Augmate Ico Review

Augmate Ico Review – Augmate Initial Coin Offering

About Augmate

Augmate harnesses the power of the Internet of Things (IoT), blockchain, and artificial intelligence to empower the 4th industrial revolution. As the first to market and now the world’s leading device management solution for wearable technology, Augmate’s goal is to connect all things with the same powerful simplicity of wear ables. Connect™ is the platform that will deliver this goal; providing scalable, secure, blockchain-agnostic device management capabilities built from the ground up for IoT and wear ables.

Bringing together a world-class team of talent from IBM, Cisco, and GE with deep expertise in IoT, blockchain, wear ables, and augmented reality/virtual reality, the company is providing solutions that unleash the full potential of IoT. Augmate was named an original Google “Glass at Work” partner, and won Gartner’s Cool Vendor award in 2017. The company works with some of the world’s largest enterprises including Verizon, UPS and Toyota. Founded in July 2013, Augmate has offices in New York City (HQ), Mountain View, Amsterdam, and New Delhi.

Augmate Key Information

Token NameAugmate
Soft cap1,500,000 USD
Hard cap15,000,000 USD
Distributed in ICO30%
Tokens for sale15,000,000,000
Token SymbolMATE
Token TypeSMT
Price in ICO0.0150 USD
WhitepaperClick Here For View Whitepaper
WebsiteClick Here For Visit ICO Homepage

The Game Change Team Behind Augmate

Augmate Ico Review - Augmate Initial Coin Offering

How to Avoid Pilot Purgatory When Deploying Enterprise AR/VR

Enterprise teams, especially in the world of manufacturing and telecommunications, are enamored with the benefits that mixed reality glasses and AR/VR technology promises to deliver. There is an overwhelming amount of evidence and a multitude of use cases across industries to know that AR/VR, when properly deployed in the enterprise, will produce significant ROI.

This over excitement leads to ambitious pilots with expectations of significant results. However, often times these pilots don’t produce the results anticipated and the projects never move forward into a practical deployment. This is pilot purgatory. At Augmate, they witness this phenomena all the time. They have found that if a project is less successful than anticipated, it is not due to technology failure but rather from human error, such as failing to set the right scope.

Define the end goal

Focus on identifying the proper selection of use cases, and where AR/VR can prove most valuable. More than likely this is a combination of decreasing error, increasing speed and decreasing costs. The use case is, of course, industry oriented. For example, while decreasing lead times is important for Warehouse Management, an organization in aerospace may rather focus on eliminating error.

If you are just beginning your AR/VR journey, we advise not to choose the most consequential topic. Rather, start with a smaller problem which still carries a punch but that will be easy for your organization to agree on metrics, design measurement protocols and how to carry out the pilot. While it may not be the biggest or most exciting challenge, it will buy you the license to start experimentation and that’s where the real value from this new technology will be discovered.

Define what success looks like and the metrics its based on

Success through the lens of an AR/VR pilot is an outcome that justifies full scale deployment. If you don’t define what success looks like and how it will be measured, how will you know if or when the pilot has succeeded? This decision should never be made on the go, otherwise your goal post will keep moving and you’ll end up with a pilot running much longer than necessary.

Augmate find that when an organization is not sure how to measure success, they will ask the dreaded question: What is the ROI? As external consultants, they are not privy to financial details so, while can help to improve process metrics, they cannot determine or deliver on ROI – only the organization can.

Identify key stakeholders

The real challenge of institutionalizing new technology is change management. Therefore, it is important to understand how your organization handles and rewards process changes. There will always be one part of the organization that is ecstatic about new technology, one part that will be averse to the changes it entails, and a silent majority (your swing factor) which sits on the fence.

Augmate frequently work with project owners who fall within the first category. The challenge is that they tend to see farther than the rest, so much so that they lose the rest of the audience in the process. As this organizational reaction will only come at a later stage, it is important to get executive buy-in early to help mitigate dissonance.