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1、The metaverse at workA first look at how companies are navigating the industrial and enterprise metaversesJune 2023The metaverse at workLimitations and restrictionsThe services performed by Ernst&Young LLP(EY US)in preparing this report in collaboration with Nokia(the Collaborators)were advisory in
2、nature.Our scope of work was determined by the Collaborators and agreed to by EY US pursuant to the terms of our engagement agreement.Certain analyses and findings in this report are based on estimates and/or assumptions about future events that were provided by the Collaborators.There will usually
3、be differences between estimated and actual results because future events and circumstances frequently do not occur as expected,and those differences may be material.We make no representation of,nor do we take any responsibility over,the achievement of estimated or projected results.The findings and
4、 analyses contained in the report are based on data and information made available to EY US through the date hereof.Should additional relevant data or information become available subsequent to the date of the report,such data or information may have a material impact on the findings in the report.E
5、Y US has no future obligation to update the report.Neither the report nor any of our work constitutes a legal opinion or advice.No representation is made relating to matters of a legal nature,including,without limitation,matters of title or ownership,legal description,encumbrances,liens,priority,eas
6、ements and/or land use restrictions,the validity or enforceability of legal documents,present or future national or local legislation,regulation,ordinance or the like,or legal or equitable defenses.The report is intended solely for use by the Partnership.While we believe the work performed is respon
7、sive to the Collaboratorss request pursuant to the scope of work in the SOW,we make no representation as to the sufficiency of the report and our work for any other purposes.Any third parties reading the report should be aware that the report is subject to limitations,and the scope of the report was
8、 not designed for use or reliance by third parties for investment purposes,or any other purpose.We assume no duty,obligation or responsibility whatsoever to any third parties that may obtain access to the report.ContentsExecutive summary.2Methodology.3What is the metaverse,and is it just hype?.5The
9、state of the industrial and enterprise metaverses today.8The metaverse and industry 4.0.9Industrial and enterprise metaverse use cases.12Key enablers and partners to deploying the metaverse.28Risks and challenges within the metaverse.35Taking the next step in the industrial and enterprise metaverses
10、.37Use case definitions.38Endnotes.39About the author.40The metaverse at work1The metaverse at workKey findings:Companies believe in the power of the metaverse only 2%of respondents see the metaverse as a buzzword or fad.The industrial and enterprise metaverses are here,despite what some may think 5
11、8%of companies who plan to enter the industrial and enterprise metaverses have already done so through at least a pilot program.The United States and United Kingdom are leading the way in actual experience 65%of respondents in the US,64%in the UK,and 63%in Brazil said they had a pilot or had fully d
12、eployed at least one industrial or enterprise metaverse use case;the average across Germany,Japan,and South Korea was 50%.The industrial metaverse is creating substantial business value on average,80%of experienced respondents believe that the industrial use cases tested will have a significant or e
13、ven transformative impact on the way they do business.When asked to assess an array of use cases in the market today,respondents notably saw potential in all use cases,but viewed XR onboarding and soft-skills training as having the most potential impact among enterprise use cases and virtual R&D,pro
14、totyping and testing among industrial.The industrial and enterprise metaverses are exceeding expectations-companies having already deployed use cases report benefits more often than companies still in the planning phase expect.The most notable is cost reduction,with experienced companies citing a 15
15、-percentage point increase in CAPEX reduction and a 6-percentage point increase in OPEX reduction.The enterprise and industrial metaverses require an extensive set of technical enablers,which many companies are not yet advanced in using this gap in capabilities is most profound for cloud computing,A
16、I,and network infrastructure and connectivity.Views on the companies leading the development of the metaverse and partners needed to deploy use cases are not always aligned AI/ML providers and network infrastructure providers,for example,were not seen as driving development but considered key partne
17、rs in deploying use cases.There are many risks and challenges companies face in entering the industrial and enterprise metaverses from cybersecurity and data privacy concerns to challenges in finding people with the right expertise,proving ROI and driving adoption internally,companies face several b
18、arriers.Many companies are starting with quick wins to build confidence and knowledge to overcome these hurdles.Executive summaryThe popular view of the metaverse is very futuristic,and many first think of purely digital environments focused on gaming,social networking,and commerce.Yet this picture
19、is a remarkably small part of a greater whole,comprised of three distinct metaverses consumer,enterprise and industrial where the latter two are poised to progress more quickly in the near-term and provide tangible value,compared to the consumer metaverse,where much of the attention lays today.This
20、first-of-its-kind study focuses on the enterprise and industrial metaverses,and pushes beyond the theoretical to examine the state of play today.Conducted with individuals knowledgeable on the metaverse across six geographies and four industries,it presents a consistent global picture,and demonstrat
21、es how use cases are being practically planned and deployed differently across key verticals.The research shows that the benefits realized by experienced early adopters generally exceed the expectations of those in pre-deployment stages.It highlights the true challenges theyve faced often hinged on
22、technical infrastructure and that the partners they are employing to face these challenges are not necessarily the companies seen as driving the advancement of the metaverse.This real-world approach proves that the industrial metaverse,particularly,is expected to deliver on and beyond expectations.T
23、hese applications focus on enabling companies to do more with less and enhance the work employees are already doing.This report serves as a valuable guide for those beginning their journey with the metaverse and those looking to scale,by presenting the industrial and enterprise metaverses as they st
24、and today,and the views of companies leading the charge.2The metaverse at workRespondents accessed through:United StatesCanadaBrazilUKFranceSwitzerlandJapanSouth KoreaAustraliaGermanyAbout this studyQuantitative surveyQualitative interviewQuantitative&qualitativeThe metaverse at work is based on an
25、online survey conducted by EY teams in collaboration with Nokia,of 860 business leaders in the US,Brazil,the UK,Germany,Japan,and South Korea across four key industries:automotive,industrial goods and manufacturing,transportation,supply chain and logistics,and power and utilities.To support our find
26、ings,we additionally conducted 22 in-depth interviews with topic area experts and industry leaders in metaverse across the four industries listed,plus interviews with leaders in public safety and defense.The research was conducted in March 2023.Respondents from automotive companies have been conside
27、red in the industrial goods&manufacturing industry if they sit within operations and production functions due to similarities in manufacturing between the two industries,while respondents from all other functions within automotive are considered within the automotive industry.The survey is designed
28、to capture companies current maturity and mid-term goals in adopting enterprise and industrial metaverse use cases.Our findings assess the key drivers,benefits,challenges and risks associated with deploying use cases in the metaverse,as well as the enablers and partnerships required to drive value.O
