There is a Tsunami of youth unemployment awaiting us at a time when we face a crisis of an ageing workforce. Surely it is time to join the dots before it is too late writes Mark Homer...

The world has never been more unpredictable, such a statement invites a variety of responses that ranges from complete agreement to denial or a more middle of the road response; possibly augmenting the discussion with words of caution or even scepticism. My own view is the world has always been unstable and unpredictable, but I do think we are heading into uncharted waters.

I suspect the majority of Service Leaders would agree that increased economic pressure, social compliance and even more operational uncertainty is ahead.

Furthermore, this uncertainty in itself is more than likely to have the greatest impact on our futures, our service industry and especially the way we work. Throughout this COVID crisis a large number of our field service colleagues have been quietly continuing to supply service and continued to maintain critical equipment to ensure the continuity of availability and supply.

Many have willingly accepted a greater personal risk to themselves going about this essential work given the potential infection risks they continue to face. We should all take the time to thank, acknowledge and appreciate their amazing contribution throughout this crisis and continue to celebrate what an interesting career it is to be in the service industry. This is exactly the time to promote just how critical the service industry is to our modern society.

 

"During this crisis, I have listened to many service leaders describing how they are deferring more routine maintenance and preventative work. Consequently, increasing their work backlog to record levels, thus increasing future demand..."

- Mark Homer. 

 

However, under the surface brews the swirling currents and early signs of a storm, a skills shortage. For the last few years I have been commentating on the rise of the Service Gig economy, the increased use of third party labour and the increasing reliance on third party contracting firms to help Service leaders smooth the peaks and valleys of fluctuating service demand.

I have been to many conferences where presenters have warned of the potential for increased widespread industry skill fade; largely due to our baby boomer generation now retiring from the global pool of available technicians and allied service trades. The continued trend to also sweat capital assets and eke out just a few more years of operational asset life before eventually total failure, parts obsolescence, lack of knowledge in the field force to service such assets and available options for final asset replacement.

Also, during this crisis, I have listened to many service leaders describing how they are deferring more routine maintenance and preventative work. Consequently, increasing their work backlog to record levels, thus increasing future demand.

I was really struck by an article in the Sunday Times by Kenneth Baker last week. Lord Baker is chairman of the Baker Dearing Educational Trust and a former UK Government Education secretary; he warns of a youth unemployment tsunami. Citing that sadly many apprenticeships that were approved this year have already been cancelled by companies, including Bentley, JCB, Netflix, Rolls-Royce and Warner Brothers.

More cancellations will follow. He makes the call for more technical training and technical skills development, calling on the UK Prime Minister, Chancellor and current Education Secretary to make changes that facilitate more courses to be available and that training is better than unemployment. He illustrates how the Government might fund this change.

As a service industry we are in desperate need of that new talent. Now is the time for us to all get involved with schemes that encourage people to join our industry.

To come together to promote the range of interesting and rewarding careers that will in turn help address both the skill fade and skill shortage that we will all likely face in coming years.

Let’s start promoting our industry, recruiting new talent and in the words of Lord Baker to train, train, train.

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Mark Homer is an independent commentator, who specialises in Digital Transformation within the Field Service Industry.

Having published a series of features based on excerpts from their latest white paper, Aquant's Edwin Pahk, has outlined the importance of field service companies measuring KPIs, now more than ever before. He has also identified for us the five KPI's he believes are crucial for service leaders to measure. Here in this bonus addition to the mini-series, Pahk concludes with an overview of the Aquant Workforce Performance Index...

 

Would You Like to Know More? www.fieldservicenews.com subscribers can access the full white paper on the button below. If you are yet to subscribe join 30K of your field service management peers and subscribe now by clicking the button below...

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In the final excerpt from this exclusive Field Service News Digital Symposium Presentation we look at how SPACE1's clever use of Artificial Intellignece could rapidly spped up the time it takes to get field service technicians out of the classroom and into the field...

Would You Like to Know More? www.fieldservicenews.com subscribers can access the full presentation by clicking the button below. If you are yet to subscribe the button below will take you to our subscription page, where you can see the range of subscription options available. 

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 In this last article in this series of excerpts from a recent white paper published by Aquant, Edwin Pahk, VP Product Marketing and Business Development, Aquant outlined the first two fo five critical KPI's field service organisations must monitor. Now in the third article in the series we look at three more crucial KPIs... 

