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The Easiest way to decide if you need a Smart Home - Schneider Electric Blog

The Easiest way to decide if you need a Smart Home – HVAC Dubai Blog

I often have two stark and immediate thoughts when I enter an exotic restaurant, first whether I’ve made the right decision to experiment and second what to order from the menu. Whether to go for a smart home or not is a similar feeling and it’s exactly like tasting a dish, from that restaurant.

How is a Smart Home like tasting a dish?

  • Unless you’ve experienced and/or tasted it, you’ll never know how over the top amazing and satisfying it was.
  • There’s always a little skepticism when experimenting something new and then a sense of self-pride that kicks in “I ordered it” followed by the Instagram posts

KNX Multitouch Interface for Smart Homes

So, here’s my list of questions which will help you decide if you need a Smart Home or not

  • You are working from home and are mostly on calls?

If yes, then a Smart Home is your ultimate savior. From switching off the squeaky fan to reducing its speed or switching on the extra light just before the video call to ensure you don’t look like a ghost in the darkroom. All this while sitting on the chair or on your bed with your headphone on! Yes, you don’t move but all you do is take your phone out and press a few buttons or simply ask Alexa to do it.

  • You love to relax on the couch after a long day at work (read work from home)?

If yes, then here’s a solution to help you control your entire home while still lying on the couch. From switching off the fan of your study for which you’re getting multiple reminders to drawing the curtains which you’ve left open while returning from the balcony. Everything can be controlled while you enjoy your stay at the couch

  • Your bed is far from the fan switch?

Imagine it 3.30AM and it suddenly gets cold in the night and you’re tasked with the mighty responsibility of getting down the bed and reduce the fan speed! Sounds familiar. Worry no more, this is an act of valor which all of us have braved. No more acts of bravery, get a Smart Home, and control all your fans and lights through your phone.

  •  Your day is not complete without Yoga / Meditation ?

You definitely need a Smart Home as this is the time when you want the least disturbance and this is when Murphy’s law kicks in. This has happened to everyone, exactly at the time when you’re about to start, you’ll be asked to switch the geyser on for someone or switch the fan off since the baby is feeling cold, and more. All this will now be possible sitting on your yoga mat

  • You always felt if you could dim your living room light for a movie night or an evening get-together?

Dim it for a movie night or after a hard day at work when you just want to relax with a nice warm yellow light. Your eyes are going to thank you for this!

  • Last but not the least – You have an old home and there’s nothing new about it?

Ta-Da, There are Smart homes that will fit into your existing home without replacing any switch of your home or any new rewiring. Yes, it’s possible.

  • You’ve always been a pioneer in your group to embrace technology?

From spending hours in line to buy the iPhone or updating your Android to the latest version, if technology gives you a kick and you love to be at speed with it then this is something you should get your hands on to. Flaunt it and it’ll never cease to surprise people.

If you feel, you have a yes for more than 4 of these 7 questions then you know the answer yourself. The cost of experimentation may be cheaper than the amount you spent on your phone so that’s another reason why you should give it a try.

I’ve experienced all the above at my place without any damage to my walls or any new rewiring. Wiser comes with my recommendation, for your home. It’s a new level of convenience altogether.

Here’s to trying new things!

 


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industrial automation

How the Right Hybrid Industry Automation Integration Partner Can Minimize Project Risk

According to Fortune Business Insights, the global industrial automation market, which was valued at $157 Billion USD in 2018, is expected to reach nearly $297 Billion USD by 2026. As smart automation and digital solutions take hold, the role of industrial automation system integrators becomes more important than ever. Systems are more connected and data sharing is critical for executing end-to-end process optimization.

Systems integration is not simple work. Connecting a diverse set of applications and systems in a way that business requirements for speed and profitability are met requires the skill of experienced experts. Good systems integration also allows end users to continue to focus on their core competency of plant production safety and efficiency instead of dealing with the distractions of systems malfunctions. Having a trusted partner to implement these complicated solutions helps ensure success, delivers solutions benefits faster, and reduces overall project risk.

industrial automation

In hybrid industries, like specialty chemicals, food & beverage, and pharmaceutical, where automation systems address both process and discrete manufacturing steps, there exists the unique need to bridge information from these varied automation applications. Success in achieving a seamless automation integration in such environments requires partnering with consulting organizations and technology providers who understand the nuances of hybrid industries.

