FEATURE SMART FACTORY The key to digital transformation Here are some ways to solve it:

START AT THE TOP Clear and driven senior vision or ownership is vital for this level of organisational transformation, so it’s important to communicate clearly and effectively at board level. While smart machines are highly effective for organisations, leaders are still the first to push this idea forward. Only they can ask the crucial questions needed to capitalise on newly discovered business opportunities in a world of data.

by Neil Svensen, co-founder & CEO, Rufus Leonard W

e’re seeing an era-defining shift across all business sectors – and

it’s nothing to do with Europe. The so- called fourth industrial revolution (the rise of digital technologies) is entering a new phase that’s changing the way we live and work at a very profound level. Whether you call it AI, machine learning or robotics, in over 30 years I’ve not seen anything that matches the power of these technologies in their ability to radically transform the way all industries work. It’s important to understand this isn’t just about technology as a specialist topic that sits on its own. It’s about how this technology is fundamentally transforming, quite frankly, everything. And how the manufacturing industry can make the most of this opportunity. Intelligent platforms have been around

a long time, but an increase in computing power means we can now use them in business – with benefits to every type of organisation. From taking care of mundane tasks (so human employees can do more human things like looking after customers), to forecasting, quality control, experience design and building supply networks that are efficient and flexible, manufacturing organisations are already using these technologies to take leaps forward in the services and strategies they can offer. We’re looking at the potential to make employees happier and more productive whilst driving amazing new products and


services – improving efficiency, minimising costs and increase scalability. Once it starts, changes happen at speed.

The sector is clearly trying to capitalise on the benefits of this opportunity. With an estimated $333 billion combined spend on digital transformation solutions in 2018 – nearly 30 per cent of the year’s digital transformation spend worldwide – it’s clear the sector are trying to capitalise on the opportunities afforded by Industry 4.0. Failure to embrace the amazing

opportunities here will only, really, be due to poor organisation structure and cultural issues. What many companies don’t realise is that complete organisation reform is needed, not just the introduction of a new technology set. All employees need to understand the level of change that’s happening and to work collaboratively for these advanced technologies to really show their worth and help manufacturing companies establish closer relationships with customers (identified as the lead reason for offering servitisation in Barclay’s Annual Manufacturing Report). Your communication strategy here is

essential. When change is coming and people don’t understand it, they can become disengaged, which then creates barriers in implementation. It’s therefore crucial to have total fundamental understanding and engagement from all levels of the organisation. It’s really one of the big and most overlooked challenges.

Below: Neil Svensen, founder & CEO at Rufus Leonard

SHOW TECHNOLOGY IN ACTION One problem for people working in AI is that they focus on the technology rather than the outcome. We need to think about how to turn the technological advances into something that both technical and non-technical people appreciate. You can do this by creating powerful examples that show intelligent technology in action, demystifying it while demonstrating the benefits.

SPEAK THEIR LANGUAGE Machine learning, intelligent machines, cognitive platforms – these new digital tools use a language that many find confusing or impenetrable. Finding ways to simplify the terminology and underline their value for executive board members will help bring them on board as well as giving them the tools they need to communicate the changes to their teams. Glossaries can help everyone get to grips with new terminology at their own pace. Often communication is seen as an

afterthought, belonging to the internal communications department. However, when used properly across the entire business, it can be a powerful tool to guide a business forward, bridging the needs of the business and its customers alike. What you have is a unifying platform for employees to get behind and help initiate change at all levels. Manufacturing organisations must, like

all other businesses, make sure they fully explain the organisational transformation that bringing in these new advanced platforms and capabilities will require. Being clear about the fundamental changes that are happening, how you can incorporate them into your day-to-day activities, and the benefits you can expect are crucial steps in taking your organisation into the future.

Rufus Leonard


Page 1  |  Page 2  |  Page 3  |  Page 4  |  Page 5  |  Page 6  |  Page 7  |  Page 8  |  Page 9  |  Page 10  |  Page 11  |  Page 12  |  Page 13  |  Page 14  |  Page 15  |  Page 16  |  Page 17  |  Page 18  |  Page 19  |  Page 20  |  Page 21  |  Page 22  |  Page 23  |  Page 24  |  Page 25  |  Page 26  |  Page 27  |  Page 28  |  Page 29  |  Page 30  |  Page 31  |  Page 32  |  Page 33  |  Page 34  |  Page 35  |  Page 36  |  Page 37  |  Page 38  |  Page 39  |  Page 40  |  Page 41  |  Page 42  |  Page 43  |  Page 44  |  Page 45  |  Page 46  |  Page 47  |  Page 48  |  Page 49  |  Page 50  |  Page 51  |  Page 52  |  Page 53  |  Page 54  |  Page 55  |  Page 56  |  Page 57  |  Page 58  |  Page 59  |  Page 60  |  Page 61  |  Page 62  |  Page 63  |  Page 64  |  Page 65  |  Page 66