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Cognizant 20-20 Insights

• Cognizant 20-20 Insights Wearable Technology: Automotive’s Next Digital Frontier Wearables represent the latest

Wearable Technology:

Automotive’s Next Digital Frontier

Wearables represent the latest potential shift in consumer technology, with small, ubiquitous devices promising to have an impact similar to smartphones on the automotive value chain. Great promise, coupled with a lack of proven use cases, requires that companies proceed cautiously yet ignore wearables at their peril.

Executive Summary

With rapid advancements in technology and a reinforced emphasis on innovation and miniatur- ization, enterprises across industries are seeking to further “consumerize” IT by shifting focus from mobile phones and tablets, to wearable devices. Enterprises also realize the benefits of integrat- ing wearable technologies into key business processes to introduce added operational effi- ciencies and create a better working environment.

Wearables are compact, smart, lightweight devic- es that typically offer ubiquitous connectivity and can be worn somewhere on the user’s body. They typically consist of one or more of three com- ponents: sensors, user interaction capabilities (ranging from a screen or simple bell to a vibration motor) and computing architecture. While in most cases connectivity is enabled through Bluetooth or Wi-Fi in conjunction with a smartphone, some devices have built-in cellular connectivity. These devices can collect, store and transmit data to other devices or to a cloud infrastructure and can easily pair with other devices, exchanging data and sharing computing resources to deliver a ”ubiquitous computing” experience to the user.

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While wearables have become relatively common in the consumer space as fitness trackers, or “smartwatches,” pundits don’t yet agree on whether wearables will be a smartphone-like game-changer in the enterprise space. Many businesses are still developing use cases and prototypes before fully embracing wearable technology.

This white paper addresses the rapid growth of wearables and their potential to radically change the automotive Industry. We look at industry examples in which wearables improve operational efficiency and enhance the customer experience. We also analyze the challenges that wearables pose, and present actionable recommendations on how enterprises can derive maximum value through their usage.

Applying Design Thinking

In the consumer space, wearables have been available for several years, and in some cases are available as second- and third-generation prod- ucts. Gartner, an IT analyst firm, places wearable user interfaces at the peak of its “Hype Cycle.” 1 According to IDC, wearables will transcend early

wearable user interfaces at the peak of its “Hype Cycle.” 1 According to IDC, wearables will

adopter status and will record a three-fold sales jump in 2014, with an expected CAGR of 78.4% to 111.9 million units in 2018. 2 In keeping with these estimates, Amazon recently launched its first wearables store, making wearables a product cat- egory for the mass market.

Technology industry heavyweights such as Google, Intel and Facebook have launched an acquisition spree, acquiring several wearables technology companies. This provides these companies with capabilities ranging from hardware and software, to virtual reality and wearables-related analytics. 3 In the consumer space, wearables have met with mixed results. Fitness-oriented wearables like Fitbit and Jawbone have received a warm market reception, while Google’s efforts around Google Glass and Android Wear have met with consumer adoption headwinds. 4

The primary goal of wearables is to obtain and deliver key information to people in real-time, at the exact point that they need it. In addition, wearables help achieve portability and human integration, leaving the user’s hands free to work

Taking Action from Inputs

on other tasks, while maintaining an ability to deliver data from a complex computing back end that might be hosted in an enterprise or public cloud. As such, they give users access to massive computing power while remaining mobile, and enable them to interact with other devices using gestures, vision and voice.

Wearables also enable the introduction of highly connected technologies in traditionally pro- hibitive environments, which is why they pose particular usage benefits to the auto industry. For instance, consumers expect wearable technolo- gies to advance decision-making while they are driving a car by delivering an intuitive and interac- tive user experience without being a distraction.

