Bonjour, Voici la revue de presse IoT/data/energie du 10 avril 2017. Je suis preneur d'autres artices / sources ! Bonne lecture !

1. Revue de presse IoT / Data / Energie du 10/04/2017
Bonjour,
Voici la revue de presse IoT/data/energie du 10 avril 2017.
Je suis preneur d'autres artices / sources !
Bonne lecture !
1. Why every company needs to run like a software company
2. Frédéric Crampé & Beebryte
3. GNRC Perspective: 3 key questions on the future of our energy system
4. Why the Energy Industry Needs to Overcome Its Digital Reluctance
Why every company needs to run like a
software company
The new breed of digital players 'attack the companies where they are weakest, that is in
software applications.'
By Joe McKendrick for Service Oriented | April 8, 2017 -- 16:28 GMT (17:28 BST) | Topic:
IT Priorities
Business continuity is vital to business success, and in today's interconnected world,
virtually every aspect of a company's operation is vulnerable to disruption. Some risks
could take your business offline for days, but in a competitive even of a...
If software is eating the world, then every company is becoming a software company. It
doesn't matter if you manufacture tires, generate electricity, or provide health services.
Software-driven competitors are ready to eat your lunch.
That's why every business needs to learn to get into the software business, providing new
types of opportunities -- and challenges -- for IT managers and professionals, as well as
for the business at large. Karl-Heinz Streibich, CEO of Software AG, has seen this
evolution commencing among his own enterprise customers across the globe, as they
begin the journey to digital, I sat down with him at last month's CeBIT event to discuss
the road ahead.
The first point Streibich raises is look at the new breed of companies entering and
disrupting markets across the business spectrum. They are software companies in every
sense of the word, technology-driven through and through. "All the digital disruptors are
software companies, and they are basing their business models on software platforms,
and these software platforms are much more agile," he states. An essential piece of this

2. development is the rise of the Internet of Things, in which organizations are connected to
a wide array of devices and products, providing intelligent views and insights on a
continuous basis.
Ultimately, these software-driven disruptors are "throwing a wedge between the
companies and their customers," he continued. "For the first time in the history of any
company that exists today, there's a threat that takes away all your customers, that
throws a wedge between a company and its customers,"For example, Alibaba, which
operates a digital-driven global distribution an e-commerce network, supports about $60
billion transactions a year, and has "separated 500 million consumers from 50 million
businesses."
The new breed of digital players "attack the companies where they are weakest, that is in
software applications." "Digital companies already have a microservices oriented
architecture, while existing companies have an IT application silo that is inflexible, not
agile, inflexible -- a nightmare," Streibich observes, citing the example of an energy
company that requires 1,200 people for its ERP applications. "They barely manage to
keep it stable. How can they compete with a digital company?" Digitally savvy companies
can do everything traditional companies do, but at a much faster speed, even in real time.
"The dilemma of established companies is that in the new digital business model, the
classic company needs has to be written in software. Not on paper, not hardware wise,
but in software. That means this is a complete new media for classic companies."
As a result of these competitive threats -- and the need to make the shift to software to
meet them -- organizations are looking to their IT talent for not only expertise, but
leadership as well. CIOs, for one, "became the coordinators of outsourcing, the
coordinators of implementing standard software, over the past one to two decades,"
Streibich says. "First, there was a data center focus, then a middleware focus, Now in the
real-time economy, we have a new platform, and that is the IoT platform." He also
advocates that the chief operating officer's role transform to that of chief digital officer.
For corporate leaders -- be they from the business or the IT side -- evolving into a
software company means new modes of operating -- there are notable differences
between the way a traditional product company operates and the way a software
company operates, Streibich says. "In classic industry, you are very asset oriented, and
assets only scale when you have mass production," Streibich explains. "In the software
business, scalability is a different thing. In software, we can offer something in the cloud,
that can be used by everyone."
While digital enterprise and cloud computing are inextricably linked, Streibich says there
will always be a need for an on-premises IT organization to identify, provision and manage
technology -- be it from the data center or from the cloud. "The question is, will
organizations have their own infrastructure? They have to," Streibich explains. "As
companies become software companies, how can they abandon the IT infrastructure?
What they will use is more and more standard cloud services, and they will use hardware
infrastructure as a service."
Frédéric Crampé & Beebryte