 

Would You Like to Know More? www.fieldservicenews.com subscribers can access the full white paper on the button below. If you are yet to subscribe join 30K of your field service management peers and subscribe now by clicking the button below...

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Competencies needed to get your workforce digital ready refer not only to technology, but more importantly to people’s skills. In short, Digital Transformation is less about technology and more about people writes Julia Moeller of Si2 Partners...

“Technology is always about doing more with less, yet that combination is effective only, if you pair technology with the right human skills.”

- As quoted in the recent article by Harvard Business Review: “Digital Transformation Is About Talent, Not Technology”

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Why Do We Need Digitalization?

The storing and processing of data is increasingly being deployed by companies to increase productivity and/or revenue to build competitive advantage. It is not only about building technology capability, but normally leads to new ways of working.

This may lead to resistance from Service Engineers who have been in the field for decades, happy with the way things have been handled.

This makes it critical as you embark on your change programme and brief your team, that you clearly describe your reasoning, the „why“ behind new technology, explaining how it is not only a new way of working, but help them do a better job in a safer environment.

Why will this help the Field Technician to do a better job? If you as an employer can answer this question, your staff will be much more likely to be intrinsically motivated to not only carry new hardware, but also gladly use it. New hardware or new technology could mean the Field Service Engineer gets information needed for a warranty or repair job easier and faster, maybe find a sales brochure or digitally sign off service reports and new orders.

In order to best support your Field Technician, you as a company have to be set-up for digitalization as well. Not only does it include equipment and training for all staff, but also organizational support and the digitalization of internal processes. Most importantly, when using new tools, the Field Technician needs to be able to rely on it. There is nothing worse than standing in front of a broken machine, not being able to use your shiny new tool.

The answer is the organization has to think about the whole application up front (customer happy with access, HSE, connectivity etc). Often, I have found that a trial is essential in proving the solution to be workable.

Furthermore organizational support needs to go hand in hand with what is being promoted. For example for a client who wants to have documents signed digitally, the organization must have the processes and authorization that enables this process.

Concerning the necessary skillset needed for employees, according to the World Economic Forum the Future of Jobs Report states that active learning and learning strategies as well as creativity, originality and initiative will be more important in 2022 than they were in 2018. What is striking is that complex problem solving, critical thinking and analysis are becoming less important as more and more equipment has built in diagnostics and the capability for remote analysis. What we see is that behavioral skills such as using emotional intelligence to be able to sense what the customer needs, are being values which are on the rise.

Source: Future of Jobs Survey, World Economic Forum

 

Another, new, skill – Technology design and programming- suddenly ranges in the top 5 for 2022, however wasn’t mentioned at all in the list of important skills for 2018. Nowadays the hard skill of coding becomes very relevant, because software is contained in all technology and devices used today.

To successfully leveraging digital tools, field technician’s competencies can be summarized in three major areas: Character, Technology and Experience.

• Character; especially curiosity for learning new things and soft skills such as initiative in helping a client are important.
• Technology; in particular the interaction of mechanical, electronic and control systems is becoming increasingly critical for FSEs to understand.
• Experience; cannot always be substituted by training. Training and working with your team will be key to raising their proficiency in using your digital tool set. Although generation X and Y tend to be more pro digitization; what many fail to understand is that this group will still have to be trained in order to be successful in the field. The only difference between this generation and more experienced personnel is the way we train them.

The ‘modern learner’ appreciates peer-to-peer interaction and sharing experiences more than bosses preaching from the top. What is more; in order to get important information across, keep in mind the modern learner won’t watch videos longer than 4 minutes, unlocks their smartphone up to 9 times an hour and gets interrupted as often as every 5 minutes. Easy to understand, the modern learner is impatient and easily distracted. (Bersin and Deloitte)

In spite of this 80% of workforce learning happens via on the job interaction with peers, teammates and managers. Here, a clear vision is needed. This provides your team with clear expectations of the technical & behavioral skills they need to develop, and different learning options that suit the specific needs of team members. Often this leads to a personalized training matrix for each team member, which should be reviewed on a yearly basis.

In conclusion: Lead by example, share experiences, give sufficient organizational support and of course the right hardware you will give your Field Service Engineers the right competencies needed to be digital ready!