29、ur research targets leaders(Director,VP or C-level)with moderate to extremely high levels of topic area knowledge reporting plans to develop capabilities in the metaverse,regardless of time to launch.Individuals failing to meet this criteria were excluded from the research.3The metaverse at work4The
30、 metaverse at workFocus of this reportConsumer MetaverseEnterprise MetaverseIndustrialMetaverseThe industrial metaverse is a physical-digital fusion and human augmentation for industrial applications;this includes digital representations of physical industrial environments,systems,processes,assets,a
31、nd spaces that participants can control,monitor,and interact with.The enterprise metaverse is driven by demand for better digital collaboration and communication tools.It will envelop the core productivity applications that make business function and allow for the next generation of virtual connecti
32、ons.The consumer metaverse is centered around computer-generated environments where users can interact,purchase items,game,and have experiences like they would in the real world through digital only or digitally-augmented means.Interest in the metaverse has skyrocketed in recent years,with amplified
33、 hype in the gaming,social and consumer spaces.Now the hype has begun to fade,and perhaps with that,deflating expectations about the value the metaverse will bring to society.But dont feel disillusioned-metaverse and metaverse technologies are here to stay.The market is re-adjusting and re-focusing
34、on concrete use cases to pressure-test the contributions and real value the metaverse can bring.This re-focusing has solidified that the industrial and enterprise metaverses are here and offer real,lasting value beyond the hype-by enabling companies to build upon their existing digitalization effort
35、s and drive greater efficiencies,sustainability and safety improvements.of companies with future metaverse plans have already begun their metaverse journey and have deployed or piloted at least one metaverse use case in their organization.58%1 What is the metaverse,and is it just hype?5The metaverse
36、 at work*All-encompassing view:The metaverse is a persistent and interconnected network of 3D virtual worlds that will eventually serve as the gateway to most online experiences and underpin much of the physical world.1All-encompassing metaverse*Next step in digitalizationEvolution of gaming and soc
37、ial networksBuzzword or fad43%48%7%2%2%2%All-encompassing metaverse*Next step in digitalizationEvolution of gaming and social networksBuzzword or fad39%38%22%All-encompassing metaverse*Next step in digitalizationEvolution of gaming and social networksBuzzword or fad44%13%1+use cases deployed or pilo
38、tedCompanies planning to deploy use cases41%Business leaders views on the metaverse are optimistic,especially for those with hands-on experienceGiven the metaverse is still a relatively new concept to most,there are questions about its true potential and long-term viability.However,many business lea
39、ders are optimistic about the applications and benefits the metaverse can offer.Today,business leaders views are becoming less dependent on market trends and based more on their first-hand experience with the metaverse.Most respondents indicated they see the potential for the metaverse to revolution
40、ize digitalization or the internet as a whole,and this is especially true if their company has already deployed or piloted an industrial or enterprise metaverse use case.For those inexperienced companies,who have interest in the metaverse but no tangible experience yet,over one-fifth of respondents
41、still see the metaverse as an evolution of gaming and social networks.For those who have tested or deployed use cases,that number shrinks to 7%,with 91%of respondents believing in the value of the metaverse outside of simply social and gaming applications.This overwhelming majority of responses alig
42、ning to the all-encompassing and digital views is likely built on the promising,albeit early,results of industrial use case deployments and pilots.These industrial use cases span processes across a businesss value chain,from design to production and delivery.Companies can create ongoing value in the
43、se areas in a way that has not yet been seen in the consumer metaverse.Our kickstart in the metaverse was both driven by market trends and internal business demand.“VP of IT,Global Automotive SupplierFigure 1.2:Experienced companies viewsFigure 1.3:Inexperienced companies viewsFigure 1.1:Which align
44、s most closely with your views on the metaverse?6The metaverse at work7The metaverse at workFigure 2.2:Estimated time to use the metaverse,among respondents with no pilots or deployments to-date58%have 1+use cases deployed,pilotedMetaverse use todayTime to deploy,among non-users today94%42%have not
45、deployed a use case to-dateFigure 2.1:Hands-on metaverse experience today,across key geographiesExperienced companiesInexperienced companiesAll respondentsUSAUKGermanyBrazilJapanSouth KoreaOf the 42%of respondents who have not deployed or piloted a use case to-date,plan to use the metaverse or relat
46、ed technologies in the next two years58%42%65%35%36%64%63%37%47%53%49%51%51%49%The industrial and enterprise metaverses are not simply a future-state vision garnering optimism from business leaders theyre here.To many,the industrial and enterprise metaverses are not a bet,but rather a viable opportu
47、nity to drive value such as process efficiency and improved collaboration.Among companies interested in or considering using the metaverse,58%are already piloting or deploying use cases.The US(65%),UK(64%),and Brazil(63%)are currently leading the way,where companies who have plans to enter the metav
48、erse have deployed use cases at a higher rate than others across Europe(Germany 53%),and Asia-Pacific(Japan 49%,South Korea 49%)Figure 2.1.For the 42%of inexperienced respondents,who have interest in using the metaverse but not yet to the pilot or deployment phase,the metaverse is still not a far-fe
49、tched concept.94%of these respondents plan to pilot or deploy use cases leveraging metaverse technology in the next two years Figure 2.2.Like any other emerging technology,there is a learning curve with the metaverse both for those beginning the journey and for those looking to expand and scale solu
50、tions.Many first movers are still learning what it means to build and interface with the next generation of the web or digitalization this means defining the human and technical enablers for deploying use cases and developing the right partnerships.Still,based on our research,companies that are taki
51、ng the leap and experimenting with metaverse are recognizing tangible benefits out of the gate.These experienced companies serve as not only an important bellwether,but an example for those still planning or gathering internal support for future activities with the metaverse.Our survey polled busine
52、ss leaders with interest in using the metaverse.Within this population,58%overall are experienced having already deployed or piloted a metaverse use case today.1+use cases deployed,pilotedPlanning to deploy2 The state of the industrial and enterprise metaverses today8The metaverse at workOverlap exa
53、mple:Digital twin technologyIndustrial metaverseIndustry 4.0of respondents agree that the metaverse brings additional innovative capabilities that will accelerate deployment,adoption,and monetization of industry 4.0 projects by mixing physical and virtual use cases.Example:improving and operationali
54、zing predictive maintenanceIndustry 4.0 solutionPredictive maintenance is helping improve machine lifespans by pre-identifying maintenance needs and displaying in a maintenance dashboard.Adding in the metaversePredictive maintenance can become more actionable when visualized through a digital twin o
55、f an entire facility or of the machine itself.Longer-term opportunityBy adding facility planning capabilities to digital twins,companies can assess repair needs,plan factory rearrangement and simulate the optimal way to minimize downtime during repair windows.Industry 4.0 is the implementation of di
56、gital technologies to increase automation,predictive maintenance,self-optimization of process improvements and drive new level of efficiencies and responsiveness.Industrial metaverse adds the use of visualization tools,that allow new insights and data capabilities(i.e.,interacting with a digital twi