3. Source URL: https://medium.com/thebeammagazine/after-a-career-as-a-rocket-
scientist-at-nasa-fr%C3%A9d%C3%A9ric-cramp%C3%A9-became-an-entrepreneur-
and-investor-5421d22ee21
​In more and more countries, large energy consumers
can buy their electricity on the spot market where price
varies at any point in time.
After a career as a rocket scientist at NASA, Frédéric Crampé became an entrepreneur
and investor in the energy sector. From engineering to business development, from
project finance to private equity and general management, Frédéric Crampé has done it
all. He recently founded BeeBryte, a startup at the nexus of energy management, IT and
cleantech.
Hello Frédéric Crampé and thank you for taking the time to talk to The Beam. Can
you tell us a little bit about yourself. Where does your commitment for the
environment comes from?
​In the late 90’s at NASA I used satellite instruments to study the earth, especially natural
disasters and climate change. It was frightening to see how fast the ice caps were melting
for instance.
From then on, I decided to focus my career on serving the environment and developing
cleaner energy solutions. Although I later shifted from engineering to business
development and strategy then finance, I’ve remained committed to contributing to the
energy transition.
As an entrepreneur, I spent about 10 years bringing renewable energy and energy
efficiency to developing countries in Asia. It was exciting and rewarding yet quite
challenging! I guess I love action and cannot stop!
I founded BeeBryte, my latest startup, with my business partner Patrick Leguillette in
2015. We’re based in France & Singapore and have now a team of 21. The company is
intending to become a leader in energy intelligence solutions for commercial & industrial
buildings. Our goal is to make buildings use less electricity and become smarter.
I’ve read that you are developing a cloud-based energy intelligence software which
is expected to reduce utility bills by up to 40 per cent. How is this possible?
​Our cloud-based Software-as-a-Service controls in real-time both batteries (that we install
in the buildings) and existing heating / cooling equipment (e.g HVAC) to benefit from the
cheapest tariff and deliver up to 40% utility bill savings.
We temporarily shift heating/cooling loads and use batteries as energy buffers to
desynchronize the purchase of electricity from its consumption in a building,
minimize energy costs without affecting occupants’ comfort,
and maximize self-consumption from onsite generation (e.g. rooftop Solar PV).​
We have a solution that helps large energy consumers buy more electricity from the grid
when it is cheaper and less when it is expensive.

4. What do we call “energy intelligence” and what’s the role of your company in the
process?
Thanks to a combination of affordable solar panels, batteries and internet connected
building automation systems, energy users can now modulate the use of controllable /
flexible load (e.g HVAC), release stored energy to meet a portion of the building load,
reduce/increase its consumption of grid power according to price signals and capture the
rewards by optimising electric service consumption and cost while conducting business
as usual and not affecting comfort levels.
However to capture this opportunity, one needs an energy intelligence solution using data
analytics to create significant economic value. And that’s where BeeBryte comes in.
We add value at three levels by facilitating the integration of renewable energy, helping
customers lower their energy costs while increasing their power supply security and
making the power grid more reliable and resilient.
By which mechanism does your system allow the customer to save energy?
​BeeBryte’s Energy Intelligence solution optimises energy consumption by maximising
self-consumption from onsite generation (e.g. Solar PV), capturing electricity price
arbitrage opportunities, reducing network charges (peak-shaving) and bringing services to
the Grid (e.g. demand-response).
This requires very complicated calculations to be made in real-time to define the optimal
control strategy. We take care of it. With our solution in place, building managers are freed
to focus on other cost-cutting strategies.
Our technology combines proprietary trading algorithms, cloud computing, and predictive
analytics to offer dynamic energy optimization services fully integrated to the Internet of
Things (IoT).
If I understand well, people will be able to buy and sell the energy through your
system? How does it work?
​In more and more countries, large energy consumers can buy their electricity on the spot
market where price varies at any point in time. We make sure they buy at the right time.
In other places, BeeBryte is partnering with electricity retailers who are buying energy on
the wholesale electricity spot market and then supplying it at flat rate (or on/off peak tariff)
to their customers.
By installing BeeBryte’s solution in their clients’ buildings, electricity retailers can generate
new revenues using their customers’ flexibility to buy energy at the cheapest price and to
sell new grid services. It is for the electricity retailer a new hedging mechanism leading to
higher margins.
Then, they can engage and retain their customers by sharing a portion of these savings
through discounted rate plans. ​It is a win-win situation!.
How is your product different than the others?