If you would like to know more about how to get your Field Service team ready for the digital age, then please contact Julia Moeller @ julia.moeller@si2partners.com

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Further Reading:

• Read more about Digital Transformation @ www.fieldservicenews.com/blog/tag/digital-transformation
• Read more about Managing the Mobile Workforce @ www.fieldservicenews.com/blog/tag/managing-the-mobile-workforce
• Read FSN more articles from the team at Si2 Partners @ www.fieldservicenews.com/hs-search-results?term=si2+partners
• Connect with Julia on LinkedIN @ www.linkedin.com/in/julia-moeller/
• Follow Si2 Partners on twitter @ twitter.com/si2partners

Microlise are an organisation committed to developing technology solutions that help operators to manage and reduce risk while safeguarding drivers and other road users as they recently announced... 

At Microlise we're committed to developing technology solutions that help operators to manage and reduce risk while safeguarding drivers and other road users.

 

The Importance of Field Service Engineer Safety

If like many operators, you are beginning to focus on getting your fleet Direct Vision Standard-ready, the Microlise ClearVision multi-camera solution, which integrates with our telematics platform, will provide the visibility and peace of mind you need to safeguard your company reputation, your drivers, and other motorists, cyclists and pedestrians.

ClearVision provides a big-picture perspective of what’s happening to, in, and around your vehicles at any point in time and when combined with other ‘Safe System’ components, allows you to manage a DVS-complaint fleet.

A nearside vehicle sensor system alerts drivers to the presence of vulnerable road users, while an audible vehicle-manoeuvring alert on the same side of the vehicle warns road users when the vehicle is turning left. Pictorial stickers provide an important visual alert, highlighting various danger spots and potential hazards around the vehicle.

However the Microlise offering extends far beyond DVS requirements with options for offside, rear and driver- facing cameras recording footage that is downloadable through integration with Microlise safety solutions.

According to Stephen Watson, Product Director, “The Microlise Clear Vision solution protects drivers and improves safety outcomes for everyone on the road including the most vulnerable of users.  An in-cab screen displays footage from nearside, offside and rear blind-spot cameras. Activation of the nearside / offside cameras are triggered through the indicators, while engaging reverse gear activates the rear camera.”

“The system also supports road-based incidents, accident reporting and driver performance management by utilising high-speed mobile networks and state-of-the-art file compression to record and transmit video clips immediately prior to an incident or in the case of a near miss.”

“While DVS compliance will loom larger on everyone’s radar as we count down to March 2021,  an overarching safety solution goes far beyond it  - enabling driver peace of mind, strengthening safety culture, protecting organisations from malicious claims and improving outcomes for everyone on our urban and rural road network “ concluded Watson.

Driven by safety to provide industry-leading, integrated fleet technology, Microlise is the UK market leader across HGV telematics, with a current installed base of over 500,000 global assets. The company works with many of the transport industry’s leading operators, including 14 of the UK’s largest retailers and with industry heavyweights such as MAN Truck & Bus, Knorr-Bremse and JCB

 

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Further Reading:

• Find out more about Microlise Clearview @ www.microlise.com/fleet-management/fleet-camera-systems
• Read more about Fleet Management and telematics @ www.fieldservicenews.com/telematics
• Read more about Digital Transformation @ www.fieldservicenews.com/digital-transformation
• Read more about Managing the Mobile Workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• Follow Microlise on twitter @ twitter.com/Microlise

 

We are all living in completely unknown times. The past couple of months has seen so many changes to the way that we work, rest and play; none of which we would have realised would have such profound effects on us all. For people in services, it has been extreme beyond all measure explains Martin Summerhayes...

 

Speaking to customers and partners, it is clear that many do not know why they are feeling the way they are. Some are feeling angry. Many are feeling frightened.  A few are in denial about the current situation. A small minority are feeling that this is only a short term situation and everything will return to “normal”, whatever, they may describe as normal.

 

Managing the mobile workforce during covid-19

It reminded me of the “Change Curve of Loss” that I was taught a number of years ago and have used on many change programmes. So, what is this curve? The theory is based on a model originally developed in the 1960s by a psychiatrist, Elisabeth Kubler-Ross, to explain the grieving process. Since then it has been widely developed as a method of helping people understand their reactions to significant change or upheaval.

It is such an extraordinary time; that I took some time to refresh myself on what the model describes. The model, in its simplest form, has four stages associated with it. These stages are:-

• Stage 1 – Immobilisation and Denial
• Stage 2 – Anger and Bargaining
• Stage 3 – Depression and Testing
• Stage 4 - Acceptance

Note: Since writing this article, the HBR – Harvard Business school, has published an article on the same subject, details of which can be found at the end of this article.

