Issue link: https://www.e-digitaleditions.com/i/1472963
July/August/September 2022 I 39 A university campus is another example. Its funda- mental business requirements have nothing to do with technology. The goal is not to develop remote learning —the goal is to do whatever it takes to develop easily accessible, in-demand curriculum and programs that attract and retain students and faculty. FIGURE 1: Smart building technologies for a hospital affect everything from the rack space to the parking space. WHY ARE SMART BUILDINGS IMPORTANT AND WHY NOW? Smart buildings have been mentioned for years, but they are finally taking shape in the real world. A look at Forbes magazine's recent list of the top 10 biggest business trends for 2021—including everything from automation and virtual interfaces to working from home and sustainability—places technology at the heart of today's enterprises. Smart building technology is behind nearly every trend that is set to change how people live, work, and play. It is important to remember that the technology is not what matters. For example, these trends from Forbes are not a summary of emerging technologies; they are fundamental life and business changes. Technology just happens to be one way to support these shifts. It comes down to these questions: What problem needs to be solved? What needs to be better or easier? How can it be done better? Once the answers are known, then it may be decided that technology can serve as the solution. For example, a hospital's goal is not to deploy new AI or extended reality technology. Rather, the number one priority for a hospital is to improve patient outcomes through effective care and clinical operations. This goal depends on non-clinical operations, such as infor- mation technology (IT) and operational technology (OT), such as maintenance and facilities. To support optimal clinical care, IT and OT systems need to function flawlessly, work harmoni- ously, and be maintainable. In the case of a hospital, people's lives depend on the successful operation of these systems. See Figure 1. During COVID-19, restaurants and retailers were not focused on rolling out technology. They wanted to find new ways to offer their products and services, whether that involved accepting online orders, offering carryout for the first time, or delving into delivery services. While technology may have been part of the solution, it was deployed because it addressed a business need and was required for survival. Airports are another significant example. These facilities do not invest in autonomous vehicles and biometric facial recognition platforms because they want the latest technology. Instead, they want to move people and their luggage quickly, safely, and efficiently. They see technology as a way to make this happen. Technology is never the end—it is always the means to an end.