scholarly journals Digital Transformation Models for the I4.0 Transition: Lessons from the Change Management Literature

2021 ◽  
Vol 13 (23) ◽  
pp. 12941
Author(s):  
Nicola Bellantuono ◽  
Angela Nuzzi ◽  
Pierpaolo Pontrandolfo ◽  
Barbara Scozzi
Keyword(s):  
Change Management ◽  
Business Models ◽  
Production Systems ◽  
Transformation Process ◽  
Digital Transformation ◽  
Management Support ◽  
Manufacturing Companies ◽  
Transformation Models ◽  
Support Organizations ◽  
Management Literature

The growing diffusion of digital technologies, especially in production systems, is leading to a new industrial paradigm, named Industry 4.0 (I4.0), which involves disruptive changes in the way companies organize production and create value. Organizations willing to seize the opportunities of I4.0 must thus innovate their processes and business models. The challenges that companies must face for the transition towards I4.0 paradigm are not trivial. Several digital transformation models and roadmaps have been lately proposed in the literature to support companies in such a transition. The literature on change management stresses that about 70% of change initiatives—independently of the aim—fail to achieve their goals due to the implementation of transformation programs that are affected by well-known mistakes or neglect some relevant aspects, such as lack of management support, lack of clearly defined and achievable objectives and poor communication. This paper investigates whether and to what extent the existing digital transformation models (DTMs) and roadmaps for I4.0 transition consider the lessons learnt in the field of change management. To this aim, a Systematic Literature Review to identify existing models and roadmaps is carried out. The results obtained by the review are discussed under the lens of the change-management literature. Based on that, the shortcomings and weaknesses of existing DTMs are pinpointed. Extant DTMs mainly focus on digital transformation initiatives carried out in manufacturing companies; they do not cover all the phases of the digital transformation process but rather focus on the definition of the I4.0 vision, strategy and roadmap. Little attention is devoted to the implementation and consolidation of digital change. Change management lessons are considered to a limited extent, based on which, some suggestions for better dealing with digital transformation initiatives are discussed. The paper contributes to advancing knowledge on models and approaches to support organizations in managing digital transformation. The identification of change management activities that a digital transformation initiative should involve as well as the suggestions on how to effectively deal with it can be used by managers to successfully lead the I4.0 transition journey in their organizations.

scholarly journals FASTEN IIoT: An Open Real-Time Platform for Vertical, Horizontal and End-To-End Integration

Sensors ◽  
2020 ◽  
Vol 20 (19) ◽  
pp. 5499
Author(s):  
Felipe S. Costa ◽  
Silvia M. Nassar ◽  
Sergio Gusmeroli ◽  
Ralph Schultz ◽  
André G. S. Conceição ◽  
...  
Keyword(s):  
Real Time ◽  
Industry 4.0 ◽  
Manufacturing Industry ◽  
Business Models ◽  
Production Systems ◽  
Transformation Process ◽  
Digital Transformation ◽  
Shop Floor ◽  
Decentralized Decision Making ◽  
End To End

The Industry 4.0 paradigm, since its initial conception in Germany in 2011, has extended its scope and adoption to a broader set of technologies. It is being considered as the most vital mechanism in the production systems lifecycle. It is the key element in the digital transformation of manufacturing industry all over the world. This scenario imposes a set of major unprecedented challenges which require to be overcome. In order to enable integration in horizontal, vertical, and end-to-end formats, one of the most critical aspects of this digital transformation process consists of effectively coupling digital integrated service/products business models with additive manufacturing processes. This integration is based upon advanced AI-based tools for decentralized decision-making and for secure and trusted data sharing in the global value. This paper presents the FASTEN IIoT Platform, which targets to provide a flexible, configurable, and open solution. The platform acts as an interface between the shop floor and the industry 4.0 advanced applications and solutions. Examples of these efforts comprise management, forecasting, optimization, and simulation, by harmonizing the heterogeneous characteristics of the data sources involved while meeting real-time requirements.