Envision a scenario in which a driver’s smart- glasses can give him real-time traffic alerts and prescribe the optimum route to a destination. Or take a case where a quality assurance (QA) worker in an automotive production facility can use smartglasses to perform a hands-free visual inspection of a vehicle, while inspection data is automatically relayed to the facility’s quality man-

How inputs from/to the human body can stimulate action Jenny is driving back home after
How inputs from/to the human body
can stimulate action
Jenny is driving back home after a long,
tiring day at work. Her car connects to her
wearable device via Bluetooth to get
biometric data.
With this data, her stress level is determined
to be above normal.
The system responds to this by blocking
phone calls, turning down the radio volume,
and sending a “call back” message.
How external inputs can be used to stimulate action Jim is a salesperson in an
How external inputs can be used
to stimulate action
Jim is a salesperson in an automotive dealership.
He uses Google Glass cheat sheets to show off the
features of cars in the dealership.
He scans the barcode on the car using his Google Glass,
which displays the information for that vehicle model in
his line of vision.
Jim is able to “wow” the customers with his automotive
knowledge and effectively communicate the features,
technology and telematics in the car to them.

Figure 1

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Wearables Can Simplify Business Processes along the Automotive Value Chain

Enablers

Business Processes along the Automotive Value Chain Enablers Google Glass Epson Moverio™ Oculus Rift ® Vuzix
Google Glass Epson Moverio™ Oculus Rift ® Vuzix ® Glass Nod Smartring Google Smart Contact

Google Glass Epson Moverio™ Oculus Rift ® Vuzix ® Glass Nod Smartring Google Smart Contact Lens

Vuzix ® Glass Nod Smartring Google Smart Contact Lens Nymi™ Band Samsung Gear™ Nissan Nismo ®

Nymi™ Band Samsung Gear™ Nissan Nismo ® Motorola Moto360 Apple Watch Pebble SmartWatch

Nismo ® Motorola Moto360 Apple Watch Pebble SmartWatch Stakeholders Automakers Logistics Providers Dealerships
Stakeholders
Stakeholders
Automakers Logistics Providers Dealerships Third-party Repair Shops Automotive Customers • Training &
Automakers
Logistics Providers
Dealerships
Third-party Repair Shops
Automotive Customers
• Training & development
• Training & development
• Virtual test drives
• Real-time diagnostics
• Real-time alerts
• Quality inspections
• Simplified gate-in,
• Interactive product
manuals
monitoring
• EV status monitoring
• Collaboration &
decision support
gate-out
• Step-by-step instructions
• Remote access
• Pre-delivery inspections
• Customized in-store
of operating procedures
• Navigation
• Service & maintenance
• Collaboration & decision
support
experience
• Service & maintenance
• Improving sales-
person efficiency
through cheat-sheets
• Driver vital health
monitoring &
telemedicine
• Configuration of user
preferences

Processes

Figure 2

agement applications. These are just a couple of scenarios among numerous possibilities that wearable technology holds for this industry. (For more insights on how wearables are poised to impact business, read “Google Glass: Insurance’s Next Killer App.”)

Wearables are set to be an important element in the larger ecosystem of the Internet of Things

(IoT), in which the collective computing power of all the interconnected elements can be harnessed to aid data acquisition and decision-making. Each wearable is instrumented to continuous-

ly exchange data with its surroundings, forming

a digital footprint that we call a Code Halo.™ 5

Although these devices on their own can simplify business processes, their capabilities will be even more compelling when their Code Halos intersect with those of other connected elements within the IoT context map. At a very high level, wear- ables can use data from the human body and the external environment to stimulate action (see Figure 1, previous page).

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Thanks to the advent of rich telematics data and wireless connectivity, cars are smarter today than ever. As Figure 2 reveals, several interesting use cases could emerge as wearables are connected to a larger ecosystem of “things,” including the car and driver themselves.

Increasing Process Effectiveness

Given how quickly wearables have moved into the mainstream, as well as the distinctive benefits they offer the automotive industry, several auto- makers and dealerships have rolled out specific pilot programs and are building business cases to drive widespread adoption. In the sections that follow, we examine several ways in which wear- ables could be effectively deployed to transform consumer and employee experiences in the auto- motive Industry.

Enhancing the Automotive Purchase Process

Wearable technologies such as Oculus Rift ® that deliver an immersive “virtual reality” user experi- ence enable consumers to “test-drive” a vehicle without ever stepping foot inside it. Multiple auto

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makers are implementing augmented reality into their go-to-market strategies. Product manu- als, for instance, are now virtualized, allowing car

shoppers or owners to simply hold their wearable device over a certain area of the vehicle to receive a virtual explanation

of what it is and what it does through video, text or animated graph- ics. This will also allow customers to scan rows of vehicle inventory and quickly understand the features and functional- ities of each. 6

Automakers are building prototypes for Google Glass that leverage the ability of eyeglass-style wearables to deliver information directly into the wearer’s field of vision.

