The best defense is a good offense: Changing the strategic mindset of Industry 4.0 paid Deloitte
In fact, digital transformation is often being viewed by many companies as a defensive investment to protect rather than grow their business; a way to avoid disruption rather than cause it.What you don’t generally think of is operational improvements to legacy systems. Not headline-grabbing stuff, that. And yet, when it comes to Industry 4.0, it seems that the potentiality of these technologies is bowing to the mundane.
This isn’t to say organizations don’t value digital transformation or fail to recognize its strategic potential. According to the Deloitte survey,, 94 percent of respondents agreed that digital transformation is a top strategic priority. But apparently the road from digital to disruption is mostly paved with good intentions.
This is borne out by the fact that many organizations are still choosing to invest more in their legacy systems than in new technologies. Take data analysis. Companies are continuing to use familiar and longstanding organizational tools—such as desktop productivity tools and ERP software analytics— for this task more than 80 percent of the time. Industry 4.0 tools, like RPA and sensor technologies, are leveraged considerably less often—at around 25 to 30 percent.
With Industry 4.0 technologies now increasingly accessible and affordable, organizations of every size and kind now have the potential to disrupt an established market. Companies need to reflect this potential in their own strategies. Because there’s a reason it’s not called digital
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