I’ve been championing sustainability within Trackunit’s four walls for some time now. That might make it sound like I was dealing with an unreceptive audience but nothing could be further from the truth.

The desire to make something happen was very evident. We have, after all, been developing sustainable solutions via a more efficient sharing economy for rental companies ever since we were founded in 1998. What is perhaps more evident is that up until now, we’ve not been that good at articulating it, at least in ESG terms.

But while we’d established the ‘why’ for a sustainability strategy, we were some distance away from formulating the ‘how’ and the ‘what’. I’ll explain in this post why we’ve made real progress with the ‘how’ and it will be the progress we make with the ‘what’ which will probably represent the next big stage of the movement.

Mission possible

As far as the ‘how’ is concerned, we’ve deliberately focused on creating a framework for engaging with industry organizations where we approach the issue from a holistic perspective, but are simultaneously fully focused on delivering tangibles.

The talks — in the form of round tables, workshops and hackathons — are a channel for funneling ideas, creating priorities and then establishing a portfolio of ideas that, through a construction-wide approach, we can hopefully implement.

It might sound counter intuitive given the process begins with a conversation but we are genuinely more interested in action — a commitment to solving the real problems rather than the symptoms. Ultimately we want to be useful by being a part of creating something that will make the construction industry known for social responsibility. If there’s no action, then the discussions will have not done what they set out to achieve.

But, if the ideas the industry generates become part of a new status quo through the entire construction value chain, then we’ll have made a very good start to what we want to do.

But that’s all it will be — a start. We’ve much bigger ambitions than this.

Real change

The growth of the telematics sector doesn’t need elaboration here. Suffice to say that we at Trackunit are at the heart of the development, and the connectivity that flows from the data will be the driver of the next stage of sustainability.

The data is naturally at the core of the industry’s mission to eliminate downtime, but it’s self-evident that any process that leads to more efficiency, is by definition creating a more sustainable sector as machines that idle less also emit less CO2 and particles.

There are dynamics at work that are helping accelerate this process and making it real. The role of legislation first of all cannot be underestimated and it helps establish a regulatory framework that means companies have to take certain measures to foster better solutions if they want to walk on the right side of the line.

Then there are the new wave of companies with business models fully integrated into a sustainability framework where every move is underpinned by the rationale.

And finally there are the incumbents. The likes of Trackunit, the OEMs, the contractors and rental fleet owners who can influence through their own behavior the way the sector develops.

Whatever the relative merits of the three dynamics, and different people argue differently for which might be most important, together they are critical and bounce off each other to create a more sustainable industry.

And I think it will become easier for the industry to become more sustainable if people in power actively lean into the paradox of competition and collaboration. One way to think about this is through coopetition, a new word used to describe the paradox of cooperative competition.

What matters in competition is not so much the change in technology but the behaviors and practices that it enables so that, for example, being data driven is more important than owning a data lake. Collaborating on development of technology can therefore be a competitive advantage.

Construction life cycles

There are gradual shifts in the construction life cycle in the meantime that are catalyzing the transition to better building standards and processes.

This may be a simplistic way to look at construction but in essence, you can boil it down to the building phase and the operational phase. It’s the operational phase — the maintenance, utilities and other running costs — that actually accounts for the lion share of construction’s contribution to global CO2 emissions which, at 38%, is clearly an area we can and must improve on.

But this is already happening. Architects, builders and designers working in unison are getting better at building infrastructure that is easier to disassemble, is more efficient in its utilities usage, and offers a more long-term solution to the waste and inefficiency that has dogged the industry in recent decades.

Returning to that construction phase, our research indicates that it is responsible for 0.5-3.4% of emissions depending among other thing upon whether you include transportation of equipment. But we shouldn’t take that as an excuse to shift all the blame towards the operational phase as firstly, the shift towards better ways of building will in time cut back on its CO2 emissions inevitably increasing the share of the initial phase in overall emissions. Secondly, a glance across all construction projects at any given time and any given place in sheer volume terms translates to a lot of emission, no matter its proportion of overall emissions. And thirdly, we can still be better. It’s, to put it bluntly, the right thing to do.

Metrically speaking

So how do we address the ‘what’ in our earlier conundrum at the outset of this piece?

One possibility is the creation and acceptance of an energy usage effectiveness metric that can be used across the industry to measure exactly how efficient we are being at any stage of the construction process.

