2 Aug 2024
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Mike Boland
AWE Talks: The Realities of XR Adoption
AWE USA 2024
Welcome back to AWE Talks, our series that revisits the best of AWE’s conference sessions. With AWE USA 2024 recently concluded, we have a fresh batch of footage to keep us busy for weeks to come.
We continue the action this week with a look at the present and future of XR headsets. What needs to happen before XR reaches its holy grail of full cultural embrace and ubiquity? A panel of XR players weighs in.
See the summarized takeaways below, along with the full session video. Stay tuned for more video highlights each week and check out the full library of AWE USA 2024 sessions on AWE’s YouTube Channel.
Speakers
Tim Bajarin
Anna Nilsson
Said Bakadir
Jason McGuigan
– When it comes to XR devices and their adoption dynamics, the industry continues to experiment.
– After years of "kitchen sink" devices like Magic Leap 2, we're starting to see more focus.
– In other words, there are more purpose-built approaches like Xreal Air 2 and Ray-Ban Metas.
– This will apply to the enterprise as well, says Lenovo, with varying approaches and form factors.
– Qualcomm agrees, adding that dedicated compute resources are critical for performance.
– That can be standalone processing (Qualcomm's XR chipsets) or split processing (AR chipsets).
– The former is needed for highly-immersive devices while the latter is optimal for smart glasses.
– Back to enterprise, it's all about assessing needs before proposing a given XR approach.
– Various flavors of XR map to use cases like immersive training, AR guidance or productivity.
– Besides finding the right product/market fit, it's all about quantifying the ROI with tangible metrics.
– The latter can include KPIs like time saved, errors/injury/waste reduced, and bottom-line impact.
– But beyond ROI, sometimes it's not about the tech or its effectiveness but rather organizational inertia.
– For example, supplanting the ways that businesses do things is a big ask, organizationally speaking.
– Here, we're talking about the art of change management. It's more about comms and HR than XR.
– For the same reason, it's often easier to start from scratch with an organization than to break habits.
– For example, it's better when XR occupies new training programs, rather than replace old ones.
– Other enterprise XR success factors include offering a fully-baked cake versus ingredients to bake.
– Here, it's all about making the IT department happy, as they can be your friend... or your enemy.
– For the same reason, make XR programs cross-format so they're operable on XR devices and PCs.
– This not only breeds optionality but lets programs scale across existing hardware in a given company.
– Lenovo has also found success in XR training programs where there's high scale and high turnover.
– This is simply because XR's ROI points are pronounced when there are so many people to onboard.
– For example, the QSR industry has 150% turnover and has to train thousands of people annually.
– Lastly, AI could further ease enterprise XR adoption and implementation by automating UX creation.
– For example, XR training can utilize AI agents, rather than manually creating pre-ordained sequences.
For more color, see the full video below...
Want more XR insights and multimedia? ARtillery Intelligence offers an indexed and searchable library of XR intelligence known as ARtillery Pro. See more here.
Speakers
Tim Bajarin
Anna Nilsson
Said Bakadir
Jason McGuigan
– When it comes to XR devices and their adoption dynamics, the industry continues to experiment.
– After years of "kitchen sink" devices like Magic Leap 2, we're starting to see more focus.
– In other words, there are more purpose-built approaches like Xreal Air 2 and Ray-Ban Metas.
– This will apply to the enterprise as well, says Lenovo, with varying approaches and form factors.
– Qualcomm agrees, adding that dedicated compute resources are critical for performance.
– That can be standalone processing (Qualcomm's XR chipsets) or split processing (AR chipsets).
– The former is needed for highly-immersive devices while the latter is optimal for smart glasses.
– Back to enterprise, it's all about assessing needs before proposing a given XR approach.
– Various flavors of XR map to use cases like immersive training, AR guidance or productivity.
– Besides finding the right product/market fit, it's all about quantifying the ROI with tangible metrics.
– The latter can include KPIs like time saved, errors/injury/waste reduced, and bottom-line impact.
– But beyond ROI, sometimes it's not about the tech or its effectiveness but rather organizational inertia.
– For example, supplanting the ways that businesses do things is a big ask, organizationally speaking.
– Here, we're talking about the art of change management. It's more about comms and HR than XR.
– For the same reason, it's often easier to start from scratch with an organization than to break habits.
– For example, it's better when XR occupies new training programs, rather than replace old ones.
– Other enterprise XR success factors include offering a fully-baked cake versus ingredients to bake.
– Here, it's all about making the IT department happy, as they can be your friend... or your enemy.
– For the same reason, make XR programs cross-format so they're operable on XR devices and PCs.
– This not only breeds optionality but lets programs scale across existing hardware in a given company.
– Lenovo has also found success in XR training programs where there's high scale and high turnover.
– This is simply because XR's ROI points are pronounced when there are so many people to onboard.
– For example, the QSR industry has 150% turnover and has to train thousands of people annually.
– Lastly, AI could further ease enterprise XR adoption and implementation by automating UX creation.
– For example, XR training can utilize AI agents, rather than manually creating pre-ordained sequences.
For more color, see the full video below...
Want more XR insights and multimedia? ARtillery Intelligence offers an indexed and searchable library of XR intelligence known as ARtillery Pro. See more here.