So, what do these stages describe? Before we jump in. let me ask you to spend a moment, just a moment, to write down on a piece of paper, the word or phrase of where you are feeling in the current situation. It will help guide you through the detail, for you to know where you are in the “change curve”. Please be aware, there is no right or wrong answers to any of this and this is only a guide. Let, me explain the stages and the details behind them:-

Prior to Stage 1 - Stability

Prior to the onset of Covid-19, we were working, living and experiencing relative stability in our lives, our work and our social surroundings. Yes, there were challenges, but for many; we were living in relative stability. Then came the announcements of virus infections; illnesses; deaths; closure of services; restrictions on movement; social distancing and finally; lockdown in your own home. Within a relatively short timescale, a bow wave of significant changes and upheavals hit us all, all effecting us in different ways. How these have affected us, then follows the four stages….

 

Stage 1 – Immobilisation and Denial

This is the “rabbit in the head lights moment” where we go “OMG” what on earth is happening. This stage occurred just prior to and at the point of the lockdown, here in the UK.

• Immobilisation: We suddenly feel immobilised. Full of fear. Confusion sets in. We feel overwhelmed with the news and the social media “storm” that ensued.
• Denial: Next comes denial. We saw that as soon as the government announced restrictions, with some people ignoring them and continuing to meet up and get together. “Its’ not going to happen to me Gov”, was the argument.

 

Stage 2 – Anger and Bargaining

This is where another aspect of our view of the world kicks in. We kick back, feeling anger at the situation. Our “fight or flight” base feelings kick in at this stage.

• Anger: Anger at the loss of freedom. Anger at the loss of liberties, the freedoms we all had. “Why me” is often cited at this point. Often, the anger can be expressed in physical means, striking out, or trying to discharge the emotional turmoil.
• Bargaining: Strangely enough, next comes bargaining. This is where you try to minimise the impact. “If only I do this or that, then the situation will not affect me.”

 

Stage 3 – Depression and Testing

This is the lowest ebb in the change curve. Being aware you are in this stage, is a good starting point to trying to understand, cope and deal with it. None of us are professionals in mental health, so if you feel that you are not coping well, please reach our to friends, colleagues, loved ones, family, or contact the NHS for support.

• Depression: If the change curve of loss is followed in sequence, then this is the next phase. This is where the sense of loss and frustration turn inwards. “Why me” is often spoken of. If you considered before this situation, 1 in 5, yes, 1 in 5 adults in the UK had experienced some form of stress and potential depressive episode, during their working life; you can only imagine the numbers that may enter this stage over the next few weeks.
• Testing: This is where you start to lift out from the depressive phase. It is where you start to test the “new norm”. Where you begin to try new alternatives. Perhaps it is walking. Perhaps it is exercise. Perhaps it is Skyping a friend or relative.

 

Stage 4 - Acceptance

This is where you feel that normality is returning. It is not going to be the same normal as what there was before; but we have a fantastic ability to adapt.

• Acceptance: This final stage is where you respond to the change realistically.
  
  

That acceptance of the new norm is, in fact “normal”.

It is important to recognise that we are all going through this “Change Curve of Loss” over the coming weeks.

Our customers. Our partners. Our field engineers. 

How quickly we go though this change curve and to the depth of curve cycle, is going to be personal for each one of us. How people recognise and understand that it is perfectly natural to feel this way; how well individuals respond to the changes as they occur and how quickly they move into the acceptance phase, is all personal. I would encourage us all to take the time to be thoughtful of others. To take a moment of kindness and reflection in this uncertain time. We will come out of this period of uncertainty. We are, after all, human.

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Further Reading:

• Read more articles by Martin Summerhayes @ www.fieldservicenews.com/martin+summerhayes
• Read more articles on health, safety and wellbeing in service @ www.fieldservicenews.com/healthsafety
• Read more articles on managing the mobile workforce @ www.fieldservicenews.com/managing-the-mobile-workforce
• The HBR article referenced in the article can be found @ hbr.org/2020/03/that-discomfort-youre-feeling-is-grief
• Read NHS Support on mental health @ www.nhs.uk/using-the-nhs/nhs-services/mental-health-services/ 

A specialist recruitment platform initially conceived to help fill the service talent gap took on a new significance as an urgent post calling for medical technicians meant the project was fast-tracked to market. Mark Glover uncovers the story behind ServiceMax's Field Service Finder and its extraordinary five-week turnaround.