In the same way, smart- glasses could also help

salespeople at car deal- erships work more effectively, as they would no longer need to rely on a paper manual to show off a car’s key features. Through the use of smart- glasses, they could highlight salient features by citing information that is overlaid on the glass via augmented reality. In fact, some dealerships now have deployed pilot learning programs for their salesforce, using smartglasses to train them. 7

Automotive customers already conduct a large amount of pre-purchase research online before purchasing a car. This paves the way for a whole new set of ways for consumer data from mobile phones and wearables to be utilized (with their permission) to enhance their in-store experience. Potential applications range from identifying customers and communicating their vehicle preferences when they enter a dealership, to guiding them to the exact model they viewed online through highly localized navigation and a series of directional messages to their wearable device.

Applying this form of Code Halo thinking would give dealerships insights into customers’ online preferences, which they could use to further integrate the online world — where most consum- ers conduct their primary car buying research — with the physical world, where actual prod- uct interactions occur, and most purchases are consummated.

Redefining the Driving Experience

Recently, several car manufacturers, technolo- gy and services companies have collaborated on developing prototypes and concepts to explore

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the potential of wearables enhancing the driving experience.

Several automakers are collaborating with wear- able manufacturers to develop apps that remotely monitor and provide access to the vehicle using smartwatch technology. 8 Nissan’s Nismo ® smart- watch monitors metrics such as average speed, fuel efficiency and even the driver’s heart rate to detect fatigue. Mercedes has collaborated with smartwatch maker Pebble on an app that provides real-time information on vehicle status. Mercedes drivers can also use their smartwatch to be alerted to real-time hazards.

BMW has developed smartwatch prototypes for

its i3 electric vehicle that allow users to check on battery status, driving range and door lock status, as well as receive notifications on the vehicle’s service or inspection needs. BMW plans to make this app available to Apple Watch users, as well. Tesla offers a similar Apple Watch app, and has even proposed that Watch will eventually acti- vate self-driving features, allowing the driver to “summon” the car from a parking space and have

it automatically drive to the wearer’s location.

Automakers are also building prototypes for Google Glass that leverage the ability of eyeglass- style wearables to deliver information directly into the wearer’s field of vision. Hyundai’s next gener- ation of products, starting with the 2015 Genesis, will allow owners to connect with their vehicle using wearable devices. Hyundai’s cloud-based Blue Link platform makes features like remote start and service information quickly accessible through new devices like Google Glass. 9

Mercedes was a pioneer in announcing integration with Google’s Glassware project in 2013, allowing the driver’s Google Glass to seamlessly exchange information with the in-vehicle navigation and telematics system. Routes and directions are overlaid via smartglasses onto the road, negat- ing the need to look at a GPS screen. 10 Audi and

augmented reality company Metaio have also cre- ated a concept app that positions several built-in operations procedures from the car’s instruction manual in the line of vision of the user, 11 allowing for an augmented reality user manual rather than

a traditional print or electronic version.

Similar applications of Glass exist in vehicle manufacturing and service, with Glass provid- ing augmented reality service, maintenance and inspection information. Future enhancements

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could even include integration with parts order- ing and service billing applications, allowing a service technician to diagnose a problem, order a part from inventory and view installation instruc- tions, all via his or her Google Glass.

OEMs and technology companies are not far behind in these efforts. Harman’s new ADAS system analyzes real-time data from traffic cam- eras and alerts users to potential safety threats to other drivers that may encounter the threat via their smartglasses. 12 DriveSafe has developed a prototype that prevents drivers from dozing off at the wheel by analyzing head and eyelid move- ments (using the built-in accelerometer in Google Glass). 13 Inrix’s Google Glassware concept would allow drivers wearing Glass to get automatic and unobtrusive notifications of congestion or incidents on the road ahead, with the option of requesting an alternate route, with all interactions performed through simple voice commands. 14

Interestingly, Google ended sales of Glass to con- sumers in early 2015, choosing instead to focus on software developers and commercial applica- tions for the technology. While Glass was never intended as more than a beta product, concerns around privacy and social acceptability have temporarily shelved widespread Glass adoption,

providing a note of caution for automakers as they consider these technologies for widespread consumer applications. Despite a shift away from consumers, Glass development remains active in the enterprise space, creating an interesting sce- nario in which a consumer-focused technology has essentially been co-opted by commercial and industrial users.

