As we look ahead to the second half of 2026, OEMs (original-equipment manufacturers) have a real opportunity to reset and focus on actions that provide meaningful business outcomes. The question often becomes, where exactly do we start with connected products, data, and AI (artificial intelligence)?
Dave Moelker, CEO, Twisthink, recently told me organizations frequently approach innovation from the wrong direction. Instead of starting with a business problem and working backward to determine how technology can help solve it, many begin with the technology itself and search for a use case.
“Customer expectations continue to move forward, and these technologies have arguably been in the market for a long while, and yet as an industry we are still struggling to get all that value from it,” he says. “So, it takes a very focused and intentional effort to drive into how do we do that.”
At the heart of all of this is good, clean, contextual data that humans can then use to act and get the outcomes the business is looking for. The real challenge lies in closing the gap between information and action.
Organizations can collect enormous amounts of operational data from equipment in the field, but unless that information leads to decisions, actions, and measurable outcomes, the value remains unrealized. Success depends on creating good, clean, contextual data that enables people across the ecosystem to act. That requires a deeper understanding of the environment.
“You have to slow down in order to speed up,” says Moelker.
Four Steps for the Next 30 Days
For organizations looking to gain momentum in this area of innovation, Moelker recommends focusing on four practical steps.
First, identify the business problem: This may vary from business to business. Still, universally, a clearly defined business problem creates alignment and helps ensure technology investments are connected to measurable results.
Second, map the ecosystem: Once the problem is identified, examine the broader ecosystem surrounding it. Identify who is involved, what stakeholders influence outcomes, and identify where decisions will be made.
Third, look at the data you have that surrounds the problem: OEMs often have valuable operational, service, customer, and product data that can help illuminate the problem.
Finally, fourth, find the smallest proof point: Take the first step and test those assumptions. A small proof point can demonstrate value quickly, reduce risk, and guide larger investments in the future.
For many OEMs, the installed base represents the best place to begin. Moelker says existing customer relationships provide a foundation for testing new ideas, gathering feedback, and understanding real-world challenges.
For organizations feeling stuck, a fresh perspective can often help uncover opportunities that have been overlooked, which is something Twisthink can help achieve. The key is not to chase technology for technology’s sake. Instead, focus on the business problem, understand the ecosystem, leverage available data, and take the first practical step forward.
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