 

We are living and working in unprecedented times. All aspects of life are being affected by the pandemic: work, travel, holidays, live sport on TV.

Covid's Impact on the field service workforce

Of course the return of football is rather trivial compared to the health and financial impact this virus is having. As I type, news feeds are reporting Germany’s dip into recession. Indications this normally robust economy is wobbling will send tremors across the rest of Europe and beyond. In the UK, a financial crash is said to be inevitable and in the US the economy is showing significant signs of a downturn, fuelled in part by 26 million Americans losing their jobs as companies take actions to reduce bottom lines.

In service, technicians hardest hit are those in industries locked-down such as hospitality and retail. It means many have been furloughed or made redundant.

It’s another blow to a recruitment pool that has historically always struggled to attract and identify new talent. Field service positions are specialist, they require knowledge across a range of skills and are difficult to fill even without a global pandemic. Service - and I appreciate I’m sweeping broadly here - essentially exists to fix things, but it requires a highly-skilled and technical workforce to do so.

It wasn't always like this however. Post-war optimism and the 'baby-boomers' generation flooded the blue-collar market learning trades that secured a job for life. Now, the US, like the UK, are today seeing a large chunk of their workforce drop off as this generation retire. This decline has left an alarming employment gap that might not be an abyss, but with the advent of Covid-19, it’s looking a lot deeper than before and some sectors are feeling the pinch more than they ever have.

However, for the medical and biotech industries, there are challenges not in reducing staff numbers but significantly increasing them to cope with accelerating service requests.

Medtronic are a medical device manufacturer who have seen a substantial increase in demand for equipment such as ventilators which has in turn increased the need for service technicians to install and fix them. Theirs is a specialist field and even before the pandemic, finding those with appropriate experience and knowledge to service the assets was difficult.

"The site went live on May 4, the result of an extraordinary five weeks of development, testing and refining and more testing..."

As part of a recent recruitment drive the firm reached out on LinkedIn, publishing a post that directed people to their specialist vacancies, hoping it would touch a niche slice of a workforce they desperately needed to engage. The post was noticed by ServiceMax’s Stacey Epstein. “It was something of an urgent plea for volunteers and skilled workers to visit their own internal career page because they were desperately needing help,” she tells me over a Zoom conversation one afternoon, a week after the firm's most recent product launch. 

ServiceMax's Field Service Job Finder is a platform connecting talent with demand across critical industries but even before this pandemic, the project had been in the pipeline for a while, an idea sparked by the aforementioned issues in service recruitment and confirmed following a piece of research from Forrester Consulting, commissioned by ServiceMax looking into the drivers of digital transformation in service.

Consulting 675 decision makers globally the research revealed, rather shockingly, that 97% reported challenges in sourcing talent with 49 % citing challenges identifying candidates who have the required knowledge and expertise. The issue was obvious but how to negate it?

ServiceMax and their customers straddle an array of industry verticals so they already had the audience (or “eyeballs”, Stacey says) for such a platform, however they needed to find the right partner who could provide the infrastructure.

Krios already ran their own recruitment portal. The site is tailored for the gig economy linking freelancers to a range of requests covering graphic design, translation services and web design; a blueprint similar to ServiceMax’s idea but on a different level of vocation. The two firms met, Krios were able to commit and the project quickly spun into action. The site went live on May 4, the result of an extraordinary five weeks of development, testing and refining and more testing. It was much earlier than was planned - but sparked by Medtronic’s post, the relationship the two had anyway (Medtronic are a ServiceMax customer) and the impending pandemic - the site was fast tracked to market. “It was literally seeing that request on LinkedIn,” Stacey explains, “and knowing it was a customer and that we’d already been talking about what we could be doing to help our customers with the skilled worker gap issue, we said, ‘we’ve got to do it now.’”

There are plenty of Medtronics out there, struggling with a challenge the likes of which they have never experienced and conversely, never planned for..."

So they did. To date, traffic has been steady with over 4,000 new users and exceeding 7,000 page impressions and while the majority of users are US-based the site is seeing traction globally being viewed in over 40 countries.