This is no easy task. To pretend otherwise would set us up for a fall and create an expectation that would be very difficult to manage. But we are working on it and devoting serious resource to the matter because we can clearly see how, theoretically at least, the data lake is the key to making it possible, harmonizing the data and putting us in reach of an equation where we compare total energy used by a fleet on a job site with energy used for actual work and benchmark that against another jobsite.

It may be that we have to establish different kinds of metrics for different kinds of construction and for different stages of the process to make it feasible, where, for example, true utilization of earth moving and powered access differ by design. It might be that a proxy like an output-per-square-meter formula provides a, perhaps crude, but nevertheless common metric that the majority, if not all of the industry can sign up to.

There are other possibilities too. Could emissions be divided by revenue? Number of staff? Other criteria?

The discussion generated shows that for now, anything is possible, but we will also have to get to a stage where the industry filters down and devotes its time to something we can actually deliver.

Getting something we can use across construction is the ideal. Looking ahead, the necessary sensor points fitted to machinery need to be de rigueur enabling fleet owners to manage and report their CO2 emissions with accuracy on as many machines as possible. Then there is the two issues of smaller pieces and older pieces of equipment. For both we are looking into using advanced technologies for estimating proxy usage based on multiple data points, for example, analog inputs, data from similar machines and OEM validated fuel rates.

There’s an extremely powerful business case for owners to be on board with this, based not just on costs, the bottom line and competitiveness, but also taking into account governmental requirements to cost budgets in ESG terms. No-one is discounting that this is a process, but as more and more contractors invest in data-rich machinery, the more we can understand the feedback and use it towards creating sustainability-based KPIs and the development of an industry-standard metric that all stakeholders can buy into.

And new business models that prioritize, say, electrification over diesel engines will also help that process. The industry just has to find a way of managing the inevitable cost that this will entail and look to enable the transition over time. For example, infrastructure for electric or hydrogen vehicles needs to be rolled out on a countrywide basis, and retrofitting new drive trains and electrical engines into older diesel machines also needs to happen on a larger scale.

We also anticipate third parties entering the fray at some stage invoking Campbell’s Law. The law states that, the more important a metric is in social decision making, the more likely it is to be manipulated. It will be the third parties that will effectively refine and, hopefully, improve on how any metric that becomes established is measured and used. It will in effect be a self-perpetuating process driven by business sense, ethics and morality, and a desire for something better.

Don’t underestimate what can be done here. If basic rules, guidelines and a unifying metric emerge, that will filter down the pyramid. Whether you’re a fleet owner in Zambia, a contractor in Canada or an architect in Japan, the case is compelling, It’s just about bridging that gap between where we are now and where we want to be.

If you want to stay up to date on events of the Eliminate Downtime initiative, I encourage you to sign up to our newsletter.


Going electric in construction is a step towards a more sustainable industry. This white paper gives a glimpse into how we can address challenges and leverage opportunities.

Internal combustion engines have been the primary mode of transportation for people and goods since the early 20th century. Recently, we’ve seen increased adoption of battery-electric cars, busses, and trucks – transforming on-road transportation. While it’s still early days in construction, a few pioneers are already leading the way.

The white paper was co-created by Trackunit and Boels.


The race towards connectivity is on. As we emerge from a year characterized by unprecedented downtime, we now have a unique opportunity to strike a new path towards digital transformation in construction.

It takes a pinch of courage to join forces when it comes to data sharing. This is why I want to say thank you to all those who contributed to this Blueprint for stepping up, sharing insights and for putting this into the public domain for the benefit of the entire industry.

Back in 2019, we conducted a survey and found that 55% of construction companies we asked do not exploit the full potential of data they gather. A staggering 83% admitted that they simply lack the knowledge as to how to use the data. On the upside, there is huge awareness and a general understanding that data is and will be important to business success in the future of construction. To not miss out on opportunities, data is collected and stored in vast amounts – though often without a clear purpose or strategy. The result: up to 90% of data gathered in construction is unstructured and stored away in silos. The typically project-based nature of construction adds to the problem of siloed knowledge. Information is kept for the duration of a project but when the project ends, data and insights are rarely saved in a manner that is beneficial to future projects with different partners and customers.

We have learned from other industries further ahead of the curve that meaningful collection, analysis and management of data are the backbone of digital transformation.

A Blueprint for Sharing Data in Construction

Over the past few months we have worked closely together with the Eliminate Downtime Committee and the extended network in various hackathons. We have explored pain points, highlights and use cases and we will present the synthesis of our findings in this Blueprint.

