repetitive, manual tasks and allow them to look at the overall
system, to help them stay one step
ahead, and focus more on value-added aspects like innovation.
People now have the time and energy to look all across traditional
boundaries, across functions,
both inside the supply chain and
outside the supply chain, and to
work in partnership manufacturing with R&D to uncover opportunities that nobody was looking
Brousell: So M4.0 is not just a
technological revolution, it’s also
a cultural revolution. Why is this
culture piece often so hard to
implement, and what are the best
ways to change it?
Fleming: If you want to change
culture, you have to change behaviors. Behavior change, over
time, will lead to culture change.
And if you want to change be-
haviors, you have to change the
structure of the company to force
that transformation. I think our
job, as leaders, is to work out what
that structure change is, and then
reward our employees based on the be-
haviors we want for the future.
To drive digital transformation, we
have to train people and make sure that
the people we put in place understand it.
Then we have to drive, every day, a met-rics-based system that looks at whether
or not they’re using the data we have available or not. If they’re not, we need to keep
going back and identify the reason why.
Eventually, we start to move those people
who can’t handle this change out of the
organization, and let some other people
come through. Just saying; “We’re going
to change the culture. We’re all going to
use the data. We’re going to be digitally-
enabled,” is not enough. We have to make
it real, otherwise it’s simply a soft, woolly
idea. It has to be tough. It has to be about
structure, then behavior, and then the
new digitally-focused culture we need will
come out of it.
Dwight: When I took over running the
Cooley Group, the company was about
as functionally-siloed as a company could
possibly be. To break down those silos, we
with Hannover Fair
attendees in the