Steps to Selecting the Appropriate Hybrid Automation Partner

When we at Supertech, an automation systems integrator and certified Schneider Electric Master Alliance Partner and EcoXpert, are asked to engage in industrial automation systems integration projects, we start by sharing the insights we have gained over the last 25 years. Those insights, developed when working with customers to minimize risk and accelerate ROI, can be summarized in these three points:

  1. A turnkey systems integration approach saves time and money – A capable systems integrator should be able to go beyond simply installing their automation system. The integration of ancillary components such as sensors, transmitters, on/off valves, control valves, erection material (cables, cable trays, junction boxes, tubing, steel and pipes for fabrication), with the automation system represents a critical success factor. Coordination between customer engineers and the systems integrator is needed to properly link the electrical, piping, mechanical, and civil engineering aspects of the project. An organization that has extensive experience in deploying hybrid systems, under strict time constraints, represents an important differentiator when selecting a partner. Such a partner is capable of assuming turnkey responsibility of the automation solution, which will avoid time delays, save money, and shift the project management burden to the trusted systems integrator.

 

  1. A high degree of staff engineer technical competence is required – As the complexity of automation systems deployments within hybrid industries increases, so does the required level of instrumentation and automation systems technical expertise. End users should determine solution provider competency levels by checking on the credentials of the engineers and by asking for references of jobs completed. A few of these references should be contacted and, if possible, visited to ascertain the quality of the engineering work. Look for teams of experts knowledgeable about the benefits surrounding the advanced level functions of batch, MES, and ERP integrations. In addition, every project has its challenges–timeline delays, payments delayed, frequent changes in system requirements, and technical complications to name a few. Find out how the solution provider has performed and supported the customer when these types of issues occur.

 

  1. A systems integrator backed by a reputable global technology manufacturer lowers long-term risk – The longevity of the industrial automation systems integrator can also impact the level of success the end user will experience when implementing their automation solution. Although end users may be familiar with a global solution provider, for example, they may not be as aware of the regional systems integrator. However, the integrator tends to be the end user’s lead interface over the long term. At the manufacturer level, regional management can change quite often (every 3 years on average), but the leadership at smaller regional integrators tends to remain in place from 15 to 20 years. Such long-term relationships signify an in-depth knowledge of the environment and of relevant end-user applications. Therefore, end users who work with knowledgeable, long-term industrial automation systems integrators are subjected to less risk, fewer implementation delays, and lower project change order-related expenses.

To learn more about how automation solutions can better serve hybrid segment manufacturing business requirements, review our customer implementation projects and find us on the Schneider Electric Exchange platform, a global network of experts and peers.

 

Contributor

Yogesh Limaye, with 25+ years of experience, brings in-depth knowledge of Field Instrumentation and Design & Detailed Engineering. He is an expert in project management and advanced control systems for batch processes. He also has expertise in executing turnkey instrumentation projects, including automation, instrumentation, and installation.

Before joining Supertech, Mr Y. Limaye worked at Jaysynth Polychem, Hindustan Dorr Oliver, and Siemens Ltd. He is a graduate of the College of Engineering, Pune, with a degree in Instrumentation.

Exchange

 

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photovoltaic

How monitoring and control maximize photovoltaic benefits – HVAC Dubai Blog

The integration of renewable energy sources and storage in buildings generates additional needs for control and monitoring, not only to assure optimal operation but also to obtain a return of investment as quickly as possible.

photovoltaic

Monitor to understand your energy production and usage, detect problems early, and take appropriate actions

To understand how electrical energy is being used and how it can be optimized, owners should:

  • Track how the photovoltaic (PV) energy produced is being consumed by the loads, stored, or injected to the grid
  • Follow and analyze the trends of the PV production alongside the loads’ consumption
  • Calculate economic benefits related to the diminished consumption of energy from the grid

Asset management features should also be provided by a PV monitoring system. This should include assessment of PV system performance, detection of drifts or malfunctions, and immediate notification about faults. Also, because PV inverters can affect the power quality of the electrical installation, it is recommended that power quality disturbances be measured and followed, especially harmonics and unbalance.

Control to operate local sources and loads depending on constraints and objectives

When integrating local sources such as a PV system into a building electrical installation, control functions are often required. These functions will depend mainly on the available local sources, on the contract with the local energy supplier, and on the type of installation: grid-connected, microgrid-type, or off grid.