Data sharing in construction certainly is a complex topic and the conversations and discussions that have led to the publication of this Blueprint have made it abundantly clear that there are people with an incredible motivation to drive change in this industry. To support our collaborative effort to overcome barriers to sharing this paper presents a framework suggesting what it takes to be successful by sharing data in construction.

My hope is that this Blueprint will help you understand the value we can reap from choosing to cooperate and to share. To be inspired to find ways to establish trust within your organization and with partners in the industry. It takes courage to make the first step. I clearly see the potential of data to eliminate downtime in construction. The question is: Are you in?


The white book is relevant to everybody working in and with construction and has been brought forward by the contribution of committee members, peers, friends and like-minded people – it is truly the result of a collaborative effort.

Here we outline the sheer depth, breadth and impact of downtime, as well as showcasing the champions of the movement, who have been instrumental in forming collaborative efforts to revolutionize and digitize construction, to make it not just more efficient, but also a safer place to be.

Welcome to the White Book

In June 2016, McKinsey published an article “Imagining Construction’s Digital Future,” stating that the industry is “ripe for disruption.” Less digitalized than almost any sector except hunting and fishing, construction had not only been a laggard in technology adoption, but was also struggling to get the basics right.

Downtime. It has a name and it is the mother of all our problems.

We call it the mother of our problems. In fact, downtime has a large litter of offspring with many different names including everything from machine breakdowns, construction deviations and worker breaks, to lost tools, machine idling, and a lack of informed planning. Each sibling brings with it knock-on effects, just to add to the chaos.

Downtime is a challenge that pervades every single corner of the construction industry leaving almost no stone unturned. It is for this reason alone that the response to downtime has to be an industry-wide movement. I’m happy to say that many companies and individuals from across the sector are already in. We’re seeing the evidence.

The purpose of this White Book is to curate the stories we’ve collected at major events such as ARA and Bauma, smaller conferences such as our own Predict Summit and Downtime X gatherings, and corner offices and site meetings. We’ve mapped them against the Downtime Model so you may reference them easily

The White Book comprises 100 ideas to help eliminate downtime and increase productivity. Some of these may resonate with the downtime challenges you’re facing now; others may be more long term projects. This piece has no real beginning, middle or end – you do not need to start on page one and read through to the end. It’s there to stimulate your thinking, so just jump straight to content which interests you and use the overview as an orientation.


Predict Summit


Eliminate Downtime with AI



Date / Time

January 22, 2020

Event type


Hosted by

McKinsey & Trackunit

Booth number


Meet the Industry

On January 22nd Predict Summit in Copenhagen focused on AI and advanced technologies for the construction industry.
Enjoy the stories and experiences with AI and share your own AI stories #predictsummit

Greg Hill

Sales Advisor at Trackunit
[email protected]

Book a meeting with Our Team

Our Services

Related events

Throughout last year’s events in Europe and the US, the most pervasive topic was ‘data sharing and standardization’. Right now, as we set off, it is time for us to take a very big step and solve the challenges preventing data sharing. We need to do this together, as a community.

Within too many organisations there is resistance to change, whether that is organisational, business process, or simply ‘we don’t do that here.’ Across single companies or the wider industry, the fear of the unknown throws up challenges to progress and increased efficiency. Partnerships and data sharing are where the seeds of increased growth develop, however, they need to quickly demonstrate economic potential in order to gain traction within organisations. In these respects, construction can learn from the experiences of other industries, and channel that knowledge into positive action.

For the past 18-months, Trackunit and other members of the Eliminate Downtime Committee have been hosting events and spreading awareness of this important movement within the construction industry. We quickly learned that collaboration, shared ideas and the data that drives them provides a more complete picture of the state of the construction ecosystem as well as its current direction of travel.

The first 12-months of sharing of ideas, challenges and building relationships, led to the recent publication of the Eliminate Downtime white book – ‘100 Ways to Eliminate Downtime.’ This substantial research was published just as Covid-19 went from a regional problem to a full-blown global pandemic. During lockdown, we worked with customers and partners to pilot the Downtime Index, an open-access platform, which provided machine data-based analysis of OHV activity in Europe and the US. Insights were given on ‘Covid-19 impact on construction’ and the portal was a benefit to a wide audience during a difficult period where live industry data was difficult to gather. This cooperative action whilst the first wave of coronavirus was at its height drew parallels with other industries and illustrates that competitors often make effective partners.

