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  • Humanizing industry 4.0

    Humanizing Industry 4.0
    Lessons learned from Senior Executives

  • Humanizing industry 4.0 - cargill

    Humanizing Industry 4.0
    Lessons learned from Senior Executives

    One-on-One with Cargill

  • Humanizing industry 4.0 - lamborgini

    Humanizing Industry 4.0
    Lessons learned from Senior Executives

    One-on-One with Lamborgini

Introduction

By leveraging the power of emerging technologies such as artificial intelligence, automation, big data and the internet of things, Industry 4.0 has brought manufacturing and operational excellence into the digital age.

But now that factories and data are becoming connected, what about your people? How can you accelerate your digital transformation by putting your people at the center?

At EFESO and Solvace, we think a more collaborative approach is the key to success - and not just collaboration between people, but also between people and machines.

We also believe that this collaboration should be less top down and instead aim to facilitate collaboration between the shop floor and the top floor. This means shifting the focus from trying to control processes and instead towards looking at ways to further empower the connected worker. But that's what we think. We wanted to know what you thought.

So, we asked ...

Survey Says...

Dig deeper

We surveyed Chief Digital, Operations and IT Officers, along with Transformation Directors, Managers and leaders from a wide array of sectors. We asked such questions as 'what stage is your company at in its digital transformation journey?' and 'how would you describe that journey?'.

What we heard was that most companies surveyed ranked their digital transformation as being at the halfway point - the technology has been implemented and they are now ready to not only scale up, but accelerate.

While pretty much every company noted that this transformation was not easy, with many facing significant challenges, the majority continued nonetheless. This shows the value that today's companies place in digitalization, particularly as a means of cutting costs, keeping up with the competition, increasing efficiency and productivity, and improving quality control.

Straight from the Horse's Mouth

While these responses are insightful, we felt this survey was just scratching the surface as to how digital transformation is really playing out behind the typically ciosed doors of industry.

Believing that we can all benefit by sharing our experiences, talking about what worked - and what didn't - and being candid about the challenges we face, we decided to dig a little deeper. We got on the phone (and Zoom, and Google Meet, and Microsoft Teams...) and had in-depth conversations with those on the front lines of Industry 4.0 and the digital transformation.

The result of these conversations is presented in this white paper. Instead of pages of theory and grand predictions, we are doing something unique: giving you direct access to change managers.

C-Level Conversations

Lessons learned from key industry players
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Empowering Your People

A consistent message we heard across all our conversations was that digital transformation cannot happen without the full support of your people. In fact, Saint-Gobain goes as far as to say that regardless of how digital a company becomes, you cannot take away the human factor.

Echoing this sentiment, A2A's strategy integrates digital transformation together with people management, with operational excellence, and with communication to create a single, seamless journey. At Ferrari, the company is exploring how it can use digital tools to better connect its sales team to its operations teams, and its operations teams to its customers.

One of the biggest challenges some companies face is convincing an old workforce to adapt to new technologies. Here, Avebe advises focusing less on the 'how to use' and more on showing the benefits of using a new process or technology. To empower their people, ams Osmram makes it a point to implement strategies that facilitate collaboration between the shop floor and management and to consider employee feedback when making decisions.

Andrea Montermini

Vice President and Managing Director Western EU EFESO Management Consultants

Renato Basso

CEO Solvace
 
 

Sometimes You Need a Partner

These dialogues could spark your interest and enthusiasm, as they have for me. This publication's insights might offer a roadmap for your digital transformation path. I am confident that you will you find these conversations engaging, insightful and inspiring - I know I have. I am also confident that the information provided in this publication can serve as a roadmap for guiding your own digital transformation.

But sometimes you need more than a map. Sometimes you need a partner.

Whether you need a partner to completely digitize your operations across the world, to accelerate the implementation of your Industry 4.0 project or how to benefit from Internet of things or Artificial intelligence, we are there to help. Or maybe you just need a sounding board to start your company's conversation about where to start with your digital transformation.... Or to simply understand what's going on in the manufacturing processes of today - EFESO and Solvace can help you.

Conclusion

The digital transformation landscape is terra incognita for many, rife with challenges but equally replete with opportunities. As our EFESO/ SOLVACE survey indicates, 81% of industrial firms have grappled with this transformation, and nearly a fifth have capitulated to the enormity of the task. This is not just a technological pivot but a top-down strategic revolution that begins in your office.

The crux of the matter, as faced by 67% of your peers, is change management. The ability to shift an entrenched mindset, to persuade seasoned employees to welcome new technology, is a Herculean task— but not insurmountable. The second obstacle, the one that has stymied more than half of your counterparts, is the alignment of data and systems. Seamless integration is not just a goal; it's a necessity for forward motion.

This is not a white-collar crusade alone. The shop floor, the backbone of industry, is ripe for digitization. But this requires a culture that champions innovation and forgives the stumbles that come before the stride.

Remember, the digital shift is a human endeavor as much as a technical one. It's about guiding your teams through the transformation with a well- calibrated pace and a clear vision. The intensity and scope of change are yours to command.

Your strategy should carve a path through the digital wilderness with a purpose—improving productivity, efficiency, and enhancing the very fabric of your workforce's day-to-day roles. We are not digitalizing for the sake of buzzwords; we are rebuilding for resilience, efficiency, and competitive edge.

Digital transformation is not an option; it's a prerequisite for survival in an era where technology rewrites the rules of the game daily. This entails transforming procedures, maximizing data use, and enabling all team members to adopt and propel this new reality forward.

As we stand at the threshold of the future, your digital transformation is not merely an upgrade; it's a renaissance. It's a commitment to progress, to lead, and to outpace in a race that is increasingly defined by digital prowess. Together, let's shape the future of industrialization—one that is smarter, more connected, and unequivocally human.

Digital transformation is not an option; it’s a prerequisite for survival in an era where technology rewrites the rules of the game daily.

Let's start the conversation

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