5. ​Most of our competitors are primarily focused on peak shaving, whereas BeeBryte’s
solution is the only one that can stack multiple services (arbitrage, peak-shaving, grid
services) and offer advanced real-time price arbitrage capabilities that are interoperable
with any tariff structure.
This patent-pending invention alone allows BeeBryte to extract 35–40% additional value
than competitors in highly volatile real-time-pricing markets.
Some of the competitors have the capabilities to control batteries and others developed
solutions to manage electric equipment. However, what is really needed is the
combination of both to leverage demand-side flexibility at its maximum. That’s where
BeeBryte really differentiates itself.
BeeBryte is supported by INTEL and has operational projects in France, Ireland and
Singapore. We also just signed a contract with the City of Paris, which is quite exciting!
Interview by Anne-Sophie Garrigou
GNRC Perspective: 3 key questions on
the future of our energy system
Source URL: http://www.moneycontrol.com/news/features/gnrc-perspective-3-key-
questionsthe-futureour-energy-system_8735321.html
When we plug an appliance into a wall socket or fill our cars with petrol, we probably
don’t stop to reflect on the remarkable changes in energy technology over the past
century that have made this possible. Energy in the coming decades will look very
different. But how?
The concept of the “energy triangle” is now well known. One side of the triangle: the
energy system must deliver access to safe, secure and reliable energy. Another side: the
price must be affordable. The final side: the environmental impact should be sustainable.
A modern energy system must deliver on all the three dimensions.
The energy system that evolved during the last century has largely achieved its primary
goal of enabling substantial economic growth. However, the triangle is out of balance for
different reasons in different places. For about two billion people, access to progressive
energy solutions is still not available. In several geographies across the globe, affordability
is still an unresolved issue. And in most countries the environmental impact is beyond
what we can sustain, especially as world population heads towards a projected nine
billion people.
The effort we are now putting into developing energy technologies is typically directed at
least as much at reducing environmental impact as improving affordability and access.
Renewables and electric vehicles, in particular, offer an opportunity to strengthen the third
side of the triangle.
However, in thinking holistically about how we want our future energy system to look, we
need to look beyond the energy triangle at another set of three critical considerations.

6. First, what will be the social impact of future changes in the energy sector?
Part of this question is related to affordability. New technologies for distributed energy
generation – along with new financial models to reduce the risks of investing in them –
could finally bring cheaper, cleaner energy within the reach of everyone on the planet.
The changing nature of jobs in the energy sector will also bring about social
transformations. As with many sectors, we can expect automation to put some people
out of work.
But higher-skilled jobs should also be created – for example, in programming and
operating more intelligent energy systems. These new jobs should also offer better health
and safety: remotely supervising robots as they perform dangerous tasks that were
previously done by humans.
The location of jobs in the energy sector is changing. This reflects changes within specific
sectors – for example, as the balance of oil production becomes more spread out around
the world, jobs are being created beyond traditional regions. Meanwhile, deployment of
renewable forms of energy is enabling local job creation in the many geographies where
the new installations are being built and maintained.
It will also reflect the battle for competitive advantage in emerging sectors. China has
already established a lead on solar production, and the race is on to become the global
leader in battery technology that will enable grids to make more use of renewables.
Alongside global shifts in job creation will come the second critical consideration –
differing financial impacts around the globe.
Initiatives like Saudi Vision 2030 reflect how oil-producing countries have recently
appreciated the urgency of reducing their budget dependency on energy revenues. The
trend towards there being more sources of energy in more places around the world looks
likely to continue.
It is not only governments of energy-producing countries that will have to rethink their
budgets, though. Some OECD countries bring in more tax revenue by taxing sales of
petrol at the pump than OPEC countries make from producing the petrol. As electric
vehicles take over from petrol-powered cars, these governments will need to adapt.
Finally, future changes in the energy sector will be inextricably bound up with broader
advances in the Fourth Industrial Revolution – the convergence of rapidly-advancing
technologies that are blurring the lines between the physical, digital and biological
spheres, from automation to artificial intelligence, from big data to biotech.
Bringing reliable, affordable energy to poorer and more remote regions is a necessary
step towards closing the digital divide – which, in turn, will offer opportunities for those
regions to leapfrog to the newest, digital-enabled technologies.
The opposite is also true – the rolling out of new technologies to poorer areas will be
needed to achieve 100% coverage of reliable, affordable energy.