I suggested to Stacey we keep in touch, that I would like to monitor the site’s progress. Beyond the user metrics, I said, it would be interesting to see what comes to the surface after a month or so; to see what service companies are now looking for. It could offer a clear barometer of where service recruitment is, what jobs are available and what skills are being asked for – a glimpse of the new service workplace as the pandemic leaves its legacy.

But for now, this was a project that came from a glance at LinkedIn and a realisation what affect this pandemic was having. Stacey tells me when she saw the post she was pretty sure Medtronic would probably not be the only firm blinking in this new Covid dawn. Sadly, she’s right. There are plenty of Medtronics out there, struggling with a challenge the likes of which they have never experienced and conversely, never planned for.

COVID-19 is unprecedented and changing the very fabric of what we once knew as ‘normal’. For service to survive – and eventually thrive – it needs to pivot and flex; to absorb and react. This starts at the ground - in recruitment and the next generation.

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Further Reading: 

• Read more about recruitment in service @ www.fieldservicenews.com/recruitment
• Read more about Covid-19 in service @ www.fieldservicenews.com/covid
• Read more about more about empowering field workers @ www.fieldservicenews.com/blog/tag/managing-the-mobile-workforce
• Read more about ServiceMax's Field Service Finder @ https://www.fieldservicefinder.com/
• Read more about Medtronic @ www.medtronic.com 

Frost & Sullivan’s recent analysis finds the integration of 5G in Industrial Internet of Things (IIoT) systems will accelerate the realisation of Industry 4.0., a key building block of service mobility progression.

Wide-spread 5G adoption can benefit field service mobility

While the application of 5G-enabled IIoT is currently limited to quality inspections, supply chain management, and generic machine control, key system manufacturers are actively exploring other areas in industrial operations where the benefits of 5G connectivity can be leveraged for process optimisation and increased automation.

"Incorporating 5G in IIoT devices will enable low latency, increase data throughput, and reduce operation time, thus leading to improved overall process productivity,” said Mogana Tashiani, Frost & Sullivan Technical Insights Research Analyst. "Apart from enhancing the automation of industrial operations and control, 5G-enabled IIoT devices can also minimise the complexity of supply chain networks and warehouse management, helping businesses to efficiently operate in dynamic business environments."

Service leaders will be keeping a close eye on the the roll-out of 5G as widespread coverage should enhance technicians' mobility and bolster current practices such as remote working in the wake of the Covid-19 pandemic. 

Tashiani added: "5G will play a key role in ensuring the sustainability of businesses in the wake of the COVID-19 pandemic. The low latency will aid in managing the high traffic to e-commerce by improving network accessibility at a faster pace, accelerating online purchases and order placements. Furthermore, 5G-integrated IIoT devices have the potential to disrupt traditional on-site job functions through remote working and virtual meetings. COVID-19 has led to a massive shift to remote working to maintain business operations on par with on-site job operations."

Key sectors that can leverage the growth opportunities from 5G-integrated IIoT include:
Banks, Financial Services, and Insurance: The BFSI sector deals with millions of transactions every day and most of them are mundane and repetitive. 5G-integrated IoT devices and systems allow transactions to be completed and recorded at a faster pace, increasing accuracy by reducing human errors in the process, thus improving the overall productivity of the system.
Retail: Businesses in the retail sector can automate in-store transactions with 5G-ready radio-frequency identification (RFID) tags, which can be attached to items or shopping carts to facilitate autonomous check-out in brick-and-mortar stores, leading to unmanned/cashier-less stores.
Automotive: 5G facilitates data transfer among AI algorithms, sensors, and mechanical parts to navigate self-driving or autonomous vehicles. In addition, 5G-enabled vehicles establish a connected system in which real-time data transferring and receiving can be achieved conveniently and effectively. Apart from vehicle-to-vehicle communication, interaction with traffic system is possible with 5G technology, which enables data transmission beforehand to achieve practical navigation for certain road conditions.

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Further Reading:

• Read more information on Frost & Sullivan's report, Role of 5G Communication Revolutionising Industrial Internet of Things, @ https://go.frost.com
• Read more about 5G usage in service @ www.fieldservicenews.com/5g
• Read more about mobile computing in service @ www.fieldservicenews.com/mobility
• Read more about more about empowering field workers @ www.fieldservicenews.com/blog/tag/managing-the-mobile-workforce
• Read more about digital transformation @ www.fieldservicenews.com/blog/tag/digital-transformation