I’ve realized that most value comes from conversations.
And it ranges from solving purely technical problems on-site, to going deep into overall business issues, company strategy and the economics of corporate digital initiatives. That means developing tailored solutions and overcoming hurdles, together. To ensure I create that ‘best fit’ scenario, I’ve complemented my technical expertise with broader industry understanding – to be able to connect with people on all levels. That said, digital transition is so multifacted, it’s important that everyone works with the partners that are their genuine best fit. So if a customer turns to another supplier because we haven’t cultivated the relationship, it’s always hard to hear. Nowadays it can take months to reach a decision where in the past all it took was a RFQ (request for quotation), a few calls and a demo. Like any sales person, I’ve also experienced my fair share of rejection. Thankfully this wasn’t our customer, but it’s a valuable insight into the worst-case scenario. Once the company’s leaders and top talent lost interest, the facility was decommissioned. Some operators even tried to limit use of the ROC. But it often remained idle because there wasn’t a clear role for it in the organization. Imagine: the center allowed operators to perform functions such as dispatch, equipment health monitoring, and maintenance planning. That’s why I was very surprised to read about a mining company that implemented a Remote Operations Center (ROC) but never really used it! There’s a lot of interest in digital initiatives that reduce “fly-in, fly-out" fatigue, things like implementing remote mines’ central management within a more comfortable headquarters office. I think that we simply resist something that we consider unhelpful. The underlying assumption seems to be that humans are afraid of change. There is no shortage of valuable advice on how to embrace change.
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