劳斯莱斯CIDO：物联网正在变革IT部门倾斜

导语

Stuart Hughes是劳斯莱斯（Rolls-Royce）的首席信息官兼首席数字官，负责带领劳斯莱斯民用航空业务的数字团队。劳斯莱斯的发动机用于战斗机、公务机和超过50%的长途飞机。

近日他在IDG的边缘计算峰会上围绕各种话题进行了分享，包括从飞机发动机收集的数据如何使劳斯莱斯的客户能够更好地计划和执行航班。

关于物联网和边缘如何改变劳斯莱斯的业务方式

我们的技术使我们能够拥有一种商业模式，在这种模式下，飞机所有者实际上是按照发动机飞行小时进行付费的，也就是说，只需要为发动机使用的时间付费。作为交换，劳斯莱斯将承担所有维护、所有服务和所有保修要素。这样说来，实际上我们是按小时售卖动力的，而不是售卖飞机发动机。

关于计划和执行更优化的飞行

我在新加坡的团队和新加坡航空公司正在展开密切合作，其中一个重要的创新就是如何让飞行过程更省油。

我们已经开发了多个应用进行试水，以及帮助运营团队去了解一些可用的策略。这是一次很重要的成功，因为这让他们可以选择合适的策略，例如如何起飞的，使用了多少推力，飞机攀爬的方式，攀爬的角度，如何让飞机更好地利用风，如何优化引擎，这个他们带来了两个非常重要的好处，其一，是燃料减少了，燃料费也就减少了，飞机携带的燃料重量就减轻了；其二，当然是我们减少了二氧化碳的排放量。

关于引擎层面的个性化服务

我在劳斯莱斯工作期间经历了一个真正重大的变化，原来我们对所有东西的处理方式都是一样的，也就是说，我们可能会更换掉那些原本不需要更换的东西，这可能会影响航空公司和客户过早地替换掉机翼，而现在，我们采取了更具体的、更个性化的方式。

这需要我们考虑各种因素例如飞行员驾驶发动机的方式、飞行环境、飞行任务或者航班的类型，因此，这就需要我们能够针对特定的发动机、而不是产品系列来定制维护和大修策略。

关于改变IT工作方式

作为IT部门我们已经适应了，我们倾向于物联网功能、平台功能，也就是说，我们更倾向于平台即服务产品。我想在我上任之前，公司内曾有一种“我们不想让自己被锁定”的心态，但对我来说，如果你不使用云厂商提供的功能，你几乎就是在否定云的好处。

我认为另一方面是企业文化的变革。所以，现在我的团队分成了不同的产品团队，代表了平台内部的各种价值链，而且我们的工作方式是高度敏捷的。华东CIO大会、华东CIO联盟、CDLC中国数字化灯塔大会、CXO数字化研学之旅、数字化江湖-讲武堂，数字化江湖-大侠传、数字化江湖-论剑、CXO系列管理论坛（陆家嘴CXO管理论坛、宁波东钱湖CXO管理论坛等）、数字化转型网，走进灯塔工厂系列、ECIO大会等

最后，我认为最重要的一点是，我们都追求相同的结果。我们遵循OKR流程，这不是分配给某个团队的。团队在帮助我们设定目标、定义关键结果方面发挥了重要作用，这有助于我们根据实际交付的结果、而不是IT任务或子系统、我们一天之内完成的部署次数、或者有人喜欢的敏捷度来判断和衡量我们的进度。所以，对我来说，实际上我们已经从枯燥的规格和形式转变为产品团队、协作和迭代的模式，然后只是专注于实际结果，这是一种巨大的改变。

关于开始利用物联网数据的建议

我认为我见过的所有项目都出现了一个严重错误，那就是要么是研发要么是IT，每个人都试图捕获所有数据，然后两年后，有人会说，“我们要如何处理这些数据呢？”那时像我这样的人通常会走过来说：“你这么做是错的。”

所以要好好想一想最终目标是什么，谁是客户，使用场景是什么，成功的结果应该是什么样的。捕获这些数据，然后从这里开始迭代。

原文：

Stuart Hughes is CIO and chief digital officer at Rolls-Royce, where he leads the team digital teams in the civil aerospace business. Rolls-Royce’s engines are used in fighter jets, business jets and more than 50 percent of long-haul planes.

CIO’s Thor Olavsrud sat down with Hughes at IDG’s Edge Computing Summit to discuss how data collected from airplane engines is enabling Rolls-Royce’s customers to plan and execute better flights.

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What follows are edited excerpts of that conversation. For more of Hughes’s insights, watch the full video below.

On how IoT and edge have changed how Rolls-Royce does business:

Our technology enables us to have a commercial model where the airplane owner actually pays per engine flying hour, so only pays for the time that the engine is in use. And in exchange for that payment, Rolls-Royce covers all of the maintenance, all of the servicing and all of the warranty elements. In effect, we sell power by the hour rather than airplane engines in that sense.

On planning and executing a better flight:

A really important part of the innovation that my team in Singapore has been working on really closely with Singapore Airlines [is executing a more fuel-efficient flight].

We’ve created applications for the pilot and for the operations team that help them understand some of the strategies available to them. And it’s a really big win, because if they can choose the right strategies, think about how they take off and how much thrust they’re using, think about the way they climb and think about the angle that they climb at, think about how they use wind better, think about how they basically optimize the engine, then there are two really big benefits. There’s a reduction in fuel, so they’re paying less for fuel, they’re carrying less fuel. And the other thing is, of course, we’re reducing CO2 in the atmosphere.

On personalizing service at the engine level:

A really significant change that happened in the time that I’ve been at Rolls-Royce,… [is] moving from treating everything the same, maybe replacing things that didn’t need replacing, maybe impacting the airlines and the customers by taking the engine off the wing too early, and thinking about it in a much more specific, inpidualized way.

[I]t allows us to take into effect how the pilot has flown the engine and the environment that it’s flown through and the types of missions or flights, as you might call it, that it’s been through. So, it really enabled us to tailor the maintenance and overhaul to the specific engine rather than the product family.

On changing how IT works:

[A]s an IT department, we’ve adapted. We really lean in to the IoT capabilities, the platform capabilities. So, platform-as-a-service offerings. I think before I arrived, there was a “we don’t want to lock ourselves in” mentality. But to me, you’re almost negating the benefits of the cloud if you’re not going to work with the cloud provider’s features.

I think the second side of it really was a cultural change. So, now the team that works for me, we’re split into product teams that represent the various value chains within the platform itself, and we work with a high level of agility.

And I think finally, and the most important piece is, we all have the same outcome. So, we follow an OKR process (objectives and key results). It’s not given to the team. The team are a big part of helping us set our objectives, helping us define our key results. And that helps us judge our progress on the outcomes we actually deliver rather than the IT tasks or the subsystems or how many deployments we’ve done in a day. Or, God forbid, how agile we are, which some people like to measure. So, for me, really we’ve made a huge change away from specs and formality to product teams, collaboration, iteration, and then just a laser focus on the actual outcome.

On advice for getting started with IoT data:

I think all of the projects that I’ve seen go terribly wrong is where it gets stuck in R&D or it gets stuck in IT with everybody trying and capture every bit of data. And then two years in, someone says, “What are we going to do with the data?” And that’s when someone like me normally walks through the door and says, “You’re doing it all wrong.”

So really think about what the end is, who the customer is, what the use case is, what a successful outcome looks like. Capture that data and then start to iterate from there.

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