57、n in an immersive environment).Metaverse is often a continuum of industry 4.0 capabilities,and many companies with advanced industry 4.0 solutions may be closer to employing the metaverse than perceived.By building upon industry 4.0 solutions and assets with the visualization and data interoperabili
58、ty that metaverse provides,companies can make the insights and outputs more accessible and interpretable to all employees for better planning,development,and execution.For example,companies can leverage VR headsets to allow for immersive 3D data visualization along the X,Y and now Z-axis,or third di
59、mension,creating an improved understanding of data and the relationship between variables.In other words,these elements which were once two-dimensional can now be interpreted intuitively through experience rather than analysis.This digital-physical fusion notably makes the increasingly complex data
60、landscape companies are facing in industry 4.0 more human-centered and allows greater collaboration across ranks and skill levels.What does the metaverse bring to industry 4.0?96%3 The metaverse and industry 4.09The metaverse at workMetaverse adds a different layer of interactivity and immersion.Ind
61、ustry gives the outputs of data simulation,but we can now watch and experience scenarios playing out.“Leading futurist in emerging technology10The metaverse at work11The metaverse at workEnterpriseIndustrialTraining&onboardingDesign&testingProduction&deliveryService&supportFigure 4.1:Metaverse use c
62、ases mapped to key areas of the business value chain XR hands-on training XR-enhanced UX research Virtual R&D,prototyping and testing Supply chain,grid or network planning and optimization Facility planning and optimization Autonomous/RC operations robotics Field XR Visualized predictive maintenance
63、 Autonomous/RC maintenance robotics Virtual recruiting and hiring XR onboarding and soft-skills training Virtual office and workspaces Virtual showroom*Virtual product and service trials*Metaverse-enhanced customer support*Although the full potential of the metaverse may still be unknown,industrial
64、and enterprise use cases Figure 4.1 are being deployed across the value chain to improve existing business processes by offering visualization,data interoperability,and interwoven digital-physical worlds.Among todays most prevalent applications of the industrial and enterprise metaverse,some are nov
65、el solutions made possible by metaverse-enabling technologies like digital twins and extended reality(XR)headsets,while others are enhanced versions of technologies that have been around for decades.However,all the use cases share a few common characteristics:Use cases are either purely virtual or c
66、ombine virtual and physical elements.Use cases add enhanced visualization and contextualization to traditional software and solutions.Use cases are defined as a scenario or application of a metaverse technology,not the technology itself(e.g.,digital twin).We asked respondents to report anticipated b
67、usiness impact and actual deployment activity across a range of key enterprise and industrial metaverse use cases in the market today.What defines a use case in the industrial and enterprise metaverses?*Customer-facing enterprise use cases covered in less detail throughout the reportNon-customer-fac
68、ing use cases,covered in detail throughout the report See appendix for use case definitions.4 Industrial and enterprise metaverse use cases12The metaverse at workTop use cases across industriesEach industry tested has different views on which industrial use cases they believe are most likely to deli
69、ver transformative value,based on their current operations today.Overall,automotive respondents are the most optimistic on the value that industrial metaverse use cases can bring to their business.Across industries,some uses cases,like virtual R&D,rank highly in terms of potential transformative imp
70、act(3 of 4 industries),while others offer potential that is more attractive to certain industries.Field XR,for example,is seen as having more potential by power&utilities companies due to the ability to provide field technicians with better remote assistance in interacting with dangerous connected g
71、rid infrastructure.Figure 4.2 shows the use cases respondents in each industry expect will have the biggest impact on the way their company operates in the future.13The metaverse at workFigure 4.2:Use cases most expected to deliver transformative value,by industry49%44%44%44%35%33%39%37%36%36%39%34%
72、33%35%Virtual R&D,prototyping&testingVirtual facility optimizationXR hands-on trainingVisualized predictive maintenanceAutonomous/RC operations roboticsVirtual R&D,prototyping&testingXR-enhanced UX researchAutonomous/RC delivery roboticsVisualized predictive maintenanceVirtual supply chain optimizat
73、ionField XRVirtual grid optimizationVirtual R&D,prototyping&testingXR onboarding and soft-skills trainingAutomotiveIndustrial goods and manufacturingTransportation,supply chain and logisticsEnterprise(cross industry)Power and utilitiesTop 3 of 9 use cases testedTop 3 of 9 use cases testedTop 4 of 12
74、 use cases testedTop 1 of 3 use cases testedTop 3 of 9 use cases testedThe extent to which these use cases are being planned and deployed does not always align to their expected impact.This can vary for a range of reasons,including the maturity of the enabling technologies,the complexity and scale o
75、f the use case,and the partners and technical infrastructure required to fully capture the value of the technology.What is clear,however,is that respondents across industries are aware of the large impact the metaverse can have throughout their company.The following pages look closer at the reported
76、 rates of deployment and benefits experienced from these use cases.For detailed definitions of each use case presented in the report,see Appendix page 38 Transformative value does not always imply deployment14The metaverse at workuDeployedPlanned use within the yearFigure 4.3:Deployment of XR hands-
77、on training by industryFigure 4.4:Key benefits reported by companies currently using XR hands-on trainingCAPEX reductionSafety improvementSustainability65%59%47%30%27%23%39%12%5%5%6%AutomotiveIndustrial goods&manufacturingPower&utilities42%30%27%23%39%12%5%5%6%32%28%45%Transportation,supply chain&lo
78、gisticsXR hands-on training IndustrialExtended reality(XR)allows for high-fidelity training experiences that replicate real-world scenarios without requiring the machinery,equipment,and risk necessary to performing the task in the real world.Experienced respondents cite CAPEX reduction(65%),safety i
79、mprovement(59%)and sustainability(47%)as key benefits of this use case.XR hands-on training programs drive these benefits in a few different ways.For example,these programs scale easily once developed and reduce or eliminate the need for machine downtime and cycles committed to training.Further cost
80、 reduction and sustainability can also be achieved by eliminating the need for travel to training sites,all while reducing risk of injury and extending machine lifetimes.Overall deployments(5%across industries)and planned deployments are slightly lower than deployments reported for other use cases(7
81、%average across use cases);this is likely due to increased complexity in building the use case for a range of machines and product configurations.Training and onboardingTo many,the core application of the metaverse and VR technology is training.For both the development of hard and soft skills,compan
82、ies are exploring the ways the metaverse can create immersive experiences to onboard and upskill their workforce.15The metaverse at workDeployedPlanned use within the yearFigure 4.5:Deployment of XR onboarding and soft-skills training by industryFigure 4.6:Key benefits reported by companies currentl
83、y using XR onboarding and soft-skills trainingNew offerings and business modelsStaff retention and upskillingEnhanced service and CX63%47%47%29%40%44%21%8%31%9%33%11%AutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logistics46%34%12%XR onboarding and soft-skills tra
84、ining EnterpriseXR-based metaverse environments can also enhance onboarding processes and soft-skills training,with companies already testing a variety of programs around DE&I,customer service,and public speaking.Across industries,9%of respondents reported that they had already deployed the use case