From Airport Lounges to Cancer Clinics, Data Sharing is Key to Better Outcomes

In the early 1970’s, as airline usage expanded with package holidays, airlines were creating individual ticketing systems to keep pace with the dynamic growth in passenger numbers. Each company had its variation of identical systems for indistinguishable applications, but which didn’t allow interconnection between systems. They were creating information silos that were effective barriers to efficiency, in the belief that sharing would benefit competitors. Towards the end of the 1980s Air France, SAS, Iberia and Lufthansa joined forces to create Amadeus. Since then, it has become the standard for how most airlines create, share and track ticketing information. Working together with competitors was the route to better information, reduced downtime and higher levels of customer satisfaction.

In the field of healthcare, it is now widely understood that to achieve the full potential of precision treatments for cancer patients depends on sharing patients’ genomic and molecular data and clinical information. Although great strides have taken place, including the Genomic Data Commons, ORIEN, and CancerLinQ to create an open environment to facilitate data sharing among clinicians and researchers, patients’ health data remains trapped in silos spread across a fragmented cancer ecosystem. The leaders in this field of research believe the solution to this obstacle is to bring trusted third-party research and support organisations together in a coordinated effort to directly engage cancer patients in data sharing.

Success Accelerates when Standards-led, Anonymised Data from Competing Sources is Shared

These examples of the expansion of collaboration outside the interests of a single hospital, airline or national association provide an unambiguous demonstration of how our industry needs to come together to agree and implement opportunities that will support new developments.

Higher success rates can be achieved when standards-led, shared anonymised data from competing sources is used to solve global problems.

The feedback we received from our much smaller Downtime Index pilot underpins our conviction that gathering, analysing and sharing data across the construction value-chain can help transform our industry and provide pathways to radical improvements.

The current pandemic has not been beaten yet and, as we now also confront a global economic slowdown, it remains crucial for our industry to collectively focus on a shared approach that will create the open architecture that construction data and communications standards can be developed from. This is not to say that every organisation has to surrender its valuable supplier, customer, employee, and process data. As we see from the examples given, competing organisations can work together to find new solutions and applications that meet individual organisations’ needs and maintain their competitiveness in the wider market.

The Next Chapter – Co-creating a blueprint for data-sharing

The Eliminate Downtime Committee has commenced the process to co-create a blueprint for data-sharing across the construction value-chain. We have already begun discussions with our partners, which will initiate round tables and hackathons, involving committee members and invited guests from across the regions. We believe these will provide the groundwork and theoretical prototyping to undertake wider field research. From here, the committee will validate and define the blueprint document, which will be shared across the industry. If you are interested taking part, I’d like you to consider the following questions, as a starting point for involvement, and then contact us for more information on an event in your region:

  • How can everybody in construction benefit from sharing data?
  • How do we share data in an ethical, non-intrusive and sustainable way?
  • How do we install trust in data-sharing and ensure the accuracy of content?
  • How does data sharing provide a better customer experience?
  • What can we learn from industries that have overcome the challenges of data sharing?

As Eliminate Downtime migrates to the next chapter, we will examine the key themes of transparency coupled with a sharing approach from OEM design and manufacture, through distribution, sales and rental, use and support of not simply the machines but anonymous operator data that contribute to the complete construction site picture. Our industry generates huge amounts of information across many systems and we have the opportunity to treat it with the same industrial efficiency as within the engineering, financial and media fields.

Come and join us on the next steps towards a more productive, safer and sustainable construction landscape. By sharing data, we all have the chance to experience greater success as the rising economic tide lifts our corporate vessels together.

Read more about the Eliminate Downtime Journey and explore more insights and ideas in the white book.


Berlin x Downtime



Date / Time

October 24, 2019

Event type


Hosted by


Booth number


It’s not a tour – it’s a journey

The Eliminate Downtime journey is a global event series with curated stories from companies who share what they have learned, challenges and insights about how to eliminate downtime. On October 24th Trackunit hosted the event in the German capital city, Berlin.

Greg Hill

Sales Advisor at Trackunit
[email protected]

Book a meeting with Our Team

Our Services

Related events

We all know that feeling when you believe you have the solution to a problem, but it seems that you are pushing against a closed door when trying to explain it to others. Telematics and the digitalization of the Construction Industry has, at times, felt like that.

