How Big Companies Are Navigating the Challenges of XR Adoption
330Many large businesses like GE, Ford, FedEx, Daimler, and Volvo are exploring augmented and virtual reality (AR and VR) to improve their operations. These technologies, often called XR, are showing real benefits. Companies use them for training employees, designing products, and collaborating more effectively. But getting these systems up and running isn’t always smooth sailing. There are technical, cultural, and organizational hurdles that need to be overcome.
At a recent industry event, executives shared their experiences on moving from small-scale projects to full-scale deployment. They focused less on the specific tech and more on how to make these projects successful in real life. One big lesson is that companies should prioritize outcomes over just saving costs. It’s more convincing to show how XR can create new capacity or improve processes than to highlight potential savings alone.
Making the Case for XR in Business
Nic Sabo from GE Aerospace emphasizes that showing how XR can boost capacity resonates more with leaders. For example, GE trains technicians for maintenance tasks. If XR tools help train 50% more employees each year, that’s a game-changer for the entire supply chain. It’s not just about saving money on training but increasing throughput—getting more work done faster and better.
To get buy-in from senior leaders, it’s helpful to identify a champion—someone who can support the project with funding and influence. Leaders who understand the company’s big-picture goals are more likely to see how XR can solve their problems. Presenting clear, high-level benefits makes it easier to get approval and resources for XR initiatives.
Understanding and Engaging Users
Another key point is understanding who will use the XR systems. FedEx’s Nike Adeoye points out that training new employees with VR works best when you start by listening to trainers’ pain points. Knowing the user’s daily tasks helps build solutions that really add value. Involving employees early in the design process makes them feel part of the solution, increasing the chances they’ll adopt the new tech.
Keeping users engaged throughout the project is also crucial. Sometimes, the novelty of XR wears off, and users lose interest. Adeoye recommends creating incentives to keep employees involved and being honest about how much effort is needed to gather useful data. This ongoing engagement is vital for proving the concept’s success and convincing leadership to move forward.
From Proof of Concept to Full Deployment
Ford’s experience shows that many XR projects fail to scale up simply because they’re not viewed as ongoing efforts. Muhammad Anwar from Ford explains that they now see proof of concept (PoC) as a foundation for future deployment, not just a trial. The focus is on building solutions that can grow across the company.
One challenge Ford faced was device setup and management, including network connectivity and security. To address these issues, they developed a detailed business continuity plan early in the process. Data security is also a top priority, especially when scaling up XR systems to large organizations.
Robust IT support is essential for large-scale XR deployment. Volvo, for example, uses a device management app that can push applications worldwide quickly. They manage hundreds of Meta Quest devices across 80 countries, ensuring everything is up to date and ready to use. Similarly, GE Aerospace relies heavily on close collaboration with IT teams to support their XR projects as they expand.
In summary, big companies are learning that successful XR adoption requires careful planning, stakeholder engagement, and strong IT infrastructure. When executed well, these technologies can transform training, design, and collaboration, leading to more efficient and innovative operations. The key is to focus on real business outcomes and keep users involved throughout the journey.
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