85、;this is likely due to respondents seeing strong benefits from this use case that touch both employees and customers which they cite as new business models and offerings(63%),enhanced service and CX(47%),staff retention and upskilling(47%).Fortune 500 companies like Volkswagen are making strides in
86、the space,using VR to train employees in customer service practices and onboarding,in addition to hands-on training modules for production processes.2 16The metaverse at workFigure 4.7:Deployment of virtual R&D,prototyping and testing by industryFigure 4.8:Key benefits reported by companies currentl
87、y using virtual R&D,prototyping and testing Process efficiencySafety improvementStaff retention and upskilling63%59%56%DeployedPlanned use within the year33%30%34%28%9%8%9%11%42%39%44%39%AutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logisticsDesign and testing Vi
88、rtual R&D,prototyping and testing IndustrialAlthough many have been designing and testing products and machinery virtually for decades,enterprises are now looking to metaverse technologies to create higher-fidelity solutions with greater collaboration capability.The appeal of this use case is clear,
89、with high rates of deployments and planned deployments across all industries.Overall,this use case ranks highest in terms of deployment out of all the industrial use cases tested.Experienced companies report a range of benefits including process efficiency(63%)and safety improvement(59%)stemming fro
90、m the ability to more effectively design and test products than in past virtual environments,prior to real world production and use.Also noteworthy is the effect on staff retention and upskilling,with many interview participants saying metaverse technologies and a tech-forward reputation help them a
91、ttract and retain top talent.The metaverse can enhance the product design and engineering process by creating more collaborative working environments and increasing the simulation and testing capabilities of existing technologies.17The metaverse at workDeployedPlanned use within the yearFigure 4.9:D
92、eployment of XR-enhanced UX research by industryFigure 4.10:Key benefits reported by companies currently using XR-enhanced UX research 29%36%41%29%19%10%30%6%35%6%25%4%SustainabilityProcess efficiencyAutomotiveEnhanced service and CXIndustrial Goods&Manufacturing61%50%44%Power&UtilitiesTransportatio
93、n,supply chain&logisticsXR-enhanced UX research IndustrialXR technology can also enhance and expedite user testing by using VR to test products prior to production or by using AR to overlay virtual elements on the real world in research.Perhaps somewhat delayed by the current development of AR,still
94、,10%of automotive respondents reported deploying this use case within their company.Respondents from other industries express plans to test the technology at a higher rate than automotive(30%on average vs.19%in automotive),which our interviews indicated may be lower as a result of challenges faced b
95、y early adopters in the industry.However,testing using VR is showing promise in certain cases.For one automotive company interviewed,testing the driving experience in VR as a user with various physical attributes allowed them to limit the impact of glare for shorter drivers prior to production.Overa
96、ll,the top benefit reported by experienced companies is sustainability(61%):user testing in XR prior to production can limit waste and time lost compared to catching problems in physical testing or once products reach production.Additionally,the enhanced user testing and added process efficiency is
97、benefitting the customer for almost half of companies currently using the technology.18The metaverse at workDeployedPlanned use within the yearFigure 4.11:Deployment of virtual office and workspaces by industryFigure 4.12:Key benefits reported by companies currently using virtual office and workspac
98、esAutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logisticsSustainabilitySafety improvementProcess efficiency64%64%36%Virtual office and workspaces EnterpriseThe metaverse also offers the chance to create more collaborative and immersive workspaces,by both enhancin
99、g the abilities of a single employee through infinite workspaces(not bound by what fits on a screen or desk),or by creating a single,gated point of access for global teams.Many companies are still adjusting to hybrid working models that are based on technologies like Zoom and Slack,which may be the
100、reason why metaverse-based virtual offices and workspaces is the least deployed of the three enterprise use cases tested in the survey.But those experienced companies who have deployed virtual offices and workspaces as a use case are already seeing the benefits.Like other design and testing use case
101、s,sustainability and process efficiency(both 64%)were among the top benefits reported as a result of the ability to better collaborate remotely.Improvements in safety are also key benefit,not only physically but also in terms of cyber safety;companies are limiting hacks by keeping data off hard driv
102、es and gating information in highly-secure metaverse environments.19The metaverse at workFigure 4.13:Deployment of virtual facility optimization by industryFigure 4.14:Key benefits reported by companies currently using virtual facility optimizationProcess efficiencyOPEX reductionEnhanced service and
103、 CX50%43%43%DeployedPlanned use within the year60%32%40%23%49%11%27%5%36%4%20%3%AutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logisticsVirtual facility optimization IndustrialMetaverse enabling technology,like the digital twin,offers the opportunity to overhaul t
104、he way companies plan and track their facilities and the processes within them.Virtual representations of facilities can also serve as a high-fidelity reporting dashboard for advanced data capture from Industry 4.0 solutions and monitor assets via smart sensors.Automotive respondents are the most en
105、thusiastic about this use case,deploying and planning at almost twice the rate reported by respondents in other industries.Automotive respondents in operational functions(considered within industrial goods and manufacturing vertical)also reported deployment at approximately twice the rate of other s
106、ubsectors in industrial goods and manufacturing.Because automotive companies engage in just-in-time manufacturing practices and have unique volume and complexity demands,there is greater need to reduce any potential downtime that comes from factory rearrangement.Optimizing facility layouts in virtua
107、l environments and tracking them in real-time allows manufacturers to simulate the optimal layout,prior to changing the physical space,driving more efficient processes and OPEX reduction.These solutions can also span the product lifecycle,for instance,allowing a customer to see a custom product they
108、 order in production or tour the factory.The metaverse can enhance production and delivery processes by improving planning and simulation in a realistic virtual setting and providing human oversight into automation.Production and delivery20The metaverse at workFigure 4.16:Key benefits reported by co
109、mpanies currently using autonomous/RC operations robotics DeployedPlanned use within the yearSustainabilityFigure 4.15:Deployment of autonomous/RC operations robotics by industrySafety improvementTime to marketAutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logisti
110、cs74%53%53%Respondents planning to deploy large scale use case(s)All respondents62%32%28%25%26%35%7%7%4%11%35%32%30%46%Figure 4.17:Percentage of respondents with one or more previous metaverse deployments(not including pilots)Autonomous/remote-controlled(RC)operations robotics IndustrialBy deploying
111、,monitoring,and controlling operational robots in virtual environments,companies can streamline processes and create greater human oversight and intervention abilities(1 human can control multiple robots in a metaverse environment).Additionally,camera-mounted robots(e.g.,drones or AGVs)can limit ins
112、pection risk,by providing remote specialists with a virtual view into a facility or machine.Transportation,supply chain,and logistics companies reported deploying this use case at the highest rate,likely as a result of the number of tasks able to be automated and augmented by metaverse controlled op
113、erations robots both inside a companies walls and beyond.For companies that have already deployed this use case,key benefits include sustainability(74%),safety improvement,(53%)and time to market(53%).For example,Kroger,a US supermarket chain,is increasing safety and fulfilling orders more quickly i
