In the previous chapter, we talked about the importance of looking at an RFID deployment in the broader context of the business problem being solved. The RFID deployment framework was introduced as a guide to enable this process. However, the process by itself is not sufficient. Unless there is a dedicated team behind the process who is working in unison to achieve the goal, the effort is not likely to be successful. Because an end-to-end RFID deployment is likely to touch various parts of an organization, such a team is likely to involve members from different parts of the organization, and possibly suppliers, partners, and customers. It is not easy to take such a diverse team, ensure that every team member has a clear understanding of the goal and his role in achieving it, and have each member work his best to achieve the goal. This requires complete organizational mobilization of stakeholders around the RFID deployment. In the previous chapter, we discussed how to identify the right stakeholders and what type of alignment to ensure between them. In this chapter, we will cover the following:
Note: Many of the examples provided in Chapter 5, "Framework for Deployment," this chapter, and Chapter 7, "Cost-Benefit Analysis," are derived from the real-life case studies based on interviews with industry practitioners like you. Details on some of these case studies are provided in Appendix A for your reference. |