The Future of Driving

Wearables will likely transform the way we interact with our cars, as driver and vehicle information can be shared in previously unprecedented ways. In addition to features such as remote access, navigation, vehicle service and nonsafety appli- cations, there are several possibilities that can be explored from a health and safety standpoint. Clearly, wearables add a new layer of safety to automotive driving by extending the driver’s abil- ity to monitor vital health parameters and take action in the case of an emergency (see Figure 3), as well as providing notification and information immediately and viscerally rather than relying on warning lights or chimes.

The biometric information from the driver’s Code Halo can be combined with the on-board diag- nostics data (OBD) of the vehicle’s Code Halo to make driving a safer activity. For example, in a

Scenario for Drowsiness Detection

Jeff is driving back home after his night shift. Th e built -in sensors —
Jeff is driving back home after his night shift.
Th e built -in sensors — ac c elerome te r, gyroscope and
camera — of his Google Glass detect his drowsiness.
The vehicle responds with voice and vibration alerts.
Despite the alerts, Jeff continues to drive.
The vehicle goes into the self-drive mode and
safely steers him to a safe zone.
The location-based service on his phone
directs him to the nearest coffee shop
for a break.
Jeff

Figure 3

service on his phone directs him to the nearest coffee shop for a break. Jeff Figure

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precarious driving situation, phone calls can be blocked and a direct voicemail/text can be sent to the caller without disturbing the driver. Additionally, an impaired or ill driver could be detected, the vehicle safely stopped, and help summoned before an accident occurs.

We have developed a prototype called Tasuke (which means “help”

in Japanese) that demonstrates how biometric infor- mation from the driver’s Code Halo could be combined with on-board diag- nostics data to trigger action. For instance, data on the driver’s heart rate from his smartwatch

can be combined with information on the speed, acceleration and maneuvering of the car and fed into an algorithm to gauge the driver’s stress level. If the stress level seems high, soothing music can be played to calm him or her down, or in extreme cases, more immediate action can be triggered.

The possible benefits of wearables for automotive manufacturers and their employees are even greater and much more immediate, and they are not dependent on consumer adoption of a particular technology.

While eyeglass- and watch-style wearables are currently the most common, a preferred form factor of wearables has yet to be determined, with manufacturers experimenting with smart bands, contact lenses, rings, etc., each of which may engender new possibilities. From an access control standpoint, biometric data (using smart bands such as Nymi™) can be used to replace current “smart keys,” storing a driver’s vehicle preferences, locking and unlocking the vehicle using biometric data, and starting the vehicle.

In the longer term, there is a possibility that wear- ables will be replaced by embedded sensors in the vehicle and human-implantable devices that accomplish similar results. A combination of all these devices could eventually reduce driver reli- ance on smartphones and dashboard electronics, with intelligent software determining the best way to notify the driver of information, based on driver preference and the criticality of that information.

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Process Optimization in the Production Facility

The possible benefits of wearables for automo- tive manufacturers and their employees are even greater and much more immediate, and they are not dependent on consumer adoption of a particular technology. Wearables can increase employee efficiency, improve training and devel- opment, enhance communication, reduce rework and push informed decision-making to line

employees, bringing about greater efficiency and transparency. Rapid adoption of this technology has caught the imagination of several indepen- dent organizations. In fact, the European Union

is now co-funding a project called “WearIT@

work,” whose main objective is to investigate the user and industry acceptance of wearables. The project focuses on building business cases and studying their tangible impact in association with several manufacturing companies. 15

For automotive manufacturers, there are imme-

diate benefits for quality inspections, as well

as for training and development. For instance,

smartglasses (Epson Moverio, Oculus Rift, Vuzix ® ,

Google Glass, etc.) can offer the wearer an immersive experience and be tailored for various operations and functions, such as playing con- text-aware instructional videos, live-streaming service and installation procedures and access- ing troubleshooting expertise. Smartglasses could also be used to provide context-sensitive, semi-autonomous training to personnel that can even be delivered on-demand when an employee encounters an unfamiliar situation or requires assistance. Service and maintenance personnel can use smartglasses to access procedures and tips within or outside the factory.