114、n their Ohio“Hive”,using over 1,000 robots to pack 20,000 online orders daily alongside just 400 human employees,using AI to optimize the layout and processes.3Companies with previous success in using metaverse are more willing to tackle complex use casesWhen looking at larger geo-spatial environmen
115、ts,metaverse technologies can revolutionize the way companies plan,track and adjust large-scale systems and processes such as supply chains,power grids,and transportation networks.Those planning to use larger-scale metaverse use cases reported having previous experience at nearly twice the rate of o
116、ther respondents in the survey.21The metaverse at workFigure 4.18:Deployment of large-scale metaverse use cases(virtual supply chain,grid,transportation network optimization)by industryDeployedPlanned use within the yearAutomotiveEnhanced service and CXProcess efficiencyOPEX reduction54%52%51%Figure
117、 4.19:Key benefits reported by companies currently using large scale metaverse use cases(virtual supply chain,grid,transportation network optimization)36%33%36%36%46%23%13%31%30%2%6%29%7%33%13%Industrial goods&manufacturingPower&utilitiesTransportation,supply chain&logisticsTransportation,supply cha
118、in&logisticsVirtual supply chain optimization IndustrialVirtual grid optimization power and utilities Industrial Virtual transportation network optimization-transportation,supply chain,and logistics IndustrialAlong the supply chain,the metaverse can serve as a point of connection for data from suppl
119、iers,production,and sales to help optimize forecasting and track the flow of goods.Automotive respondents reported deploying the technology at more than twice the rate of the next closest industry(industrial goods and manufacturing),as they work with a wide range of suppliers and dealers and can use
120、 the metaverse to connect sales data with production and supplier data,thus improving the accuracy of decision-making and efficiency of just-in-time manufacturing practices.The metaverse can also be used to better monitor and understand power grids.By creating digital representations of the assets w
121、ithin the grid and connecting usage data with the outputs of predictive maintenance models,companies can create an interconnected system that better supports operations and informs decision-makers.This can also be used in simulation to plan for consumption rates and in the face of severe weather eve
122、nts,plan reactions that will minimize the duration and size of blackouts.Transportation companies are using industrial metaverse technologies like digital twins to plan the layout of fixed transportation networks like railways and highways to better design the initial layout,and to simulate events K
123、ey benefits reported by companies using large-scale metaverse use cases include enhanced service and CX and process efficiency,both driven by enhanced consistency throughout supply chains,transportation networks,and grids.Additionally,OPEX reduction was cited by many due to limited fuel consumption
124、and cost savings related to better initial planning and tracking of these systems.and passenger flows prior to any actual development or construction.For active transportation networks,the metaverse can help in capacity planning the allocation of assets like trains on a rail network or emergency veh
125、icles along highways to minimize energy use and increase safety.Virtual supply chainoptimizationVirtual gridoptimizationVirtual transportation network optimization22The metaverse at workFigure 4.20:Deployment of field XR by industryFigure 4.21:Key benefits reported by companies currently using field
126、 XRDeployedPlanned use within the yearAutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logistics24%32%39%46%12%6%6%4%36%38%45%50%Process efficiencySustainabilityEnhanced service and CX65%59%47%Service and repairsXR and metaverse technology are also being used to enh
127、ance post-sale service and repairs and to improve internal processes around maintenance for machinery and equipment.Field XR IndustrialBy using XR headsets or AR-enabled devices,companies can augment the capabilities and reach of technicians,maintenance workers,and other employees who can see equipm
128、ent and infrastructure in entirely new ways and share these views with remote specialists when additional help is needed.This technology can also be extended to production and assembly,where AR can overlay manuals and guides onto the physical world.Like other AR-enabled use cases(e.g.,XR-enhanced UX
129、 research),automotive is leading in deployments,reporting experience using the technology at over twice the rate seen in other industries(12%vs.6%).However,they also have the lowest proportion of respondents planning to test the use case within the year,again showing their more realistic views on th
130、e current state of AR.Benefits reported by companies currently using Field XR reflect the reduced time and increased efficiency of repairs,with process efficiency ranking highest.This use case also provides the benefit of enhanced service and CX especially when used in post-sale maintenance and repa
131、irs.Our headsets allow digital instructions to be viewed and executed completely hands-free.We also have a remote subject-matter expert for routine maintenance,inspections troubleshooting and live repairs.This allowed the workers to be more effective in a very safe environment.“23The metaverse at wo
132、rkProcess efficiencySustainabilityDerisking opportunitiesFigure 4.23:Key benefits reported by companies currently using visualized predictive maintenanceFigure 4.25:Key benefits reported by companies currently using autonomous/RC maintenance roboticsFigure 4.22:Deployment of visualized predictive ma
133、intenance by industryFigure 4.24:Deployment of autonomous/RC maintenance roboticsDeployedPlanned use within the yearAutomotiveIndustrial goods&manufacturingPower&utilitiesTransportation,supply chain&logistics33%23%43%36%6%5%1%12%39%28%44%48%DeployedPlanned use within the yearAutomotiveIndustrial goo
134、ds&manufacturingPower&utilitiesTransportation,supply chain&logistics30%36%27%29%9%5%4%10%39%41%31%39%55%45%36%CAPEX reductionSustainabilitySafety improvement69%63%56%Autonomous/remote-controlled(RC)maintenance robotics IndustrialVisualized predictive maintenance IndustrialAutonomous or remote-contro
135、lled robotics are also used in maintenance and repairs today.In most cases,the equipment is guided by a technician or specialist,to inspect and repair remote or hard to reach equipment,but fully-autonomous solutions are also in development.Although there are limited reported deployments in the indus
136、trial goods and manufacturing(5%)and power and utilities(4%)segments,respondents from automotive and transportation,supply chain and logistics deployed this use case at double the rate seen in other industries,a result of the use case allowing for prompt maintenance interventions for vehicles on the
137、 move.Companies using maintenance robotics today report CAPEX reduction and sustainability benefits,as a result of extended machine lifetimes.Safety improvement is also a key benefit companies who have deployed the use case experience since they can reduce the need to put humans in higher-risk envir
138、onments for certain repairs.Another opportunity to enhance maintenance for both internal and post-sale operations is through visualized predictive maintenance.By overlaying the output of sensor data on a digital twin,information can be made more actionable for technicians.Transportation,supply chain
139、 and logistics companies are showing most interest in this use case with 12%of respondents having already deployed and additional 36%planning to use within the next year.Key benefits experienced by companies that have deployed this use case include process efficiency(55%)and sustainability(45%)due t
140、o minimized machine downtime and extended machine lifetimes.Visualized predictive maintenance was also seen as the use case most benefitting companies in de-risking opportunities by ensuring a companys most important assets will not unexpectedly fail.24The metaverse at workFigure 4.26:Actual use cas
141、e benefits reported by companies with deployments today compared to the benefits expected by companies still in the planning phase35%30%+5%29%23%+6%44%37%+7%46%37%+9%51%41%+10%39%24%+15%Companies that have deployed industrial use cases are seeing more reported benefits than those still in the planni