However, times are changing, and with the sweep of the hands, the door is swinging open. Collaboration between equipment manufacturers customers and third-parties are creating real benefits for all. Open system development platforms are creating industry-wide conversations and are the early steps to a range of standardised solutions.

As a founding member of the Eliminate Downtime movement we have seen a marked increase in industry dialogue highlighting technology’s crucial function in improving our industry. The people and organisations joining the movement are a demonstration of the wide-felt need for change.

With open events at ARA, Bauma and in London and Chicago and with more planned in Europe – including Berlin x Downtime coming up on October, 24th – the movement has attracted a wide industry audience with the common interest, to remove downtime from our processes, our machines and our sites. These events have generated numerous positive engagements and are moving the conversation forward.

The people and organisations joining the movement are a demonstration of the wide-felt need for change.

As an endorsement of the importance that this movements’ themes and aspirations have within the market the Eliminate Downtime committee line up now reads like a ‘who’s who’ of the construction industry. We are honored to be associated with such an experienced and talented group of industry influencers, who have the expertise and reputation to help drive change in processes and attitudes and increase awareness across the industry.

The common aim is to eliminate downtime in all its forms by 2025, and the role of the committee is to contribute to the narrative going forward, to ensure that the perspective is to benefit the industry and not a narrow interest group within it. We have already seen how some of these organizations’ initiatives are positively changing their business models. The committee is sharing how training and incentivising staff is increasing worker involvement and their contribution to productivity growth within their various businesses. Creating collaborative partnerships and aligning these with industry best practice are generating new opportunities to work smarter, not necessarily harder, to achieve measurable and consistently repeatable outcomes.

The committee has developed to be inclusive and cross-disciplined, illustrating the importance of a collaborative approach to the variety of challenges we face. An element of the committee’s role is also to create, qualify, validate and help shape the content developed for the Eliminate Downtime industry events. Early next year the committee will all convene at the Predict Summit in Copenhagen to explore how the industry can use AI (Artificial Intelligence, or to put it simply, thinking machines) to help eliminate downtime. In a world of big data, AI is viewed by many as key to creating new resources that can transform our industry from project inception through to final hand-over. Creating and maintaining predictive and highly productive, interoperable systems that can also leave a legacy structure that allows users of the infrastructure (building, road, tunnel, etc.) to continually plan, update and revise the project into the future.

Our promise is that Eliminate Downtime will not have an end point, although we set our deadline at 2025, but will continue to improve the collaboration, training and working practices throughout the supply chain.

Our promise is that Eliminate Downtime will not have an end point, although we set our deadline at 2025, but will continue to improve the collaboration, training and working practices throughout the supply chain. It will be instrumental in positive change and open more doors to a brighter future for all of us in the construction industry.

Mike Bierschbach – Director, Fleet Technology & Intelligence, United Rentals
David Swan – Product Manager, Skyjack
Brian Clark – Director Product Support, Sunbelt
Daniel Heussen – General Manager, Business Development & Marketing Division, Komatsu
Jay Allardyce, EVP, head of product, Uptake
Maxime Deroch – President , Service and solutions, Manitou Group
Alex Schüssler – Founder & President, International Group, Smartequip
Ana Jorge – Director of fleet and logistics, Gam Rental
Martin Sebestyen – Head of rental and fleet management, Zeppelin
Steve Jarvis, BAM Nuttall
Steve Redding – Development Director, Niftylift
Gareth Lloyd – CIO, Loxam Powered Access
Alex Greschner – CSO, Wacker Neuson
Dan Vorsholt – CEO, GSV
Martin Holmgren – VP Fleet management, Cramo
Jørn Larsen – CEO, Trifork
Elsa Bermudez – CCO, Gam Rental
Laura Tönnies – CEO, Corrux
Søren Rosenkrands – CBDO, Riwal
Leif Vestergaard – CEO, Targit
Josh Mosko – Managing Director, Logimove
Deryk Powell – President, Velociti
Joel Särkkä – CIO, Renta
Josh Cotton – Global Fleet Services Manager, Bechtel Equipment Operations
John Smeets – Technical Manager, Boels Renta

We are at the stage of evolution within the construction industry where each person in it may well have a different view on what downtime means, but most are starting to agree that it needs to be addressed. Many companies are implementing solutions to solve similar, or the same, downtime-related challenges. The very nature of our industry is project-based, which means that complex, temporary organisations are repeatedly created and then dismantled. This means that people, processes, data and machinery have to unite coherently, efficiently and safely on each project in a different configuration every time. It is little wonder that downtime occurs. This is truly the mother of all problems in our industry.

