HPE Highlights the Need for End‑to‑End Solutions in Industrial IoT Projects

While industry chatter suggests the industrial IoT market has fallen short of expectations, HPE’s Global Industries Manufacturing and Distribution leader, Volkhard Bregulla, disagrees. In a recent interview at HPE Discover, Bregulla explained that the term "Internet of Things" has expanded far beyond its original scope, creating an ecosystem that sometimes outgrows its intended purpose.

Early pioneers like Kevin Ashton envisioned connected sensors with embedded processing that could autonomously gather and act on data. Ashton’s 1999 vision predicted that such devices would liberate humans from manual data entry—an insight that remains relevant today, as real‑world data capture is notoriously imperfect. Over the years, the term has evolved, with Germany’s 2011 "Industrie 4.0" initiative positioning IoT at the heart of a new industrial revolution.

Two and a half years ago, HPE reviewed the myriad theories surrounding IoT, IIoT, and Industrie 4.0. "We recognized that rumors were proliferating," Bregulla said. "We needed a systematic, evidence‑based approach."

HPE’s methodology begins by identifying tangible use cases and assessing technology adoption rates across specific sectors. The goal is to pinpoint projects that solve genuine problems, rather than applying technology where none exists.

A significant hurdle is the scarcity of vendors offering end‑to‑end support for IoT initiatives. "Many conferences showcase vendors with a single component of a solution," Bregulla noted. "Conversely, some integrators simply deploy large teams without a clear roadmap." HPE prefers a consultative partnership, committing time to understand the client’s unique environment and to drive transformation thoughtfully.

Ideation is the first step in HPE’s process. Together with the client, HPE enumerates potential projects—often a list of 100 ideas—and evaluates each for scope, business impact, and payback period. "Trust is essential," Bregulla emphasized. "If a CEO has inherited legacy facilities, a wholesale overhaul is not feasible. We must align with their vision and operate transparently."

During the ideation phase, HPE prioritizes clarity. "We openly discuss whether a technology is proven, its risks, and whether the client will be a pioneer," Bregulla said. Successful pilots that demonstrate clear value enable organizations to expand their digitalization journey.

For example, when Texmark Chemicals partnered with HPE to develop a "Refinery of the Future" near Houston, Texas, HPE focused on predictive analytics for a critical pump. The pump’s failure could halt the entire plant. HPE installed predictive analytics on the pump, set up an on‑prem data center to ingest its data, and engineered protective housings to mitigate explosion risks.

After implementation, Texmark’s control room displays real‑time pump data, empowering operators to preemptively address issues. Employees receive training to interpret the dashboards, while the CEO can incorporate the data into financial statements, illustrating tangible ROI.

Such outcomes stem from building trust from the outset. "We begin by envisioning the possibilities together," Bregulla said. "Many vendors skip this step, forcing solutions onto problems. Our approach elevates the client’s business from day one."