142、ng phase expectOn average,companies that have already deployed metaverse use cases report benefits 5%more often than companies still in the planning phase.Across use cases,the most significant difference is cost reduction benefits,with a 15-percentage point increase in respondents citing CAPEX reduc
143、tion and a 6-percentage point increase in OPEX reduction;according to companies who have already deployed industrial metaverse use cases,these use cases already impact the bottom line beyond the In looking at specific use cases and the benefits perceived,the most notable difference is in XR hands-on
144、 training,where almost 65%of companies who have already deployed this use case,reported reduced capital expenditures.By contrast,just 22%of companies in the planning phase cite a reduction in CAPEX as an expected benefit.Additionally,for the virtual facility optimization use case,43%of companies who
145、 have already deployed this use case reported OPEX reductions,more than twice the rate expected by companies still exploring the use case.CAPEX reductionSustainabilitySafety improvementEnhanced service and CXOPEX reductionTime to marketActual benefits reported by companies that have deployedExpected
146、 benefits from companies still in the planning phaseIndustrial use cases exceed expectationsDifferences are amplified further for specific use casesexpectations of even the most eager metaverse participants.Additionally,through the enhanced ability to track real-world items,collaborate,learn,and wor
147、k virtually,the metaverse seems to exceed respondents expectations in helping their companies reach their ESG goals,in serving and protecting their employees and customers,and in delivering high-quality products and services more quickly and efficiently than was previously possible Figure 4.26.25The
148、 metaverse at work26The metaverse at work27The metaverse at workBig tech companies are already engrained in the infrastructure of the metaverse through their existing cloud services and visualization tools,while also investing heavily to create new metaverse platforms and AR/VR headsets.Gaming compa
149、nies and engines play a key role in the early metaverse by providing the technology needed to make high-fidelity virtual environments like digital twins.Many of the features needed for the industrial and enterprise metaverses like advanced 3D graphics and physics engines have been in development for
150、 over a decade in gaming companies.Web3 application providers,while not ranked as highly as other players,are still viewed as important by nearly half of respondents for their ability to handle many of the new challenges metaverse technology will bring.Challenges in user authentication across compan
151、ies,for example,can be solved with the use of decentralized identities(DIDs)Figure 5.1:Key players in driving the advancement of the metaverse,among all respondentsWhen it comes to the metaverse,there are players who stand out as having gone big and gone early to stake their claim on this evolving s
152、pace.Not surprisingly,respondents in our survey rank these familiar faces like big tech,metaverse platform players and gaming companies as key in driving the metaverse forward they create and control many of the inputs,pipelines,and mediums for experiencing the physical-Big tech61%New XR/metaverse p
153、latforms60%Industrial equipment&technology59%Industrial software&applications57%Gaming companies and engines53%Telcos52%Professional services firms52%Blockchain protocols and providers50%AI/ML providers50%Network and networking equipment providers48%Web3 application providers48%digital fusion of the
154、 industrial metaverse.But industrial equipment and technology and industrial software and application players,also feature in the top five Figure 5.1 which makes sense as companies looking to deploy industrial and enterprise metaverse use cases look for guidance from players they know and trust.5 Ke
155、y enablers and partners to deploying the metaverse28The metaverse at work17 percentage point increase in importance of cloud computing for experienced companies over inexperienced 9 percentage point increase in importance of AI/machine learning for experienced companies over inexperienced11 percenta
156、ge point increase in importance of private 5G/6G networks for experienced companies over inexperienced 72%70%70%68%68%68%67%66%66%65%64%64%64%62%62%62%59%39%50%Figure 5.2:Views on importance of technical enablers,among all respondentsWhile our respondents perceive that big tech companies and new met
157、averse platforms are primarily driving advancement in the metaverse today,enterprises understand they must look further when it comes to identifying providers of key technical enablers that allow metaverse use cases to succeed.As seen in Figure 5.2,respondents overwhelmingly see the value of nearly
158、all enablers,with only 7 percentage points separating the top ten.However,respondents do place greater importance on those enablers that are truly foundational to meeting Enabling technologies for the metaverse go beyond headsets:computing,AI and network are criticalCloud computingAI/machine learnin
159、gPrivate 5G/6G networksFiber broadband networkSmart sensorsAR/VR/XR/headsets and appsPublic 5G/6G networksBlockchain/web3 technologyIoT devices&networksDevelopment platformsDigital twin technologyPositioning/location systemsAutonomous robots&dronesEdge/distributed computingFixed wireless accessSpati
160、al computingRemote controlled exoskeletonsQuantum computingWhile all respondents value essential metaverse enablers,those with first-hand experience are even more aware of the need for foundational capabilities.of respondents say technical infrastructure is a blocker preventing them from deploying u
161、se cases.the demands of most enterprise and industrial use cases such as cloud computing(72%),AI/ML(70%),and network connectivity(68-70%).Respondents appreciate the need for sufficient infrastructure and robust analytical capabilities when it comes to deploying metaverse use cases.29The metaverse at
162、 workTechnical enablers that allow for enhanced collection,transmission,storage,and processing of data are foundational to launching metaverse use casesWe found that connectivity will be a huge challenge if we want to scale.We need strong bandwidth anywhere people access the metaverse solutions“VP o
163、f IT,Global Automotive SupplierCloud computingEnables the storage and processing of the large quantities of data inputs and outputs required to orchestrate metaverse use casesAI/MLIndispensable for modeling digital twins and creating realistic environments and simulations and interpreting data/makin
164、g predictionsIndustrial data collectionSmart sensors,positioning/location systems and IoT enable the collection and exchange of data from industrial hardware in real-time,with strong connectivity as a prerequisiteNetworkCellular(public and private)networks and fiber allow for low-latency connectivit
165、y to get information to a person or asset at the right time,for a seamless experienceFigure 5.3:Industrial and enterprise metaverse foundational capabilities30The metaverse at work72%70%70%68%36%33%36%40%Figure 5.4:Levels of importance of enablers and levels of advancement in leveraging enablers wit
166、hin your company,among all respondents42%38%68%68%At this stage,companies are relying on a range of partners to close capability gaps and deploy use casesWhen deploying use cases,companies are not only focused on what blend of technical enablers is required,but also the level of advancement they mus
167、t reach internally to successfully leverage the enablers.While companies appreciate the criticality of enablers such as cloud computing,AI/ML and network connectivity,there are self-reporting shortcomings in their ability to leverage them to support metaverse use cases Figure 5.4.In research intervi
168、ews,leaders highlighted a desire to scale metaverse use cases across sites.But most interviewed companies who had deployed use cases had not yet scaled across the organization or different sites.While technologies like sensors or connectivity may be adequate in some locations,other locations may be
169、months,if not years behind in development.An IT executive in industrial manufacturing noted that metaverse may only be able to be rolled out across a few facilities until other sites can mature their core network and data collection capabilities.Cloud computingAdvancementImportanceAI/machine learnin
