How CEOs are Reshaping Industrial and Manufacturing Organisations through Digitisation

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How CEOs are Reshaping Industrial and Manufacturing Organisations through D

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In our new report, Defining the new DNA of industrial digital organisations: the CEO’s agenda,” we relied on 8 case studies around the world, our past 5 years of Industry 4.0 surveys, and our diverse experiences and subject matter experts to identify four significant changes CEOs must implement to maximise the benefits of digitisation:
Drive organisational changes that address new digital capabilities and digitalised processes – e.g., product and process design and engineering, end-to-end procurement, supply chain/distribution and after-sales – right from the top.
One of the eight organisations we studied was a chemicals conglomerate (Case Study 1 in the report), that was working with innovative start-up data and IOT companies to help it with AI-driven analytics and sensor tracking tools to deliver a smarter supply chain, a transparent shipping-tracking platform, a paper-free shop floor, and a cost-cutting predictive maintenance system.
Several well known examples, and some of our case study interviews also highlighted that digital features are getting more embedded in products and services.
Whether it is the possibility of remote diagnostics and predictive maintenance which is now an integral part of the offerings, of the site maintenance and manufacturing services company (Case Study 6 in the report), or the use of the process mining tool by the European oil and gas company (Case Study 4), digital processes and tools are enabling a vast range of digitised products and services, some of which lead to new business models as well.
For a manufacturing organisation to conceive, develop and sell such digitised products and services is a huge change.
The example of the Middle East packaging supplier (Case Study 5) working with GE to achieve this is instructive, as are the examples of the site maintenance and manufacturing services provider (Case Study 6) or the Tier 2 aerospace parts supplier (Case Study 3)

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