Digital platform of production systems

2021 ◽  
pp. 104-115
Author(s):  
O.I. Bochkarev ◽  
P.N. Bilenko ◽  
V.G. Beltsov ◽  
E.A. Asanova
Keyword(s):  
Production Systems ◽  
Digital Transformation ◽  
High Tech ◽  
Manufacturing Companies ◽  
Technological Breakthrough ◽  
Digital Platform ◽  
Digital Services ◽  
World Markets ◽  
Competitive Products

The Russian manufacturing companies are faced with the task of a technological breakthrough and bringing high-tech competitive products to world markets. The results of the study demonstrated the urgent need for enterprises to develop production systems using digital services combined into platforms. The article proposes an approach to the construction and development of production systems based on the use of both world experience and knowledge, and new digital services and systems of tools, developed at domestic enterprises. The sequence of targeted steps to implement digital transformation is highlighted.

scholarly journals Corporate digital responsibility (CDR) in construction engineering—ethical guidelines for the application of digital transformation and artificial intelligence (AI) in user practice

2021 ◽  
Vol 3 (10) ◽  
Author(s):  
Bianca Weber-Lewerenz
Keyword(s):  
Artificial Intelligence ◽  
Business Models ◽  
Research Question ◽  
Transformation Process ◽  
Digital Transformation ◽  
Fundamental Rights ◽  
Ethical Framework ◽  
Ethical Guidelines ◽  
Ethical Perspective ◽  
Construction Engineering

AbstractDigitization is developing fast and has become a powerful tool for digital planning, construction and operations, for instance digital twins. Now is the right time for constructive approaches and to apply ethics-by-design in order to develop and implement a safe and efficient artificial intelligence (AI) application. So far, no study has addressed the key research question: Where can corporate digital responsibility (CDR) be allocated, and how shall an adequate ethical framework be designed to support digital innovations in order to make full use of the potentials of digitization and AI? Therefore, the research on how best practices meet their corporate responsibility in the digital transformation process and the requirements of the EU for trustworthy AI and its human-friendly use is essential. Its transformation bears a high potential for companies, is critical for success and thus, requires responsible handling. This study generates data by conducting case studies and interviewing experts as part of the qualitative method to win profound insights into applied practice. It provides an assessment of demands stated in the Sustainable Development Goals by the United Nations (SDGs), White Papers on AI by international institutions, European Commission and German Government requesting the consideration and protection of values and fundamental rights, the careful demarcation between machine (artificial) and human intelligence and the careful use of such technologies. The study discusses digitization and the impacts of AI in construction engineering from an ethical perspective. This research critically evaluates opportunities and risks concerning CDR in construction industry. To the author’s knowledge, no study has set out to investigate how CDR in construction could be conceptualized, especially in relation to digitization and AI, to mitigate digital transformation both in large, medium- and small-sized companies. This study applies a holistic, interdisciplinary, inclusive approach to provide guidelines for orientation and examine benefits as well as risks of AI. Furthermore, the goal is to define ethical principles which are key for success, resource-cost-time efficiency and sustainability using digital technologies and AI in construction engineering to enhance digital transformation. This study concludes that innovative corporate organizations starting new business models are more likely to succeed than those dominated by a more conservative, traditional attitude.

Digital Transformation and Change Management at Organizations in the Textile Industry

2020 ◽  
pp. 144-174
Author(s):  
Carmen De-Pablos-Heredero
Keyword(s):  
Change Management ◽  
Information And Communication Technologies ◽  
Textile Industry ◽  
Customer Value ◽  
Business Models ◽  
New Technologies ◽  
Communication Technologies ◽  
Digital Transformation ◽  
New Business ◽  
Information And Communication

Organizational changes are required for the implementation of information and communication technologies (ICT) at firms operating in the textile industry. Technologies for a new way of doing things will not provide good results if applied to an old established process. ICT allows putting into action processes in a different way, which may result in many cases, in more efficient and convenient process from the perspective of customer value generation. Textile firms highly invest in digital transformation to get new business models that constitute a challenge for traditional ways to operate. For that, they must face organisational changes. Change management implies leaving a group of structures, procedures, and behaviours and the adoption of new ones. Organizations must be able to identify potential efficient processes as a consequence of the application of new technologies. An appropriate management of more tangible aspects—equipment, financial resources—and intangible ones—people, users, and perceptions—will have impact on change management results.

scholarly journals Digital transformation in supply chains: Current applications, contributions and challenges

2021 ◽  
Vol 9 (1) ◽  
pp. 32-55
Author(s):  
Özden Özkanlısoy ◽  
Erkut Akkartal
Keyword(s):  
Supply Chain ◽  
Supply Chain Management ◽  
Supply Chains ◽  
Business Models ◽  
Transformation Process ◽  
Digital Transformation ◽  
Chain Management ◽  
New Business ◽  
Near Future ◽  
New Business Models