170、gPrivate 5G/6G networksFiber broadband networkSmart sensorsAR/VR/XR/headsets and appsWe are a partner-led organization.We work with cloud vendors,gaming engines,digitalization software and AI library providers,consultants and more to execute.“VP of Sales,Metaverse Platform and Infrastructure Provide
171、rEnterprises need further proficiency with key technical enablersGaps in expertise impacts the ability to scale31The metaverse at workFigure 5.5:Key partners in deploying industrial metaverse use cases,among all respondentsFor companies getting started in the metaverse and those looking to scale use
172、 cases,partnerships are critical to building and integrating technical enablers to launch use cases.In the current state,no one partner has proven able to provide the broad range of capabilities use cases require,leaving companies to devise a curated group of partners,each with highly specific funct
173、ions,best-fit for their goals.Approaching partners may present challenges,as many partners have yet to create an integrated go-to-market and delivery approach for metaverse solutions as they work with clients.While some alliances are forming,most companies are left to piece together the partner puzz
174、le themselves.65%65%64%64%64%63%63%62%61%60%55%Big techNew XR/metaverse platformsWeb3 applicationsIndustrial equipment and technologyIndustrial software&applicationsAI/ML providersNetwork/networking equipmentBlockchain protocols&providersTelecom providers/CSPsProfessional services firmsGaming compan
175、ies/enginesPartnering becomes critical for success32The metaverse at workAI/ML providers Process raw data inputs collected from devices without human intervention Automate,predict,and visualize processes and insights gathered from connected devices,assets,and systems Provide generative capabilities
176、to build customized,immersive environments and digital assetsNetwork and networking equipment vendorsProvide infrastructure and services to support the next generation of connectivity requirements(speed,bandwidth,latency)necessary to support metaverse use cases:Private 5G/6G networks Public 5G/6G ne
177、tworks Fiber broadband networksFigure 5.6:Differences between key metaverse players,among all respondentsRanked Most Important:Partners to deploy use casesRanked Most Important:Driving advancement in the metaverseDifferenceBig tech1st1stIndustrial equipment and technology2nd3rd +1New XR/metaverse pl
178、atforms3rd2nd -1Industrial software and applications4th4thNetwork/networking equipment providers5th10th +5AI/ML providers6th9th +3Companies must look hard at their existing capabilities in relation to their metaverse ambitions.To support the industrial metaverse at scale,companies must invest and pa
179、rtner,where necessary,in order to support the transmission,processing and storage of data required to bring metaverse use cases to life.When companies deploy industrial and enterprise use cases,they are reliant on a large set of partners to turn vision into reality.Interestingly,in some cases,these
180、critical partners are not the same players respondents view at the forefront of metaverse advancement.Figure 5.6 shows the difference between the top ranked deployment partners and the top ranked players advancing the metaverse.While the top four are the same,AI/ML(+3 ranks)and Network/networking eq
181、uipment(+5 ranks)rank notably higher as important partners for launching industrial and enterprise metaverse use cases,compared to how they are viewed in terms of driving innovation in the metaverse overall.Perhaps not surprising,as networking and AI/ML are seen as key technical enablers for the dep
182、loyment of industrial and enterprise use cases.Companies which are not perceived at the forefront of advancing the metaverse,become valuable deployment partners 33The metaverse at workI dont think our network is well equipped yet.We have a team that experiments on technologies,but they do not scale
183、them Its like saying,“How good are we at AI,ML,computer vision?”Its not like I have a team thats dedicated to these things.So,I think were having some starting issues around how we organize around these areas.“C-Level,Digital Transformation,Apparel&Textiles Manufacturer34The metaverse at workFigure
184、6.1:Top risks in deploying metaverse use cases,among experienced companiesCompanies recognize that,like any other new technology,implementing and scaling use cases in the metaverse poses certain risks.67%62%50%36%25%23%Cyber&infosecData privacyTechnologyLegal®ulatoryTax&accountingIntellectual pro
185、pertyThe primary concerns for metaverse use cases are cyber,information security and data privacy,with over 60%of respondents citing these as primary risks.Cyber and information security risks are paramount across a range of digital use cases but are amplified by the drastic increase in data,that in
186、dustrial and enterprise metaverse use cases will produce.This was noted by multiple research interviewees,including one global automotive manufacturer,who highlighted additional risk when expanding metaverse use cases to involve outside parties,like suppliers.To help alleviate these concerns,compani
187、es would be prudent to first take necessary steps to assess and secure potential breach points,like sensitive databases or pipelines and network,before pursuing metaverse at scale.Data privacy risks can prove especially complex,particularly as companies expand the scope and scale of use cases to ref
188、lect a more interwoven,data-driven virtual ecosystem,incorporating valuable,potentially sensitive,data assets.The protection of these assets,often regarded as the heartbeat of operations,should be highly considered in the use case development process.36%of respondents also acknowledge that the metav
189、erse will come with its own set of legal and regulatory risks.One research interviewee in power and utilities noted that in many regulated markets in the US,companies need to prove the positive impact of metaverse use cases to regulatory bodies before making large investments.Quantifying ROI can be
190、a challenge for some,which makes business,legal and regulatory justification more difficult.Today,companies must also prove metaverse solutions are not a surveillance mechanism for their employees.Security is#1.Everything must be secure by design.“VP of Sales,Metaverse Platform and Infrastructure Pr
191、ovider6 Risks and challenges within the metaverse35The metaverse at work45%37%31%31%29%Lack of expertiseTechnical difficultiesOver budgetReluctance of employees to adoptOver project durationCompany:Build on past success to secure funding and execute use cases that stretch cross-companyDepartment/Loc
192、ation:Expand scope with next use cases to impact entire departmentTeam:Land and execute a use case to prove value within teamFigure 6.2:Top challenges faced in deploying metaverse use cases,among experienced companiesFigure 6.3:Land and expand for metaverse use cases59%of companies that have deploye
193、d metaverse use cases today have run into multiple challenges in deployment.As shown in Figure 6.2,lack of expertise is cited as the top challenge companies face during the deployment process,with 45%of respondents indicating it as a struggle during deployment.For some,solving this challenge require
194、s augmenting internal know-how through hiring or with external partners.For example,power and utilities companies in many geographies have leveraged professional services expertise for past digital deployments,and plan to do so for the metaverse as well.One leader interviewed in our research noted t
195、hat utilities are“just trying to survive”and may require this additional support on innovative initiatives that go beyond day-to-day operations.There is no defined playbook today for entering the metaverse,and companies are facing expected growing pains around people,process and technology.Start sma
196、ll and think big,in order to overcome an array of challengesTechnical difficulties is the second most common challenge in deployment,endured by 37%of experienced respondents.Some technical difficulties will naturally be overcome as key enablers are developed,gain additional capabilities,and become e
197、asier to use compared to their current state.On the other hand,some technical difficulties may take time to resolve.There are many organizations who are already in technical debt from working on improving legacy systems.One global automotive manufacturer interviewed in our research mentioned that th