7. The future energy system should, therefore, become a key enabler of a society conducive
to inclusive and equitable economic and social growth.
Much depends on what policies are pursued by China and India.
Currently, about two-thirds of power in China still comes from coal. If the big emerging
markets prioritize coal power for future development, they will address two sides of the
energy triangle – affordability and access – but at the expense of environmental
sustainability.
In India, key questions the country is addressing include what role will private-public
collaboration play at the national and international level, the desired destination of this
energy transition - starting from the key elements of universal energy access and reliability
of supply – and how to manage the costs and opportunities of the transition as outlined
above.
Cleaner technologies will become more competitive the more they are embraced by the
biggest, fastest-growing energy markets, as recent falls in solar costs have demonstrated.
As the Fourth Industrial Revolution creates faster change and more risks and
opportunities, the future of the energy system is more open than ever before to being
shaped. That will require farseeing collaborations between the public and private sectors.
The Global Energy Architecture Performance Index 2017 is available here.
This article was originally published on World Economic Forum.
Why the Energy Industry Needs to
Overcome Its Digital Reluctance
Source URL: http://www.utilityproducts.com/articles/2017/04/why-the-energy-industry-
needs-to-overcome-its-digital-reluctance.html
As the world goes digital, it’s surprising that industrial sectors are still lagging. Field
workers want a mobile-first workplace, but enterprises have been slow to adapt, leading
to inefficiencies, poor quality of service and increased risks.
Many businesses are aware of the pitfalls associated with relying on manual processes,
but hesitate due to the challenges of managing business process changes, initial
deployment costs and training associated with implementing a digital platform. With the
right solution, however, these challenges can be overcome. More importantly, the
business benefits of cost reduction, improved productivity and safety that come with
adopting a mobile platform far outweigh the challenges. Simply put, mobile technology
can transform your business processes and ensure compliance while increasing
productivity and improving service quality.

8. Never Lose Another Form
From printing, distribution, mailing, collection and sorting, paper forms can cost
businesses up to $4.56 per document, according to AIIM, a global, non-profit organization
that provides independent research, education and certification programs to information
professionals. This cost doesn’t include costs associated with errors and loss. Visioneer
Inc. reports that 7.5 percent of all paper documents are lost, which can result in damaging
and irreversible consequences. Using mobile solutions, field workers can quickly capture
complete and accurate data and share the results in real-time with key stakeholders and
back-end systems with the touch of a button.
Capture Media-rich Data—Even Offline
Mobile forms solutions are much more than electronic versions of paper forms. Many
tasks in the field can be performed more efficiently by adding pictures, audio, GPS and
time stamps, and signatures to a form. With media-rich data, workers can accurately
pinpoint issues and address them in a timely manner, minimizing miscommunication and
the need for employees to redo work.
Field workers in the electric utilities industry often must work in remote locations, making
it also important that they can still capture data while offline. Without this capability, there
can be lengthy delays in collecting, submitting and acting on data.
The best mobile solutions allow companies to adapt to a changing work environment and
easily create and modify automated workflows in a click-and-drag interface—no coding
required. This makes it possible to quickly modify how data is routed across the
organization, such as adding and deleting users, storing data in different cloud systems,
dispatching new forms to people in the field, and more.
Collaborate to Improve Productivity and Service
Poor communication between field workers and the office can significantly hamper
productivity. Field workers often fail to receive critical project information in a timely
manner, leaving them at a standstill until the right people, equipment or materials are sent
to the site. Using manual processes to disperse all the required information to the right
team can take days.
A mobile solution is an ideal tool for auditing existing processes. Rather than simply
recreating existing processes on mobile devices, a mobile solution allow creation of new,
context-sensitive and intelligent workflows where field data can be automatically routed to
a wide range of systems, cloud services and people—based on the captured data.
Heavily regulated industries like oil and gas and utilities have a multitude of forms and
business processes that field workers must complete on a daily basis, including site
safety assessments, checklists, equipment inspections and more. A mobile forms solution
can be preconfigured with mandatory and customized fields to easily streamline this data
collection process. If any safety issues are discovered on site, automated workflows can
immediately notify decision makers with mission-critical information. Reports can even be
ranked based on severity to mitigate any impending risks. This increased collaboration
results in better, faster service, improving quality of delivery as well as business
relationships with customers.
Access Business Intelligence to Mitigate Risks
Enterprises are increasingly leveraging big data to address business opportunities using
advanced analysis and reporting capabilities. Over the years, data has moved from

