APAC CIOOutlook

Advertise

with us

  • Technologies
      • Artificial Intelligence
      • Big Data
      • Blockchain
      • Cloud
      • Digital Transformation
      • Internet of Things
      • Low Code No Code
      • MarTech
      • Mobile Application
      • Security
      • Software Testing
      • Wireless
  • Industries
      • E-Commerce
      • Education
      • Logistics
      • Retail
      • Supply Chain
      • Travel and Hospitality
  • Platforms
      • Microsoft
      • Salesforce
      • SAP
  • Solutions
      • Business Intelligence
      • Cognitive
      • Contact Center
      • CRM
      • Cyber Security
      • Data Center
      • Gamification
      • Procurement
      • Smart City
      • Workflow
  • Home
  • CXO Insights
  • CIO Views
  • Vendors
  • News
  • Conferences
  • Whitepapers
  • Newsletter
  • Awards
Apac
  • Artificial Intelligence

    Big Data

    Blockchain

    Cloud

    Digital Transformation

    Internet of Things

    Low Code No Code

    MarTech

    Mobile Application

    Security

    Software Testing

    Wireless

  • E-Commerce

    Education

    Logistics

    Retail

    Supply Chain

    Travel and Hospitality

  • Microsoft

    Salesforce

    SAP

  • Business Intelligence

    Cognitive

    Contact Center

    CRM

    Cyber Security

    Data Center

    Gamification

    Procurement

    Smart City

    Workflow

Menu
    • Augmented Reality
    • Cyber Security
    • Hotel Management
    • Workflow
    • E-Commerce
    • Business Intelligence
    • MORE
    #

    Apac CIOOutlook Weekly Brief

    ×

    Be first to read the latest tech news, Industry Leader's Insights, and CIO interviews of medium and large enterprises exclusively from Apac CIOOutlook

    Subscribe

    loading

    THANK YOU FOR SUBSCRIBING

    • Home
    Editor's Pick (1 - 4 of 8)
    left
    In Augmented Reality, Size Matters

    Jason Blackman, CIO, Carsales.Com

    Essential Technology Elements Necessary To Enable Transformations

    Leni Kaufman, VP & CIO, Huntington Ingalls

    Taking the Right Technology Initiatives

    Jawahar Kaliani, Deputy CIO, Department of Treasury - Office of the Comptroller of the Currency

    Changing the Way we Work

    Amol Bargaje, CIO, Jenner & Block

    Dipping in a toe or Going Full Belly Flop : Incorporating Augmented and Virtual Reality into the Design Process

    Raymond Kent, Principal, Director of the Innovative Technology Design Group, DLR Group

    Simulators are the New Way to Extend Beyond Virtual Reality

    Scott Mcmillan, Manager of Technology and Innovation at Melbourne Water

    Augmented and Virtual Reality in Today’s World

    Mayank Singh, Head of Digital, Technology and Marketing Departments, Domino’s Pizza, Indonesia

    Emergence of AR/VR for Mass Adoption and Its Impact On Business Transformation

    Jeevarathinam Ravikumar, VP Technology & Innovation, Singapore – Lloyd's Register

    right

    Making the Most out of AR Technology

    Stephen Witherden, Technical Fellow – Software Engineering, Beca

    Tweet
    content-image

    Stephen Witherden, Technical Fellow – Software Engineering, Beca

    As a strong advocate for the transformative nature of augmented reality (AR) technology for about two decades now, it is heartening to see that the time for AR appears to have come. With Microsoft planning to deliver over 100,000 HoloLens devices to the American military and breathless predictions of the market share for AR growing to USD $60.5 billion by 2023, there is one thing most commentators agree on: AR is going to develop slower and be more transformative than its cousin Virtual Reality (VR).

    How then can you, as an innovative early adopter of technology, make the most of this emerging technology?

    Empowering tinkerers to establish use cases

    Firstly, acknowledge that technological innovation in an organisation does not typically start in a centralised fashion. The adoption of the microcomputer in the 1970’s was characterised by pockets of adoption by individuals, which eventually coalesced into the more centrally funded and managed ICT services we have today.