For example, for an installation with grid-connected PV production, the required control functions could include:

  • limiting PV production in order to not inject power to the grid
  • managing power factor at the point of grid connection to avoid penalties
  • shifting loads to the period of PV production to maximize self-consumption
  • participating in demand response, especially when storage or generators are also part of the installation

If we take the example of a microgrid type, additional control functions are required because the control system should ensure the transition from grid-connected mode to off-grid mode and vice versa, as well as the balance between electrical consumption and local electrical energy production in off-grid mode.

Using advanced analytics to optimize use of local sources

Advanced cloud-based analytics enable further optimization of the usage of local electricity production, which achieves additional economic savings.

By considering complementary criteria such as changing electricity tariffs, weather forecasts, and expected consumption, advanced analytics provide the optimal system configuration. A set point for each local source is further transmitted to the local control system.

A digital architecture fulfills monitoring, control, and optimization functions

Now, let’s review the digital architecture that can meet these requirements.

photovoltaic production

Example of digital architecture for installation with photovoltaic production

First, you need to collect input data, such as:

  • Photovoltaic production and inverter status, from the PV inverters
  • Power measurements, energy usage, and power quality data, from the power meters.
  • Information on weather conditions, such as temperature and irradiance, provided by sensors.

These data are collected using communication networks. High-end power measurement devices and PV inverters are usually connected directly through Ethernet. For sensors and other devices, gateways may be needed.

For monitoring purposes only, the data acquisition frequency can be every 10 minutes on average. But when local control functions are required, the data should be collected more frequently.

The collected data are used by an on-premises control system to operate the electrical installation equipment effectively and efficiently. Algorithms and analytics can provide optimal set points for the local energy sources and controllable loads.

The collected data also are used by on-premises or cloud-based software for visualization, analysis, and reporting.

To learn more about monitoring recommendations for photovoltaic installations integrated in buildings, watch this video on photovoltaic self-consumption.

This video is part of a series prepared by Schneider Electric’s technical communication group that addresses various aspects of PV system design, installation, and operation.  You can also download our EcoStruxure™ Power Digital Applications Design Guide.

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Coming to a Data Center Near You – Distributed, Hybrid, Tethered Edge Cloud

Coming to a Data Center Near You – Distributed, Hybrid, Tethered Edge Cloud

In 2006 at an industry event, then Google CEO Eric Schmidt introduced the term “cloud computing”, which by the simplest definition means storing and accessing data and programs over the internet instead of using your computer’s hard drive. Today, many enterprises and governments have adopted a “cloud-first” strategy, mainly because subscribing to a service provider who offers premium services is better than building and managing their own data centers.

It started with what were considered large data centers that served massive amounts of people in multiple countries. These data centers were strategically located far outside of major city limits in order to avoid network congestion (easier to get on and off of long haul fiber without going through city network hops). Next in the quest for better performance, smaller versions of cloud data center solutions migrated to the regional edge (mainly in large cities), which improved service with faster speeds and reduced latency for the dedicated, local city area they served.

Introducing the Tethered Cloud

Fast forward to 2020, when cloud-first users are demanding even better performance in the form of speed, availability, and capacity. In response, cloud providers have been developing plans to extend the centralized data center cloud stacks all the way to the “local edge” (very close to the user, maybe even on-site). This would increase speed, lower costs, and allow businesses to keep data within their own four walls, giving them greater control over that information and complying with data regulations where applicable. The goal for the local edge versions is to use the same tools, application programming interfaces or APIs, hardware, and functionality across their local edge cloud and the central clouds. Businesses would then be able to run similar IT infrastructure on-premises and offer “like for like” services.

And this is where a new mini cloud stack or “tethered cloud” is the goal, but it’s taking much longer than I and others initially believed it would. While most enterprises have some form of hybrid cloud strategy – or implementation without a strategy – many of these deployments dance around the edges (yes, pun intended), picking easy projects with limited functionality that are simple and fast but still have decent ROI. The journey for “like for like tethered cloud” has begun.