A prototype implementation for training and

development was conducted as part of the WearIT@work project in the Skoda production facilities in the Czech Republic. 16 Several other companies are also working on use cases to deploy wearables on the shop floor. 17 Plex Systems has developed a Google Glass prototype that can analyze and deliver details of a machine on the shop floor by just looking at it. Plex’s proof of concept allows an employee to view the status of the machine, add or remove inventory and see other relevant information. In the OEM space, large manufacturers like General Motors have tested several business cases for using Google Glass on the factory floor with approximately 100 employees in a controlled environment.

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Quick Ta ke WearIT@work in Action As part of the WearIT@work project, two different research

Quick Ta ke

WearIT@work in Action

As part of the WearIT@work project, two different research activities (aimed at personnel training and quality inspections) were conducted at the Skoda production facility in the Czech Republic to analyze the benefits of using wearable tech- nology to support shop floor workers. Here are snapshots of those experiments.

Personnel Training

Automotive manufacturing is a highly com- plex environment, with many moving parts and employees who are on the move (e.g., mainte- nance, work at the assembly line, etc.). In such environments, training requirements are high, and specialized training is critical. Several field studies were performed at the Skoda plant to see how wearables could be deployed in such a context.

The wearable prototype that was derived from these field studies offers semi-autonomous train- ing through mobile- and context-sensitive support of trainees, who are provided with all the neces- sary (digital) information to successfully perform production tasks. At the same time, tasks are

In the context of quality assurance, wearable devices can improve the efficiency of quality assurance personnel by providing quick access to standard operating procedures and enabling hands-free inspection, ultimately reducing the margin of error, as inspections generally involve mundane, repetitive and exhausting tasks. A prototype was developed to enhance the visual inspection and manual checking processes at the Skoda plant.

The benefits of using wearables in the production environment include:

Error prevention.

Faster and more efficient work.

Enhanced communication through improved information-sharing.

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tracked via mobile sensors worn on the trainee’s body and on the car. The wearable system sup- ports the trainees by detecting errors when tasks are performed incorrectly and offering appropri- ate help and suggestions in real-time.

Visual Inspection & Manual Checking

The last step before a car is delivered to the deal- ership is visual inspection and manual checking to detect misalignment of lights and bumpers, bumps and scratches, spaces between the door and car body, etc. Because workers repeat these steps for long shifts, the tasks are prone to human error due to fatigue and the repetitive nature of the work. WearIT@work has implemented a proto- type of a wearable computing solution to support workers in the inspection process. After conduct- ing a thorough study, wearable-based prototypes were created and deployed that ensure com- plete fulfillment of verification procedures, allow hands-free inspection, provide access to support- ing information and enable collaboration among workers and experts, allowing for a reduction in missed quality issues.

Shortened training processes

Enhanced health and safety applications.

The aforementioned examples demonstrate how wearables can introduce efficiencies to automo- tive manufacturing by providing workers with easy access to context-sensitive, process-related information, when and where it is required. Like most current wearables applications, many of the capabilities are not necessarily in the device itself, but in defining a business problem and develop- ing the supporting infrastructure to capture and deliver information to a user’s wearable device.

Challenges of Wearables Adoption

Although the benefits of wearables are numer- ous and multi-faceted, a wide range of challenges must be addressed before their complete poten- tial is unlocked.

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Device-level Challenges

Battery life is a key issue that limits the utility and efficacy of wearables deployed in various environments. Owing to its small form factor and proximity to the body, battery capacity faces sev- eral physical constraints. The battery must be small and long-lasting and should not overheat when used in long durations. These limitations constrain the display, communication and pro- cessing capabilities of the device, since all must be balanced against a

demand for power that lasts through an aver- age workday. Similarly, the user experience and design of the apps used with these devices must be tailored to optimize battery usage, while accommodating non-

traditional screen sizes and interaction methods. Another option that several device manufacturers are exploring is the

use of solar or kinetic (motion) energy, either as

a component supplementing the battery or as an alternate source of power.