The Eliminate Downtime Model

It is time we discuss the limits of individual perception and the importance of complete context. At our recent event in London, Soeren Jensen, our CCO, said “We need to break down the silos to rethink the way we collaborate.” It seems that a good many in the industry now agree. The stories we heard touched on each company experiencing their own version of downtime, and showing how they overcame these problems, but it was clear that the room recognised the need for a cross-industry view and collaboration.

In an effort to relate how we view the larger challenge, we have broken it down into five main areas, which in turn illustrate how wide-reaching the Eliminate Downtime movement is and the range of stakeholders involved.

The Eliminate Downtime Model:

1. Society

This is all things that either affects the wider society, or anything in society that affects the construction industry. For example, from how we deal with waste products from a site, or how we can limit fuel usage and idle time of machinery, through to how we make the construction industry as a whole greener by finding new, and more sustainable solutions. From a top down point of view, under the Society banner, maybe collectively we can even find ways of building resilience towards future economic downturns. The need to share data raises a number of ethical issues, especially as companies begin to monetise their data externally for purposes other than those, for which the data was initially collected. An ethical approach to handling data may just provide enough security to allow companies to agree on a standard way of accessing it. It’s important that we sustain trust and take topics like privacy, ownership and security seriously.

2. Machine

There are four major new trends making their way into this area, that will have an impact on day-to-day operations, planning and autonomy, as well as the knock-on effect to end users and operators. With more and more ‘things’ connecting to the Internet of Things, we are living in an increasingly connected world. This creates many opportunities and changes in the way that machines could be operated, monitored, serviced and the logistics that accompany them. With Digital Twin technology, which is the ultimate in planning capability, bridges the physical and the virtual world. It uses real-time data and other sources to enable learning and efficiency opportunities, as well as dynamically adjusting for improved decision making. The third trend is the move from diesel to electric machinery, and how this will affect operators, rental companies, site management, servicing and of course how it impacts the industry’s carbon footprint and sustainability. The fourth and final trend is the rise of autonomy and how this affects staffing, training as well as health and safety.

3. Human

This area is everything related to the human beings who work in our industry, which we’d all like to be seen as more of a destination industry that is currently is. Stress is a very real factor of work for our people, whether it’s related to on-the-site problems, end-of contract, possible redundancies or difficulty planning life around work, we have an opportunity to look to reduce some of these factors. In addition, new digital solutions and opportunities appear every day, which means that we need to manage the impact of this, making sure that people in construction feel safe and see the benefits of adopting new digital solutions. Unfortunately, because the construction industry has more fatal accidents than any other industry, there is a necessary heavy focus on health and safety, but with all the incoming changes that are improving our industry, we have to always keep in mind the safety, well-being, training and skills levels of our people.

4. Industry

Our industry has some over-arching challenges and opportunities, and we use these words interchangeably, because where there is a challenge, we collectively have an opportunity. There is the opportunity for us to build more diverse teams – research indicates that more diverse teams deliver better business results, and this affects our industry on a wider scale. We have opportunities to build more and better partnerships from all corners of the industry. A stronger ecosystem will deliver benefits across the board. Talent acquisition, staff training, and even logistics bring us opportunities to attract more people, a more diverse mix, and to use all the technology that is coming into play more collaboratively and to plan more effectively.

5. Company

The Eliminate Downtime movement wants to inspire innovation across the industry, and innovation can take many forms. It could be the product form: machinery moving from diesel to electric. It could mean a change in business model, or entirely new businesses starting up with a completely new value chain, disrupting current industry processes. However, it should incorporate using the vast amounts of data that we’re creating in a new way, and it could mean new, open ways of working together.

From these five areas, it is clear how any one person in the ecosystem could have a very limited view of the bigger picture, as they focus simply on their role. We believe that the Eliminate Downtime Model provides a 360 view of how downtime impacts us all, so that we can collaborate more effectively. In time we envision this becoming a maturity model, against which companies will be able to measure their own impact on eliminating downtime and where they can improve.

If we’re all only touching one part of the elephant, then we can’t collectively see the opportunity that is in front of us now: To become a leading industry in coordinated, distributed systems, and to become the cool guys again where a promise is a promise.

Join us on the journey to Eliminate Downtime by 2025.