Digital transformation in supply chain management enables businesses to achieve competitive advantage by using their resources more efficiently, to make every stage of their supply chain smarter, more transparent and more efficient, to be closer to individual customer needs, to provide a significant increase in decision-making quality, and to become increasingly flexible in the near future. and provides the advantages of having new business models that will be efficient.Unfortunately, today digital transformation is at the stage of digitization rather than digital transformation due to the high initial investment cost and concerns about the success of applications. In this study, successful digital transformation applications implemented in supply chain management to guide companies and supply chains that have not yet entered the digital transformation process, the advantages provided by these applications and the difficulties of the digital transformation process are discussed.In the study, using qualitative data analysis, open-ended interview questions were applied to a total of 28 companies, and the answers were separated on the basis of sectors and applications and new business models were grouped according to sectors. The advantages of the companies and their supply chains with digital transformation and the difficulties faced in the transformation process are discussed jointly to cover all sectors. The study ends with an evaluation and brief summary of the findings.

scholarly journals The Degree of Contribution of Digital Transformation Technology on Company Sustainability Areas

2022 ◽  
Vol 14 (1) ◽  
pp. 462
Author(s):  
Ivanir Costa ◽  
Rosangela Riccotta ◽  
Paola Montini ◽  
Eduardo Stefani ◽  
Roberto de Souza Goes ◽  
...  
Keyword(s):  
Digital Technology ◽  
Sustainable Development Goals ◽  
Digital Technologies ◽  
Transformation Process ◽  
Digital Transformation ◽  
Pulp And Paper ◽  
Manufacturing Companies ◽  
Paper Manufacturing ◽  
Development Goals ◽  
The Impact

The impact of new digital technologies creates challenges for the digital transformation process in company sustainability areas. The purpose of this study was to determine the degree of contribution of digital-transformation-enabling technologies to company sustainability areas of three pulp and paper manufacturing companies in Brazil and relate it to the UN Sustainable Development Goals (SDGs). Through a systematic literature review based on the PRISMA method, we sought to assess the key concepts of sustainability and the implementation of digital transformation (DT) through its enabling digital technologies. A field study was conducted in three Brazilian pulp and paper companies to assess the degree of contribution. They are leading companies in the paper and cellulose industry in Brazil. The results obtained indicate that the companies in this sample are still in a growth process regarding the use of digital technologies in their sustainability areas. Only one digital technology, cloud computing, appears relevant in one of the companies studied, which differs from the theoretical framework presented by the literature. To achieve the SDGs goals, countries, especially emerging ones, need to develop their technologies and their business and improve the results that relate to sustainability. The research method applied in this study can be replicated to other companies where the impact of digital transformation technologies on company sustainability is critical.

scholarly journals Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

2020 ◽  
Vol 12 (13) ◽  
pp. 5239 ◽  
Author(s):  
Peter M. Bican ◽  
Alexander Brem
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Digital Technology ◽  
Business Models ◽  
Transformation Process ◽  
Digital Transformation ◽  
High Tech ◽  
Business Units ◽  
Prior Literature ◽  
Digital Entrepreneurship

Digitalization plays a major role in contributing towards the United Nations Sustainable Development Goals. Without transformation of existing businesses, both economic and environmental challenges of the future cannot be solved sustainably. However, there is much confusion on interrelationships and terms dealing with digitization or digitalization: Digital business model, digital transformation, digital entrepreneurship. How do these terms interrelate with and to digitalization, and how do they support firms to grow sustainably? To answer this question, we identified seven core digital-related terms based on a structured literature search within the management and economics domain, namely: Digital, Business Model, Digital Business Model, Digital Technology, Digital Innovation, Digital Transformation, and Digital Entrepreneurship. Thereafter, we analyzed prior literature for deriving a common understanding and definition as a basis for interrelations within a conceptual framework. Definitions were presented in a case study setup with twelve innovation and research and development (R&D) managers from various business units of a German high-tech company. Based on these insights, we propose a conceptual framework on how Digital Readiness, Digital Technology, and Digital Business Models might sustainably relate to Innovation, moderated by a Digital Transformation Process. With this approach, we aim to equip practitioners and researchers alike in handling and addressing change through digitalization sustainably.

scholarly journals The role and importance of Smart Systems concept in the Industry 4.0