9. descriptive analytics (condensing big data into smaller pieces) to predictive analysis
(using existing data to predict outcomes) to now prescriptive analysis, where data can be
used to recommend one or more courses of action and show the likely outcome of each
decision.
Accenture reported that 80 to 90 percent of companies indicate that analytics is either
their top priority or in their top three. With powerful analytics and reporting tools, decision
makers can track the productivity and progress of field workers and easily pinpoint any
challenges by region, work group, site, or even individual employees. When analytics
tools make data more understandable and actionable, field workers and supervisors can
address any potential productivity or compliance concerns and manage them head on
before they disrupt business processes.
Most enterprise customers start their mobile solution deployments with a single business
process and a small number of forms. Inevitably, when executives see the benefits of
eliminating slow paper-based processes, they expand their mobile solution to include
more tasks, more teams and more corporate functions. Mobile platforms let companies
grow at their own pace, add users, tweak workflows as they go, and incorporate
feedback from the field into their processes. The foundation of these software as a service
(SaaS) solutions is a secure, reliable and scalable platform with open application
programming interfaces (APIs) and software development kits (SDKs).
PG&E Goes Mobile to Streamline Operations and Mitigate Risks
PG&E, one of the largest utilities in the United States, has turned to mobile forms and
analytics to complete auditing of safety operations.
Prior to going mobile, PG&E relied largely on multiple antiquated manual processes for
collecting and distributing field data. For quality assurance and damage control, the
company relied on a paper-based solution as well as Microsoft Access and Excel for
reporting and analytics. Most of PG&E’s data collection processes were also paper-based
and records were housed in several warehouses over the company’s 70,000-square-mile
service territory. This method of recordkeeping meant that procedures and processes
were inconsistent across districts. There were also delays in the paper-based auditing and
Excel tracking of services and equipment, and these setbacks significantly impacted data
quality as well as the speed and reliability of reporting. Thus, the company had limited
visibility into its operations.
In 2010, a PG&E pipeline ruptured and exploded in the city of San Bruno, California. In the
aftermath of the incident, the utility sought to modernize its data collection processes.
“Our vision is to be the safest and most reliable gas company,” said Khaled Fustok, senior
manager of gas technology strategy & solutions at PG&E. “The lesson learned from the
San Bruno incident was both around the availability of our records, the quality of our data,
and how to identify and leverage quality data to drive risk-informed asset management.”
PG&E deployed a leading mobile solution to avoid the risk of preventable equipment
failures, accidents, liabilities and damage to its corporate brand. Khaled’s team
considered other mobile applications that were already used internally within PG&E, but
none of them could meet all of PG&E’s required capabilities. PG&E needed a solution that
would eliminate incongruent and redundant databases, leverage enterprise work
management systems and provide PG&E field workers with the ability to capture
transactions using mobile technology. The mobile forms solution had to be simple to use,

10. device-agnostic, cloud-connected and able to integrate with a business intelligence
engine.
By August 2015, PG&E leveraged mobile capabilities to inspect 1.2 million gas meters in
the field. The data from field operators, including images, geospatial information and
corrosion ratings, is available for the management team to determine which meters,
based on the inspections, are to be replaced and which meters can be maintained for the
next inspection cycle. Analytics reports provide clear visibility into the status of the meters
by geographic area. In January 2016, PG&E’s quality control and quality assurance team
adopted the mobile solution.
PG&E has already seen a significant return on investment. Harnessing a top-tier mobile
solution for safety auditing has significantly elevated the number and frequency of
inspections performed, mitigating the potentially costly risks of noncompliance.
Streamlining the meter inspection process has produced quantifiable savings. In 2015
alone, the company saved approximately $1.5 million in atmospheric corrosion costs.
Since the successful deployment of mobile forms for corrosion inspections, PG&E has
expanded its use of mobile forms to multiple other field processes, including asset
damage control processes, to reduce the number of incidents where construction crews
damage buried gas lines with excavators and other heavy machinery.
Mobile solutions can create a seamless workflow for field workers, and more and more
companies are adopting this technology—but not fast enough. The largest barriers to
entry seem to be integrating a mobile platform and training employees on how to use it.
Enterprises must recognize, however, that field workers want these solutions now and
that they’re needed for the bottom line, too. Business leaders must consider how going
mobile can enable them to run their businesses more efficiently, continuously improve
service quality and drive better business outcomes.
Author: Alvaro Pombo brings 28 years of leadership and telecommunications experience
to ProntoForms. As CEO and founder, he plays a fundamental role in financing and driving
business strategy. Alvaro is also active in research and development, product strategy and
business development efforts. He has served as a consultant to Palm and other
technology leaders, and continues to help nurture entrepreneurs and innovation. Alvaro
holds an MBA from the University of Ottawa, an executive degree from Georgetown
University, and a bachelor of science in computer engineering from Universidad de los
Andes in Bogotá, Colombia.