Examples of tethered clouds include:

  • Microsoft was the first tethered cloud to market with its Azure Stack. Microsoft sells the software and certified IT partners provide the physical solutions, such as servers, switches, enclosures, and UPSs, and also install and manage it. An example is the solution that Schneider Electric has put together with HPE.
  • Amazon Outpost announced a slightly different business model in December 2019. AWS is selling the hardware and service stack. Customers have the option to deploy and manage it themselves or they can pay Amazon to use a certified partner to do it for them. It provides the same services, tools, and APIs as the full AWS cloud.
  • Google is the newest entry with Google Anthos, a more open system that’s an extension of the Google cloud platform. It provides a platform based on software containers and the Google Kubernetes Engine (GKE) that enables organizations to develop workloads that can be deployed on-premise in tethered clouds or on the Google Central ClouKeyw

The benefits at the local edge

The most basic hybrid cloud means you have all of your applications or services on the same network – but your IT and software are in different locations; some of your applications run locally and some run in the cloud. When you start integrating the data plane, you get into what we call the loosely-tied hybrid clouds. The local edge applications and central core use the same data plane, which is how data is transmitted and stored. The next level of integration is the tightly-tied hybrid cloud, which is integrated in the control plane. The control plane controls the data plane and uses the routing protocols, rules, and policies that are used by all devices or nodes in the network to generate or respond to data traffic. This is essentially reproducing the central cloud services locally.

However, it most likely will not be all of your cloud services. When you have all of your cloud services the same – the exact same experience everywhere and from any device or node on the network – that is what we call true distributed local edge tethered hybrid cloud. The added benefit is you will have redundancy should you lose connection to the central cloud or the local tethered cloud.

These local edge tethered clouds will bring benefits to enterprise users like:

  • Scale IT Elastically – bursting to central core cloud when needed
  • Reduce Latency – especially valuable for time sensitive applications
  • Raise Redundancy – “like-for-like” service that mirrors those in the central cloud
  • Address Geopolitical Issues – censorship, security, privacy and data sovereignty
  • Simplify – leverage the cloud provider to design, architect, distribute, manage, and update the services.

Gaining more control over applications and data

Centralized cloud services will still play an important role, despite the need for local edge. Centralized cloud services will remain vital for provisioning, managing, and updating software and services on the tethered clouds. As different organizations face varying sets of challenges when it comes to their cloud strategy, there is no one-size-fits-all answer. However, tethered clouds give the organization different options to reduce latency, add redundancy, or take more control over its applications and data.

The future is local edge tethered clouds and it’s coming to a data center near you.

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Agility: The Heart of Great Customer Centricity - Schneider Electric Blog

Agility: The Heart of Great Customer Centricity – HVAC Dubai Blog

At Schneider Electric, we’ve made a point to organize ourselves around the concept of agility. From the ground up, from R&D onward, we have embraced agility as our guiding principle. It’s more than applying the well-known Agile methodology, it’s a mindset transformation to which we are fully committed across our business.

Within an unpredictable COVID-19 environment, we’ve seen the additional value of an agile approach to business.

Agility among colleagues

At Schneider Electric, our first priority is always to protect the health of our employees and the success and operational continuity of our customers. That means extending the agility of our employees to a greater degree, as home-office becomes standard practice. We have witnessed the speed at which teams can connect remotely and hold virtual project reviews. For employees belonging to services teams who need to be physically present at particular locations, we’ve seen how their agility has supported the continuity of business – theirs and ours.

Agility for customers

Building on our strong existing digital foundation, in fact, we’ve seen the crisis motivating further innovations that make businesses more agile. Some of those innovations, like the remote, digital Factory Acceptance Testing we’ve recently had great success in implementing (eFAT, we call it), could even become the new norm.

These innovations, which would not be possible without our embrace of Agile and agility, have been central to maintaining tight connections and meaningful relationships with our customers and keeping our supply lines running at good capacity throughout the pandemic.

Agility for partners

Another example of the value unlocked by agility can be seen in the partner model we use in our medium voltage business – a partnership model that is embedded in our company’s DNA. When we work hand-in-hand with our large global network of local partners, who in turn distribute our technologies to end users, we accept a technology transfer.  Working with partners requires agility because it is a collaboration that demands adaptation to each local environment, where our partners make the final connection with those who rely on our technologies to power their business.

Agility for trust

When I look closely at the true value that agility brings, I see that it comes down to trust. It’s our workforce relying on each other to be flexible, adhering tightly to an agile mindset. It’s our approach to building our electrical equipment and software technologies using the Agile methodology. And it’s our agility in building and maintaining strong relationships with our partners. Dedicating ourselves to agility principles opens an environment that lets trust grow and thrive – and that is the key to our success.