    The risk with adopting AR is it is quite easy to buy, but difficult to apply. Simply buying the technology as a pool resource and managing it as you would (for example) a laptop, will result in it sitting as a rapidly depreciating trophy in a cabinet. Rather, find a champion for the technology: a tinkerer who has the time to and interest in learning how the technology works and its applicability to your business. The tinkerer needs to be inquisitive, have the time and resources to explore and above all be interested in solving problems with technology rather than just the technology itself. Give them the technology, the device is theirs. Let the ideas spring from this decentralised ownership rather than centralised control.

    Most who have explored AR are at this point in their AR adoption journey: having completed a few proofs of concept and proven (or disproven) the technology for their specific use case.

    Managing change for real benefit

    You do not adopt technology for the sake of technology itself. However, once the use cases have been identified, you need to extract the value out of the innovation as thoroughly as possible.
    All technology projects are improvement projects and all improvement projects are change projects. Thinking about a technology implementation project in this way highlights a number of key things you need to ensure if you are to extract the value of the technology.

    Because the technology is being deployed to make an improvement, it is important that the improvement is measured by taking a baseline of performance and ongoing measurements. Not only to validate the business case but also for the gratification of those people involved in the change themselves.

    Since you’re implementing change you need to manage that change. Managing change is a well-established discipline with many competent practitioners, but generally it is agreed that change is achieved by the following (adapted from Kotter’s change model):

    • Identifying the need for change with stakeholders • Developing a shared vision • Establishing a guiding coalition (providing leadership) • Developing new behaviours, knowledge and skills • Celebrating and building on success • Making it stick (on-going)

    Many organisations have started on the AR journey. Purchased technology, performed a proof of concept and then failed to embed the change in their organisation because they failed to recognise that a technology change has less to do with technology and more to do with people.

    Example use cases

    So, you want to make a start and you would like to give your tinkerer’s some ideas to begin with. Every industry is different, but the principles of AR are well understood. At its most core, AR is a technology which blends the real world with virtual elements. I prefer not to think about AR as augmenting my reality, but rather as augmenting myself. It is more than just a visualisation aid, it is a computer which can understand the world around me and give me super-human attributes of recognition, recall and reasoning. This augmentation-of-the-self results in the following general use cases:

    1. Augmenting the scenario

    By adding visualisations of what does not or cannot exist in the real world, we are able to provide richer, more meaningful information for decision-making. For example, this could be a heat map of building occupancy or CO2 levels.

    2. Revealing the hidden

    AR can give you super-powers to see through walls and floors. Imagine being able to identify the services beneath the cladding in your building so you can perform more targeted maintenance.

    3. Visualising the past or future

    This could be in the form of visualising proposed office layouts or rehearsing the stages of a construction project so that you can be more efficient with your use of resources.

    4. Providing contextual information

    This last use case is expected to be the killer app in the AR space. Imagine a technology, which can recognise the person you are speaking to immediately and provide you with contextual information about who they are (for example, their LinkedIn Profile). Alternatively, it could recognise the equipment you are dealing with, providing maintenance information, or the package you have just picked off the shelf, explaining where it should be placed and why.

    AR promises to be a transformative force in our organisations for decades to come. But change requires deliberate action. Going into this change with eyes wide open will help ensure your innovation’s success.

    tag

    Virtual Reality

    Weekly Brief

    loading
    Top 10 AR/VR Consulting/Service Companies - 2020
    Top 10 AR/VR Solution Companies - 2020
    ON THE DECK

    Augmented Reality 2020

    I agree We use cookies on this website to enhance your user experience. By clicking any link on this page you are giving your consent for us to set cookies. More info

    Copyright © 2025 APAC CIOOutlook. All rights reserved. Registration on or use of this site constitutes acceptance of our Terms of Use and Privacy and Anti Spam Policy 

    Home |  CXO Insights |   Whitepapers |   Subscribe |   Conferences |   Sitemaps |   About us |   Advertise with us |   Editorial Policy |   Feedback Policy |  

    follow on linkedinfollow on twitter follow on rss
    This content is copyright protected

    However, if you would like to share the information in this article, you may use the link below:

    https://augmented-reality.apacciooutlook.com/cxoinsights/making-the-most-out-of-ar-technology-nwid-6073.html