Organizations should build a robust back-end cloud infrastructure with adequate security measures in place to deal with such a magnitude of data.

Data-level Challenges

With the advent of smart devices aided by high levels of connectivity, large volumes of data are associated with these devices. Organizations should build a robust back-end cloud infrastruc-

ture with adequate security measures in place to deal with such a magnitude of data. Traditional IT approaches and integrations may not be able to handle the volumes of data associated with wear- ables, and even if wearables are not currently on

a company’s roadmap, investigating technologies

like cloud computing and API-style interfaces will

prepare the business for wearables and future technologies.

Integration Challenges

Although individual devices have their own oper- ating protocols, interoperability among different devices in the IoT ecosystem is proving to be a challenge because of the lack of common standards, although several industry players are attempting to define common standards or middleware-type platforms that allow disparate devices to intercommunicate.

Equipping a significant number of workers with interconnected devices puts an additional strain on IT infrastructure, both from a technical and managerial perspective. If employees that once

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carried a smartphone and laptop now carry an additional half dozen devices, traditional methods for managing IT resources become increasingly untenable.

Current wearables also have very limited process- ing and storage capabilities, requiring much of the processing and data that enable their func- tionality to be performed on another device. This may put additional strain on internal IT resourc- es, or necessitate increased use of cloud-based resources to handle the device load.

Behavioral Challenges

Technology initiatives typically struggle to gain acceptance among employees who don’t understand how the technology immediately benefits them. It is, therefore, important that

organizations help employees understand how the wearable device will help them perform more effectively and effi-

ciently, or make their job easier or more pleasant. As employ- ees become more familiar with wear- ables in the consumer space, this equation may change, mir- roring smartphone adoption, where employees demand a preferred device over

a corporate alterna-

tive. However, until

this shift occurs, busi- nesses should be prepared to build a compelling case for wearables at the executive and end-user levels.

Organizations must explicitly state that data-sharing will occur through an opt-in mechanism only, and be prepared to articulate their policies and controls around how consumer data is used in

a transparent and readily understandable way.

Consumer privacy concerns also need to be man- aged, as these devices are typically always-on and always-connected. Although consumers stand to benefit from sharing data, there can be some concern about the use of wearables, as many fear misuse of their personal information. In order to mitigate this concern, organizations must explic- itly state that data-sharing will occur through an opt-in mechanism only, and be prepared to articulate their policies and controls around how consumer data is used in a transparent and read-

ily

understandable way. Ten pages of legalese and

an

“I Agree” button will not assuage increasingly

concerned consumers, many of whom have had personal data stolen or misused in the past.

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Another concern is information overload — that devices will emit too many unnecessary alerts or an overwhelming number of notifications, caus- ing them to be perceived as more of a nuisance (or even a danger) than a productivity aid. A recent TechCrunch review of the new Android Wear smartwatch bemoaned the fact that the device alerted users with every new text, e-mail and calendar item. It ultimately became a distrac- tion — the very last thing a driver needs. 18

Regulatory Challenges

The use of wearables in cars — particularly eye- glass-style devices — is highly controversial, 19 and many governments have prohibited their use for safety reasons; legislation banning eye- wear exists in several U.S. states and in the UK. However, recent cases have been dismissed on the grounds that it could not be proved that the device was switched on or that a distracting or invasive application was being used.

In our view, the device itself should not be banned, but certain distracting use cases (such as watch- ing videos) should not be available in certain situations, like when operating a vehicle. Eyewear that functions as a dashcam, displaying a blind spot or emitting a collision safety alert, will con- tribute to safer driving, not deter it.

Looking Ahead

We recommend the following steps for automo- tive companies seeking to integrate wearables into their processes:

Step 1: Apply Design Thinking

> Conduct envisioning workshops with a wide cross-section of employees. As wear- ables are an emerging technology with few proven use cases, automakers should plan to build a small working group that includes factory employees, marketing executives, production engineers and IT staff. Focus on the intriguing capabilities of wearables, such as ubiquitous connectivity and augmented reality, and explore use cases where these capabilities could create compelling benefits. A few easy candidates should emerge from processes that currently use smartphones or tablets; however, avoid being constrained solely to these scenarios.