With the trust that comes from a foundation of agility firmly embedded in our business, I see us exiting the COVID with significant progress made throughout our organization toward a more connected New Electric World.

We maintain continuity in our operations thanks to agility, flexibility, and dedication to our customers. Our partners are at the core of our strategy, know more about our network by clicking here.

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The Challenge of Floating Production Storage and Offloading (FPSO) Projects from Design to Operations - Schneider Electric Blog

The Challenge of Floating Production Storage and Offloading (FPSO) Projects from Design to Operations – HVAC Dubai Blog

FPSO: How to accelerate developments, reduce costs, reduce staff on board and at the same time increase safety and reliability?

As we are facing a hugely challenging time in both our professional and personal lives, it is so evident that digitization is transforming our daily interactions and bridging gaps in personal connection, learning, and the way we do business. Once this storm has passed, there is the potential that we will have completely different work environment, where digital interactions will have even greater importance on the way we do business.

In Floating Production projects, the challenges are great, as we are facing a new oil price level, with the Brent reaching around 30USD.  I will not discuss why the price is at the level, there a many analysis done already, but how the use partnership with suppliers and the technology already available can transform the way FPSO (Floating, Production, Storage and Offloading) are design, build and operate.

Let’s take a look on the key FPSO Challenges:

  • Reducing costs
    • Choosing appropriate development concepts;
    • Reuse proven concepts;
    • Standardization
  • Accelerate developments Rightsizing topsides
    • 26 months from sanction to first oil (used to be 36 months);
    • Early engagement of suppliers
  • Redeploy laid up units

When analyzing costs, most of the actions have been done to standardize projects, getting some supplier early engagement and partnership and being very successful on reducing the time to first oil. But still there is a huge space of optimization. Same questions must be raised. “Are we optimizing man hours in project and design?”, “Are we engaging partners at the right time, using their expertise? “Are we being creative and using the new technologies to optimize more and more? Are been able to optimize procurement and execution?

The answer for all questions is the we are not doing enough. Standardization is fantastic as a first step, but it can block the engagement of new suppliers’ expertise and technologies. The early engagement of experts from partners and the digitalization of the design are key for project optimization and to reduce the project man hours used in the project.

Today there solid and tested tools to developed Unified Engineering & Operations across the Digital Twin(s). In the project you can:

  • Create & develop a single Information management system for the project Lifecycle comprising: Process simulations, flowsheets, data sheets, 3D models, PFD, P&IDs, Isometrics
  • Trust Correct & Updated data – no duplication of data into multiple software who don’t speak to each other
  • Allow concurrent engineering work with connected work processes

Technology unifies the asset and operations life cycle.

This unified engineering process will allow the de-silo work processes along project lifecycle, the means that from the basic design, engineering can use the same platform for the detailed design. The same platform will be used for partner to optimize design and procurement will also interface with suppliers using the same platform. this a huge time saving and man-hour optimization on the project design.

How about the construction itself? Again, the use of a unified engineering platform is key. You can reduce your staff in the shipyard, by having your partners on the hull and the topside modules construction using the same platform. You will improve safety and drastically optimized time to design approval and project management man-hour.

So, as we can see, a unified platform will reduce costs and accelerate developments, reducing even more the time to first oil, a key asset for FID (Final Investment Decision) approval and projects profitability. Also, with the use of technology and early engagement of partners experts for design optimization, you will be able to choose you will be able to appropriate development concepts and be accurate on rightsizing the topsides, again a key asset for FID and project profitability.

The power of this platform is also on the integration between design and operations with a full integrated design platform, known as Digital Twin, the FPSO built is ready to take advantage on optimization of operations.

The availability of an accurate project information will allow the operations to use easily connect the equipment information in real time. The engineering digital twin is sent over to the operator and provides instant access to the plant most up to date and relevant information. It becomes the platform on which the operator can improve its maintenance and operations by implementing visualization, predictive analytics, dynamic simulations for planning and yield optimization, connect workers with mobility solutions,

The use of predictive analytics allows a better maintenance planning, reducing the downtime drastically and reducing staff on board. The key future challenge the unmanned or less manned offshore operations. If you extend to many FPSO operations you can plan your Unified Command Centre, the will provide an integrated view, or window, into all systems and sources across the value chain.