198、eir organization is still on the journey to embrace cloud technologies and leveraging AI,leaving metaverse“off the radar”until these initiatives are complete,despite interest.Choosing metaverse use cases that build upon industry 4.0 investments may allow companies to work in hand with their latest a
199、nd greatest technology,to avoid legacy system roadblocks and reduce technical difficulty.Companies also face challenges around both reluctance to adopt with research interviewees citing the need for strong change management and budget.Exceeding budget is not only a challenge for companies who have d
200、eployed metaverse use cases,but also similarly a concern for those planning to deploy,with 31%citing“lack of budget”as a primary challenge in pushing forward metaverse initiatives.In some cases,metaverse efforts may also be tabled while public markets reward more cost-conscious balance sheets(e.g.,D
201、isney abandoned its metaverse division in early 2023).To overcome budget constraints,some companies are deploying what one research interviewee coined a“land and expand model.”Starting with more budget-friendly use cases that provide clear,communicable value across an organization can serve as a ste
202、pping-stone to future success and warrant additional budget allocation for larger metaverse undertakings.36The metaverse at workWhile the consumer metaverse has received considerable attention over the past few years,especially in the media,the industrial and enterprise metaverses are proving tangib
203、le value beyond what some might deem a fad,and formidable growth is expected to continue.Todays successes in use case deployment will likely accelerate both interest and investment.Companies are still learning what it takes to be a leader in value-creation with the metaverse and how to partner to ac
204、hieve goals and scale.It is important to explore and test applications,integrate lessons learned and quantify value early,as the industrial and enterprise metaverses are poised to become essential to driving competitive advantage in the future.Whats next?3 points to follow when taking the next step
205、in the metaverseTo begin the journey:1.Begin laying the foundation of capabilities:Map requirements to potential use cases and focus on assessing capability gaps for most crucial enablers2.Land and expand:Start with a specific use case pilot or deployment as a proof point to generate buy in and lear
206、n from mistakes early3.Consider how youll market your metaverse:Using terms like“3D-virtualized environment”or“immersive experience”instead of metaverse may detach use cases from any circulating misconceptions or hypeTo build upon early wins:1.Re-evaluate whats needed to scale:Consider any unanticip
207、ated enablers critical to take a pilot to deployment or scale a deployment across multiple sites and how current partners will support growth2.Expand the scope of use case(s):Consider how a deployed use case might expand to integrate additional functionality,data points or sub-use cases3.Strive towa
208、rd a metaverse ecosystem:Consider how multiple deployed use cases might integrate to build an end-to-end approach7 Taking the next step in the industrial and enterprise metaverses37The metaverse at workAppendix:Use case definitionsUse caseDefinitionXR hands-on training Immersive technical training u
209、sing XR technology to create realistic experiences and scenarios in a purely virtual or virtually enhanced physical environment,especially to enhance skills using different equipment and to practice safety procedures.Virtual R&D,prototyping and testing Design or redesign of products,components,equip
210、ment and more in a virtual environment to enhance processes like prototyping,safety and performance testing,assessing production readiness,etc.XR-enhanced UX research Enhancing UX research using extended reality(XR)technology for eye tracking,overlaying virtual elements on the real world,user testin
211、g virtual prototypes(e.g.,vehicles,machinery),etc.for end users,intermediaries,and/or company employees.Virtual facility optimization Designing,planning,simulating,and optimizing facilities(e.g.,factories,warehouses,retail stores,etc.)in a virtual environment(e.g.,digital twin)to enhance production
212、and other processes without impacting live operations.Virtual tracking and data capture on factories,warehouses,and other facilities to see real-time performance and quickly flag problem areas.Virtual supply chain optimization Asset tracking(e.g.,facilities,equipment,operational vehicles,devices etc
213、.)and supply chain optimization in a virtual environment(e.g.,digital twin)allowing for redesign and simulation without impacting live operations.Virtual tracking and data capture on actual supply chain to flag real-time problem areas and track the flow of goods.Autonomous/RC operations robotics Use
214、 of autonomous or remote-controlled robots which can be deployed,controlled and/or monitored virtually to assist in the operations like manufacturing,surveillance,rearranging assets in facilities,loading,storage and retrieval,packaging,and more.Autonomous/RC maintenance robotics Use of autonomous or
215、 remote-controlled robots which can be deployed,controlled and/or monitored virtually to perform maintenance in facilities,remote environments and more.Field XRExtended reality(XR)augmentation of workers,maintenance teams,inspectors,and technicians allowing the user to share views with a specialist
216、or overlay virtual elements that may not otherwise be visible/accessible.Visualized predictive maintenance More accurate assessment of asset health(e.g.,vehicles,or machinery)and flagging of problem areas on a virtual representation(e.g.,digital twin)of the asset driven by enhanced data capture.Virt
217、ual grid optimizationTracking and arranging grid assets(e.g.,facilities,operational vehicles,transmission lines,distribution lines,protection and controls systems,etc.)in virtual environments allowing for virtual redesign and process/production simulation without impacting operations.Virtual trackin
218、g and data capture on actual grid performance,inputs,outputs,and flagging of problem areas to minimize outages.Virtual transportation network optimizationPlanning transportation networks,asset placement(e.g.,operational vehicles,rolling stock,maintenance crews,machinery),and passenger/freight flows
219、virtually to allow for optimization and simulation of different potential threats and events.Virtual office and workspacesUse of immersive digital environments where employees can interact for enhanced networking and social experiences or use infinite workspaces,data interaction spaces,and spaces cr
220、eated to enhance collaboration and co-design.XR onboarding and soft-skills trainingUse of immersive digital environments in enterprise-level HR,onboarding and training processes for items like customer service training,general safety training,and company-wide programs on sustainability and diversity
221、,equity and inclusion.Immersive recruiting and hiring experiencesUse of immersive digital environments in the recruiting and hiring process to reach a broader,younger,and often more tech-forward work force and conduct technical interviews that previously would require on-site visits virtually.38The
222、metaverse at workEndnotes1.Ball,Matthew,The Metaverse and How it Will Revolutionize Everything(Liveright Publishing Corporation,a division of W.W.Norton&Company,2022).2.Carlton,Bobby,“Volkswagen Will Train 10,000 Employees Using VR This Year,”VRScout,5 March 2018.https:/ how Kroger is using robots t
223、o get groceries to customers doors,”CNBC,4 November 2021.https:/ metaverse at workAuthors and contributorsEYVincent Douin Business Consulting Principal,TMT Sector,Ernst&Young LLPAlex Bayz Senior Manager,Ernst&Young LLPAustin Miller Manager,Ernst&Young LLPHaley Reid Senior Consultant,Ernst&Young LLPN
224、ick Hecht Staff,Ernst&Young LLPNokiaStefan Kindt Cross Portfolio and Ecosystem,CX Marketing,NokiaMeggen Cantillon Campaign Strategist,CX Marketing,NokiaJudit Foldvari Global Campaign Manager,CX Marketing,NokiaLeigh Long Head of Enterprise Reputation and Outreach,CX Marketing,Nokia40The metaverse at
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228、ble via member firms do not practice law where prohibited by local laws.For more information about our organization,please visit .2023 EYGM Limited.All Rights Reserved.EYG No.051120|ED NoneThis material has been prepared for general informational purposes only and is not intended to be
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