Business Strategy and Innovation Framework
parallel analysis to identify best practices for the deployment of IIoT concepts among competitors and the wider industry as a whole.
Ideally, the scope of an IIoT maturity assessment should not be restricted to the industry in which the enterprise operates. It should include within its remit the identification of best practices from other industries, in particular adjacent and broadly comparable industries.
A context in which an IIoT maturity assessment is particularly useful is the CoE. It provides input for several different areas within the organization, including:
� strategy planning, � IIoT project portfolio planning and ideation, � business case and scenario planning, � achieving internal stakeholder and third-party buy-in, � internal change management and � a range of specific overall corporate development and project-based issues.
The CoE is best positioned to develop and‘ own’ the maturity assessment tool. Internal consultants in particular, and other CoE staff in general, are ideally placed to analyze the overall level of IIoT development prevailing within their industry, and the degree to which it might apply to their own organization.
In particular, members of the IIoT consulting group should devote part of their time to analyzing the wider industry in which their enterprise operates. They should seek to identify best practices and assess the overall maturity of IIoT concepts within the industry, with a view to outlining a long-term IIoT scenario for their industry.
6.1.6 IIOT GOVERNANCE
To embrace the shift toward IIoT, enterprises must harness the combined value of IT and OT. Necessary considerations include appropriate governance and common methodologies.
In practice, enterprises may well continue to plan for IT and OT separately to account for the specific day-to-day objectives of each domain. Governance structures should optimize using elements in both. These elements include:
� operational objectives and data, � overall business strategy and market objectives and data, � more specific objectives for lines of businesses( LOBs) within the company, � existing and developing standards for OT, IT and IIoT within the company, � IIoT strategy and objectives and � any internal program development.
This approach is particularly relevant and necessary for data that might flow to and from both IT and OT domains, and may provide a unified view of all data across the organization.
The governance structures put in place within an enterprise should include both IT and OT representatives within the IIoT solution team. Input from the various lines of business( LoBs)
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