…for the first time in close to a century it’s probably easier to make a fortune in auto manufacturing working with (or founding) a startup than by signing-on with one of the big companies.
If you haven’t heard yet, Tesla has set an objective to increase production speed 20X to an astonishing 1 meter per second (2.24 mph). Astonishing because at that rate, one Tesla assembly line could produce nearly 80% of the cars produced by the 23 global assembly plants of the Ford Motor Company in 2016 (5.25 million vs 6.651 million). If Tesla can achieve this objective, factory automation will have achieved something truly significant: robots will no longer simply replace people by doing the same work, robots will be doing work that people simply can’t. If true, as noted by Robert Cringely in his blog,
“…for the first time in close to a century it’s probably easier to make a fortune in auto manufacturing working with (or founding) a startup than by signing-on with one of the big companies.”
This is the kind of disruptive innovation we’ve all been hearing about, applied to one of the major manufacturing industries on the planet. If you believe Elon Musk can deliver on his objectives, than you are not surprised that Tesla is worth more on Wall Street than Ford (and you are not alone).
What if we look at the information processes that affect businesses in the same way Mr. Musk looks at the factory floor? After all, information processes are also constrained by labor – which is why companies like HarrisData have set objectives to deliver software that reduces administrative labor by 40%. Tesla stopped looking at robots as a way to simply do what people do. They started looking at what robots could do, and set objectives accordingly. Information processes are no different. It’s time to stop trying to get information robots to simply emulate what people have done for decades. It’s time to start thinking about information automation from the perspective of what the information robots can do.
The enterprise software market is much like the car market – big players and outdated processes focused on the ‘user experience’. To help enterprise applications start leveraging what information robots can do, software developers must start by developing new information processes that require less (or no) human intervention – processes that are limited only by the speed of the computer. To get 20X improvements, enterprise application software must be designed to make the information robots more effective – not to mimic the user processes of decades ago.
They have a saying in web application development: the API is the application. Information robots talk to each other through the API. Already, thousands of applications are communicating with each other across the Internet using APIs – information robots in one application requesting services from information robots in another. Processes are evolving that allow the information robots to accomplish tasks that people never could. Soon enough, enterprise applications will start to recognize that the API is the application, and that the ‘user experience’ is the add-on. And when that happens, the big players will start to feel a lot like Ford.
Written by Tim Dunn, "what makes your product or service different or better than your competitors?".
Written by Tim Dunn, "what specific and unique problems are you trying to solve, or opportunities are you attempting to capitalize on?".
Written by Tim Dunn, "How wonderful it would be to improve, optimize, and introduce efficiency and expediency of processes through better utilization of the software you purchased from the solution provider that understands it’s all about you."
Written by Tim Dunn, "Only buy exceptionally viable products. And if you like the cutting edge, work with a software company that truly puts your interests first".
written by Tim Dunn, "Why are there businesses and complete industries built around performing services that companies must acquire in order to obtain any semblance of value in their software investment? ".
Written by Tim Dunn, The forest I am looking at doesn’t contain Unicorns. They will not be showing up here anytime soon. I’m ok with that. Because if we keep doing things right, for the right reasons, like we have for the past 45 years, we’ll remain at a healthy and respectful place in the food chain. I can see it.
Written by Tim Dunn, "Imagine working with a software company that has a culture focused on what matters most. What matters to them is what matters to you."
Written by Lane Nelson, “…for the first time in close to a century it’s probably easier to make a fortune in auto manufacturing working with (or founding) a startup than by signing-on with one of the big companies.”
Written By Henry Nelson. The customer focus matches HarrisData's culture and promise throughout our 45 years as an independent software vendor. Until a customer realizes benefits from our software, we have done nothing.
Written by Lane Nelson Using a machine learning solution allows the ERP to imitate the manager’s decision criteria, and then allows the managers to focus on approving those decisions and managing the exceptions.
Written by Lane Nelson The introduction of cloud-based (and cloud-priced) solutions have muddied the accounting waters again, such that a $4M software implementation project must be expensed if the customer is implementing a cloud application, but can be capitalized if implementing the same software on premise.
Written by Lane Nelson For some, an organization running ‘hands free’ enterprise applications is as hard to imagine today as it would have been to imagine an assembly line with no workers in Henry Ford’s day.