that their products meet the expectations of users and habits of the interactive form (cloud, mobile, interactive and friendly).

Traditional companies only embrace new technologies and have the opportunity to integrate into the market.

Second, Jouret, who came from Cisco's global vice-president, apparently did not intend to give himself a field of service. He believes that pure IT companies in the industry vertical sector compared to the traditional enterprises do not have a strong competitive advantage. He thinks that the solution of pure IT company is to serve for own main product finally, reform does not achieve the result of optimization. and traditional enterprises hold the actual industry data, but also understand the actual needs of users, on this basis through new technologies to better provide customers with advanced services, in order to allow the integration of technology to achieve value. In his words, "arranges who are investigative's about software should make misspelling own hardware" seems to him to be the same idea, the opposite strategy.

When my colleagues had just given me the prospect of energy, the potential rejection from unfamiliar territory made me feel like a company that was "too far from the Internet". Really let me go to Shunyi to finish this interview, it is really in Google's bid to beat IBM to get orders so for them is only one case, in my opinion enough news points of events. It was not until the end of the interview that I understood the potential significance of the report. This may be a worthless piece of media coverage for the vision, as the description of the product and the industry is almost always left out of my mind. But it has allowed me to re-examine some of the stereotypes that exist in the industry after the advent of the Internet. The market has given enough proof that not to move an existing business to the line is called cloud services, the traditional enterprise also because of a large number of media and market education become sensitive and refuse. Traditional companies with long-term customer relationship accumulation and demand analysis-their transformation is a bigger and more tangible threat to startups than pure IT giants.