2020 ◽  
Vol 4 (2) ◽  
Author(s):  
Momčilo Amović ◽  
Vladimir Vujović ◽  
Snježana Milinković
Keyword(s):  
Information And Communication Technologies ◽  
Business Models ◽  
18Th Century ◽  
Transformation Process ◽  
Digital Transformation ◽  
Smart Systems ◽  
Information And Communication ◽  
Smart Agriculture ◽  
Almost All ◽  
Industrial Revolutions

From the 18th century, the Industrial Revolutions led to the creation of a base for the development and progress of civilization and business. Different business models that relied on the new trends defined by the industrial revolutions significantly transformed the ecosystems of companies. This resulted in the accelerated development and entrance into the digital age, followed by the digitization of the environment and establishing a new system of values. Information and communication technologies are the backbone of the development and mapping of the physical domain into cyber-physical, leading to the emergence of new processes, knowledge, and skills that have been established in the context of Digital Transformation and the digital era. The key part of Digital transformation process is the Smart Systems concept, which is present in almost all industries and domains. Smart Agriculture is one of the most common applications of Smart Systems solutions. It aims to answer important questions regarding food production while, at the same time, taking care of the preservation of the environment, the health of the population and global development. In this paper, the key concepts of the digital transformation and smart systems are presented. In addition, the design and development of the GoGrow, commercial solution for smart agriculture is described.

scholarly journals Digital transformation of retail business: trends and technologies

2021 ◽  
Vol 16 (6) ◽  
pp. 123-131
Author(s):  
A. A. Paskova
Keyword(s):  
Business Models ◽  
Transformation Process ◽  
Digital Transformation ◽  
Retail Trade ◽  
Current Trends ◽  
Retail Business ◽  
Strategies For Change ◽  
Digital Processes ◽  
A Company ◽  
The Internet Of Things

Digital transformation penetrates into all spheres and industries, starting with finance, banking, media, education, manufacturing, healthcare, etc. Transition to digital technologies covers such aspects as organization of processes within a company, work with personnel, external communication. The term «digital transformation» in retail encompasses a range of business opportunities that go beyond mere focus on one technology or hidden strategy such as e-commerce or click-and-pick. Retail digital transformation strategy refers to the trend of creating new and innovative business models that blur the physical and digital worlds by retailers. Traditionally retailing has been among the leading industries in the field of innovation. The pandemic has accelerated the transformation process. Companies with scalable digital capabilities and infrastructure have adapted relatively well to the existing situation, while those who did not have them are forced to try not only to take immediate action, but also to develop their strategies for change. The pandemic has forced retailers to rethink their models digitally. The purpose of the research is to study the features of digital transformation of retail trade, to analyze its main trends. The article discusses current trends in retail digitalization, its key drivers and main problems. The technologies used have been analyzed: data analytics, artificial intelligence, the Internet of Things; examples of their application have been given. Possible ways of introducing digital processes in retail trade enterprises have been proposed.

scholarly journals Towards a Framework for Assessing the Maturity of Manufacturing Companies in Industry 4.0 Adoption

2018 ◽  
pp. 224-254 ◽  
Author(s):  
Luca Scremin ◽  
Fabiano Armellini ◽  
Alessandro Brun ◽  
Laurence Solar-Pelletier ◽  
Catherine Beaudry
Keyword(s):  
Industry 4.0 ◽  
Industrial Revolution ◽  
Production Systems ◽  
Case Analysis ◽  
Transformation Process ◽  
Manufacturing Companies ◽  
Assessment Framework ◽  
Disruptive Technologies ◽  
Fourth Industrial Revolution ◽  
Face Complex

The recent introduction of new disruptive technologies aimed at monitoring, controlling, optimizing, and automating production systems is shifting the manufacturing landscape towards a fourth industrial revolution. In this new industrial paradigm, manufacturing companies face complex challenges requiring the development of new organizational and technological capabilities. With this context in mind, this chapter is intended to provide a maturity assessment framework to understand the transformation process in manufacturing companies transitioning to Industry 4.0. The proposed framework is applied to 10 in-depth industrial case studies in Canada and Italy, two countries with increasing awareness of the Industry 4.0 revolution. A comparative case analysis revealed four different standards, or archetypes, for Industry 4.0 adoption, which are discussed and analyzed, highlighting a relationship between a company's manufacturing configuration and its path towards Industry 4.0 adoption.

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