The technology is available for connection today (fibre optics, satellite, etc..) and new developments philosophies, like the edge computing allow even the predictive analytics and asset management systems to run locally allowing an accurate local maintenance and operations decision.

Not to forget to mention that having an accurate and relevant information of your operations will provide you the basis for a key sustainability asset analysis. As all FPSO design and operators have sustainable developments goals, you will be able to apply sustainability analytics tools that will allow to measure and act in your CO2 emission targets. And with a full integrated platform that will be extended to the whole supply chain of the FPSO for design to Operations. You will be able to measure all CO2 during the whole life cycle of your FPSO, define the right development goal and to act to be sure you can reach them.

In summary in this blog is proposing you to make a brainstorming on:

  • How you are using your man-hour from design, build and operations;
  • How you accurate you have been on using the project design and operations, you have;
  • How integrated your project is through the life cycle and with your key partners;
  • How you can challenge your standardisation by applying new technologies and new project design optimization in every project, by using the right tools without increasing man-hours in project;
  • What are the internal behaviour and silos you have to break;
  • How you can deliver more safety and reliable operations while having the less man or no man onboard.
  • How you can delivery a more safety, more reliable and sustainable operations

We, Schneider Electric together with AVEVA, have been developing technology and solutions for Oil&Gas market for more then 30 years specially on the FPSO business we have experts that can help you from design to operations.

We propose 3 dimensions of integration:

  • Full connected products with a seamless and secure communication between field devices to control room (local or remote);
  • A projects integration from design to operations (Digital Twin). Edge computing to run software analytics locally and/or remotely
  • An Ecostruxure Power and Process solution. Power and Process system integration and optimization allowing asset performance management, energy and value chain optimisation.

To access more content on how the digitization of FPSOs is an essential means of reducing operational costs in offshore fields, explore our report on “Floating Innovation” hosted by Petroleum Economist.

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The Navy Needs Pirates - Schneider Electric Blog

The Navy Needs Pirates – HVAC Dubai Blog

One of the biggest myths in business today is that true innovation is only coming from smaller start-ups—those that can be nimble and take risks without having to worry about delivering immediate shareholder value. It has long been understood that innovation within a large public company is notoriously difficult. But that doesn’t mean big companies can’t innovate. In fact, a recent IBM study found that 72 percent of chief innovation officers said that larger organizations – not new entrants – are leading the disruption in their industries. Only 22 percent said that start-ups are driving change.

While big companies can innovate, there are many that just don’t know how to do it right – or simply don’t know where to begin. When a company is performing well, leading the market and earning healthy profits for shareholders, it can be difficult to look beyond earnings, and the current business, to anticipate the external threats of disruption. McKinsey estimates that by 2027, 75 percent of the current S&P 500 companies will disappear. Market disruptions often happen faster than anticipated. Take, for example, Netflix, which replaced video rentals in about 10 years—faster than anyone could have anticipated.

Large companies are changing how they innovate

It’s no longer enough for large companies to rely on incremental innovation and efficiencies to grow their core business. Companies must change how they innovate, and this requires a shift in priorities and a long-term view. Traditionally, large companies haven’t needed to look outwards to solve customer problems. But in today’s disruptive world, the key to successful innovation relies on creating an ecosystem of partners (for example, venture capitalists, entrepreneurs, government and academia) who can work together to create ideas and develop solutions. It’s no longer enough for large companies to rely on incremental innovation to grow. Companies must change how they innovate, with a long-term view.

Pirates and the Navy

Steve Jobs once famously said he’d rather be a pirate than in the navy, since pirates can avoid bureaucracy, act independently and take risks whereas the navy has strict rules to follow.

While it’s important to grow the core business, companies must simultaneously pursue a second, speedier track. To disrupt themselves or create something entirely new in the marketplace, they need to recognize the organization’s constraints and innovate at the edge with external partners.

Collaborating with entrepreneurs and external institutions can give big companies the ability to become leading innovators in their field. Entrepreneurs bring disruptive ideas and agility and large companies bring their deep customer knowledge, resources, and channels to test and scale ideas. Innovating at the edge requires time to start showing positive returns. And for large, public companies, long-term innovation can be a challenge: It can take 5 to 7 years to build a new company, and statistically only 2% of these become unicorns.