> Conduct process assessment and re-design to build business cases for wearables. With a handful of use cases identified, enter- prises should assess the related processes and ultimately identify a shortlist that can

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be tested with a limited wearables pilot. These can also be used in typical scenarios where users could benefit from instant infor- mation but are constrained by a prohibitive environment. Use cases should also validate the use of wearables vis-à-vis smartphones, tablets, etc.

> Choose the right device for the job. As wearable devices have proliferated, so have

their capabilities, functionalities and form factors. The onus is on the enterprise to an- alyze device capabilities and make the right choice for the business case selected. For example, devices like Oculus Rift and Epson Moverio can be used for an immersive virtu-

al reality experience, whereas a Google Glass

app can be used for overlaying information on the line of vision. Organizations should also consider connecting with device manu- facturers to discuss their requirements and collaborate on solution development.

> Build the right infrastructure. After the business case and wearables for the job have been selected, enterprises need to en- sure the infrastructure is in place to enable execution. The systems must be scalable, ro- bust and secure, and should be able to store, manage and analyze large amounts of data

collected from disparate sources in real-time. Even if an organization decides not to move forward with a wearables pilot or implemen- tation, enterprises should anticipate the data and infrastructure requirements and work on an approach to manage them. Most

of these approaches can also support robust

mobile and tablet rollouts today, while pre- paring for the increased demands of wear- ables tomorrow.

Step 2: Pilot and Scale

> Conduct a pilot project. A proof of concept

is needed to see how the idea performs be-

fore it is funded and implemented (as was done with WearIT@work). A sample user group should be selected to participate in

a pilot study, ideally including actual users,

managers and IT staff. The group will need rudimentary training on the objective of the study and should be observed in a controlled environment.

> Scale and engage stakeholders. The out- comes of the study should be analyzed, the benefits quantified and a business case built around the proposed project to drive wide- spread adoption. Adequate training and sup-

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port should be given to all stakeholders to ensure acceptance. The idea is to start with small-scale, limited implementations, and iterate on a rapid and frequent scale, allow- ing for near-term successes and increasing value in the long run.

Step 3: Enable Agility

> Plan for iterative use case refinement. Periodic checkpoints should be established, and feedback should be collected from users and data produced by the platform. Periodic technology and market scans should be per- formed for new wearable devices that better fit the operational context.

> Embrace a spirit of collaboration and part- nership. Adoption of wearables should also be driven by widening the partner network and improving collaboration with various stakeholders in the ecosystem, ranging from device manufacturers and extending to the developer community.

Wearables have immense potential to disrupt the automotive industry by ushering in new possibili- ties. While these technologies remain unproven in the enterprise and consumer markets, their potential for differentiation and competitive advantage provides a compelling case to innovate in an industry where products are increasingly perceived as similar. Even if wearables are not immediately usable in an organization, planning for the organizational and technical changes required to support them will prepare the enter- prise for rapid adoption as the technology matures.

Note: All company names, trade names, trade- marks, trade dress, designs/logos, copyrights, images and products referenced in this white paper are the property of their respective owners. No company referenced in this white paper spon- sored this white paper or the contents thereof.

Code Halo™ is a trademark of Cognizant Technology Solutions.

Footnotes

1 Gartner Press Release, “2014 Hype Cycle for Emerging Technologies Maps the Journey to Digital Business,” Gartner, Aug. 11, 2014, http://www.gartner.com/newsroom/id/2819918.

2 Supriyo Bose, “Wearable Gadget Ads: Latest Fad or Virtual Reality?” Zacks Research, July 11, 2014, http://

3 Duncan Geere, “Mergers and Acquisitions: The Biggest Wearable Tech Deals of 2014,” Wareable, Dec. 23, 2014, http://www.wareable.com/wearable-tech/mergers-acquisitions-the-biggest-wearables-deals-of-2014.

4 Laurenti de’ Medici, “Wearable Devices Are Achieving Mass Market Penetration In the United States,” WT Vox, Aug. 27, 2014, https://wtvox.com/2014/08/wearable-devices-achieving-mass-market-penetration- united-states/.

5 For more on Code Halos, read our book Code Halos: How the Digital Lives of People, Things, and Organizations are Changing the Rules of Business, by Malcolm Frank, Paul Roehrig and Ben Pring, pub- lished by John Wiley & Sons, 2014.

