Become a 'digital leader' in your organisation – Gain these 5 insights at ABISS

 

1. The importance, and above all the art and understanding, of putting together digital innovation teams, coordinating them and above all moving them forward efficiently

MIT studies show that manufacturing companies with digitally experienced teams achieve up to 48% higher sales and 15% higher margins. One of the key skills of digital teams is that they can improve, upgrade and deliver products and the services based on them faster than anyone else (with real-time facts & proven methods).

The role and charisma of the CEO, COO, CTO and CIO and the consultation between them in driving the underlying departments to innovate and experiment with digital solutions are crucial. This might be a good thing to know when deciding who within your organisation should attend ABISS 2023.

 

2. Balancing digital and cultural transformation in your organisation

Today, nearly 90 % of people in the workplace are convinced that digital leadership, innovation and experimentation must come from management, and they count on it to drive these initiatives. Conversely, management is looking to the younger generation of digital workers in the organisation to support them with knowledge and tips on platforms they are more familiar with. People who were previously not involved in the organisation's future model are now given new and important roles, driving cultural change in your organisation. Reverse mentorship and rapid digital information flows at all levels turn everyone into winning and engaged warriors.

 

3. The battle for the most agile, transparent and resilient supply chain

Digitalised supply chains ensure that every link (the end customer, the OEM and all underlying suppliers/partners) is monitored via platforms where everyone can see how well they are performing in the value chain. Digital platforms make it easy to remove partners in the chain that provide insufficient information, lag behind or perform poorly in terms of production. The transparency of digital platforms that identify weak links and laggards encourages all suppliers to perform faster and better, towards a more agile and resilient chain. Otherwise, they will be kicked out.

 

4. Big data and AI are no longer just experiments – data leadership is on the rise

Until a few years ago, data analysts and innovation analysts in the company were considered queer fish whose role was unknown to everyone, and no one really knew if they were contributing to the business. Those times are now long gone. 96% are now able to demonstrate the link between their work and successful implementations, 77% are no longer using AI in an experimental framework, but effectively in concrete processes, and 70% claim to be more successful with revenue-generating initiatives than with cost-cutting ones.

 

5. Digital innovation can be sustained even after the departure of key staff

Factories that are ahead of the digital transformation curve are less susceptible to disruption when critical functions are temporarily understaffed. The use of automated, transparent and well-documented digital platforms makes departments (such as design, production, engineering, supply chain, asset management and logistics) resilient to departing employees and much faster for newcomers.