Concrete steps to take to drive innovation:

1. Show the value of startup collaboration
Fostering a broader collaborative ecosystem is a win-win scenario for startups and big companies. By partnering with portfolio companies on innovation projects, companies can accelerate speed to market, fill an offer gap or create efficiencies that have tangible results.

2. Test new markets to gain unique insights
Capturing market insights and failing faster are key benefits of working with external companies. Incubated companies can reach the market, test and pivot business models much faster than a project launched by the core business. External innovation programs can provide more accurate market insights than consultants, particularly in times of disruption, when traditional analysts may miss the mark.

3. Joint venture to gain traction faster
Up to 90 percent of startups fail, but the mortality rate for joint ventures is considerably lower at 40 to 60 percent. Backed by the resources and brand recognition of the parent companies, joint ventures can gain traction much faster than a new startup. For example, in 2019, Schneider Electric—where I work as the chief innovation officer–launched AlphaStruxure  with the Carlyle Group to change the business model by which infrastructures are being financed, built and operated. AlphaStruxure designs, builds, owns and operates decentralized energy systems that deliver sustainability, reliability, resilience and long-term savings for large energy users across the commercial, industrial and infrastructure sectors by offering an Energy as a Service (EaaS) model that enables customers to stabilize long-term energy costs and upgrade critical energy systems without capital investment. Working in a market with notoriously long sales cycles and risk-averse customers, this joint venture already has a robust pipeline of projects.

Success of the navy relies on collaboration with pirates

Some people still believe that only two people in a garage can innovate and disrupt an industry, big companies are getting better at innovating and disrupting themselves. The secret lies in having a long-term view on innovation that looks beyond the company’s four walls. This means collaborating with external partners, taking risks and having the time to experiment – and most of all, being okay with failing often. The success of the navy in the long term may just depend on collaboration with pirates.

Originally printed in Techonomy.
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6 Signs That Your Capacitor Needs to Be Replaced. technician working on equipment

6 Signs That Your Capacitor Needs to Be Replaced – hvacdxb.com Conditioning

May 26, 2020

6 Signs That Your Capacitor Needs to Be Replaced

It’s safe to say that most people look forward to the warm weather and sunshine that summer brings. It’s also safe to say there are times when summer’s scorching heat can have us seeking the cool confines of an indoor oasis – powered by our AC systems. That’s why when your AC’s small, cylindrical part that transmits energy to your AC system starts acting up, it can turn your oasis and your summer – into a sweat-soaked nightmare. We’re talking about your AC capacitor, folks. But how do you know if your capacitor is bad? To help you keep your cool (literally), we’ve got the 6 signs to watch out for to figure out if you need a new capacitor for your AC system.

1. Age is not just a number

Not in this case anyway. If your system is over 10 years old, normal wear and tear may have done a number on your capacitor and it might need to be replaced.

2. On again, off again

If you’re noticing your system frequently switching on and off or just running constantly, your capacitor could be bad.

3. Electric bill keeps climbing

Most of us know what our electric bill averages in the hottest months of summer. If you’re noticing a constant increase that keeps climbing, your system is working way too hard and your capacitor could be going bad.

4. Thermostat is set at 72

But you can never get the temperature below 78. When you can’t seem to get the temperature to a comfortable level, your capacitor may need replacing.

5. Blowing warm air

If your filter is new and your AC just isn’t blowing cool air, it’s a safe bet the capacitor is bad.

6. Won’t turn on or takes longer than normal

If it’s taking what feels like forever to kick on or just plain won’t turn on, your capacitor may have reached the end of the road.

There are some ways you can test your unit to confirm the capacitor is bad, but the truth is, it’s probably wise to consult a professional. After all, you don’t want to damage any other element of your system. If you suspect your AC system needs a new capacitor, contact the professionals at hvacdxb.com. We’ll turn your indoor oasis back into the place you can escape the scorching heat of summer. Contact us now to learn more or to schedule a service today.

Spring Checklist for your HVAC System

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What are the Best Smart Thermostats on the Market Today?

What are the Best Smart Thermostats on the Market Today?

What are the Best Smart Thermostats on the Market Today?

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hvacdxb.com – Air Conditioning Spare Parts in Dubai




Modern technology has made home management easier and more accessible, and this extends to temperature control. Smart thermostats are learning devices that internalize your family’s habits and adjust the temperature in your home based on daily activities and needs.