6 “Wearable

Tech

Accelerates

into

the

Auto

Industry,”

AutoMotion,

7 Shehryar Khan and Evangeline Marzec, “Wearables Tech Trends 2014,” Deloitte University Press, Feb. 21, 2014, http://dupress.com/articles/2014-tech-trends-wearables/.

8 Florian Schumacher, “Wearables in the Automotive Industry,” Wearable Technologies (WT), May 16, 2014,

9 “Hyundai Explores Wearable Technology with All-New Genesis,” Hyundai, Jan. 2, 2014, http://www.hyun-

10 NRMA, “How Wearables Are Set to Impact Driving,” The National Roads and Motorists’ Association, Jan. 5, 2015, http://www.mynrma.com.au/roadside-assistance/business/businessnews_36303030303632.htm.

11 Timothy J. Seppala, “AR Firm’s Prototype Glass App Makes You an Amateur Car Mechanic,” Engadget, Sept. 18, 2013, http://www.engadget.com/2013/09/18/metaio-automotive-augmented-reality/.

12 Florian Schumacher, “Wearables in the Automotive Industry,” Wearable Technologies (WT), May 16, 2014,

cognizant 20-20 insights

10

13 DriveSafe Web site, http://www.drivesafeforglass.com/.

14 Antuan Goodwin, “Inrix Traffic Demos Google Glass as a HUD in the Car,” CNET, Sept. 13, 2013, http://www. cnet.com/news/inrix-traffic-demos-google-glass-as-a-hud-in-the-car/.

15 Business Cases, WearIT@work Web site, http://www.wearitatwork.com/business-cases/

Production

16 Iñaki Maurtua, “Wearable Technology in Automotive Industry: From Training to Real Production,” INTECH, 2009, http://www.intechopen.com/books/human-computer-interaction/wearable-technology-in- automotive-industry-from-training-to-real-production.

17 Michael Wayland, “Auto industry Eying Google Glass, Wearable Technologies,” mLive, Aug. 5, 2014, http://

18 Brian S. Hall, “Always Fasten Your Seatbelt, and Your Automotive Wearables,” ThePush, July 16, 2014, http://thepu.sh/trends/automotive-wearables/.

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About the Authors

Prasad Satyavolu is Global Head of Innovation within Cognizant’s Manufacturing and Logistics Business Unit. He has worked extensively across the automotive, aerospace, consumer products, industrial, pro- cess, logistics and retail sectors, enhancing core processes in product development, integrated supply chain and customer experience management. His 24-plus years of experience span the industry value chain and extend across continents. Prasad has authored and guided research on product develop- ment, global sourcing, lean enablement strategies and advanced analytical techniques to transform business performance. Prasad has a bachelor’s degree in engineering from DEI Dayalbagh, India, and has completed the Management Education Program at IIM Ahmedabad, India. He can be reached at Prasad.Satyavolu@cognizant.com | LinkedIn: http://in.linkedin.com/in/ssprasadsatyavolu | Twitter:

Sushil J. Cherian is Solutions Development Leader for Cognizant’s Manufacturing and Logistics Business Unit. He heads the team developing innovative business solutions for the automotive and logistics indus- try, leveraging social, mobile, analytics and cloud technologies. He has 17-plus years of experience in IT project delivery for large automotive OEMs and manufacturing customers across multiple geographies. Sushil has a bachelor of engineering degree in computer science from Madras University, India. He can be reached at SushilJacob.Cherian@cognizant.com.

Swaytha Rajagopalan is a Consultant within Cognizant Business Consulting’s Manufacturing and Logistics Business Unit. She has more than five years of experience in consulting. She can be reached at Swaytha.Rajagopalan@cognizant.com.

About Cognizant

Cognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out- sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered in Teaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industry and business process expertise, and a global, collaborative workforce that embodies the future of work. With over 75 development and delivery centers worldwide and approximately 217,700 employees as of March 31, 2015, Cognizant is a member of the NASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performing and fastest growing companies in the world. Visit us online at www.cognizant.com or follow us on Twitter: Cognizant.

www.cognizant.com or follow us on Twitter: Cognizant . World Headquarters 500 Frank W. Burr Blvd. Teaneck,

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