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Thermostats

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smart thermostatsindoor comforthome comfort

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The Navy Needs Pirates - Schneider Electric Blog

The Navy Needs Pirates – HVAC Dubai Blog

One of the biggest myths in business today is that true innovation is only coming from smaller start-ups—those that can be nimble and take risks without having to worry about delivering immediate shareholder value. It has long been understood that innovation within a large public company is notoriously difficult. But that doesn’t mean big companies can’t innovate. In fact, a recent IBM study found that 72 percent of chief innovation officers said that larger organizations – not new entrants – are leading the disruption in their industries. Only 22 percent said that start-ups are driving change.

While big companies can innovate, there are many that just don’t know how to do it right – or simply don’t know where to begin. When a company is performing well, leading the market and earning healthy profits for shareholders, it can be difficult to look beyond earnings, and the current business, to anticipate the external threats of disruption. McKinsey estimates that by 2027, 75 percent of the current S&P 500 companies will disappear. Market disruptions often happen faster than anticipated. Take, for example, Netflix, which replaced video rentals in about 10 years—faster than anyone could have anticipated.

Large companies are changing how they innovate

It’s no longer enough for large companies to rely on incremental innovation and efficiencies to grow their core business. Companies must change how they innovate, and this requires a shift in priorities and a long-term view. Traditionally, large companies haven’t needed to look outwards to solve customer problems. But in today’s disruptive world, the key to successful innovation relies on creating an ecosystem of partners (for example, venture capitalists, entrepreneurs, government and academia) who can work together to create ideas and develop solutions. It’s no longer enough for large companies to rely on incremental innovation to grow. Companies must change how they innovate, with a long-term view.

Pirates and the Navy

Steve Jobs once famously said he’d rather be a pirate than in the navy, since pirates can avoid bureaucracy, act independently and take risks whereas the navy has strict rules to follow.

While it’s important to grow the core business, companies must simultaneously pursue a second, speedier track. To disrupt themselves or create something entirely new in the marketplace, they need to recognize the organization’s constraints and innovate at the edge with external partners.

Collaborating with entrepreneurs and external institutions can give big companies the ability to become leading innovators in their field. Entrepreneurs bring disruptive ideas and agility and large companies bring their deep customer knowledge, resources, and channels to test and scale ideas. Innovating at the edge requires time to start showing positive returns. And for large, public companies, long-term innovation can be a challenge: It can take 5 to 7 years to build a new company, and statistically only 2% of these become unicorns.

Concrete steps to take to drive innovation:

1. Show the value of startup collaboration
Fostering a broader collaborative ecosystem is a win-win scenario for startups and big companies. By partnering with portfolio companies on innovation projects, companies can accelerate speed to market, fill an offer gap or create efficiencies that have tangible results.

2. Test new markets to gain unique insights
Capturing market insights and failing faster are key benefits of working with external companies. Incubated companies can reach the market, test and pivot business models much faster than a project launched by the core business. External innovation programs can provide more accurate market insights than consultants, particularly in times of disruption, when traditional analysts may miss the mark.

3. Joint venture to gain traction faster
Up to 90 percent of startups fail, but the mortality rate for joint ventures is considerably lower at 40 to 60 percent. Backed by the resources and brand recognition of the parent companies, joint ventures can gain traction much faster than a new startup. For example, in 2019, Schneider Electric—where I work as the chief innovation officer–launched AlphaStruxure  with the Carlyle Group to change the business model by which infrastructures are being financed, built and operated. AlphaStruxure designs, builds, owns and operates decentralized energy systems that deliver sustainability, reliability, resilience and long-term savings for large energy users across the commercial, industrial and infrastructure sectors by offering an Energy as a Service (EaaS) model that enables customers to stabilize long-term energy costs and upgrade critical energy systems without capital investment. Working in a market with notoriously long sales cycles and risk-averse customers, this joint venture already has a robust pipeline of projects.

Success of the navy relies on collaboration with pirates

Some people still believe that only two people in a garage can innovate and disrupt an industry, big companies are getting better at innovating and disrupting themselves. The secret lies in having a long-term view on innovation that looks beyond the company’s four walls. This means collaborating with external partners, taking risks and having the time to experiment – and most of all, being okay with failing often. The success of the navy in the long term may just depend on collaboration with pirates.

Originally printed in Techonomy 
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