Digital Transformation Research Manufacturing Industries
भा रत (INDIA)
Digital Transformation Research
Manufacturing Industries
FY 2022-23 | 3ʳᵈAnnual Edition
A Sparrow Research
INTRODUCTION
Digital transformation is gaining momentum in the Indian Industrial sector. Organisations are adding digital capabilities to their manufacturing processes. Industry 4.0 focuses on the end-toend digitalization of all physical assets & processes.
A notable digital transformation is occurring behind the scenes of India’s largest industrial organisations. Industry leaders are digitalizing essential operations and procedures. They are adding digital capabilities to their manufacturing processes and investing in data analytics as a critical capability to generate innovation and substantial efficiency gains. India’s industrial enterprises also intend to enhance their total degree of digitalization significantly.
The phrase ‘Industry 4.0’ refers to the fourth industrial revolution. Industry 4.0 focuses on end-to-end digitisation of all physical assets and their integration into digital ecosystems with value chain partners. In contrast, Industry 3.0 focused on the automation of equipment and processes. The benefits promised by Industry 4.0, which connects a wide variety of new technologies to produce value, are based on the seamless generation, analysis, and communication of data.
Successful industrial firms will emerge from this change as truly digital organisations, with physical deliverables at their core, supplemented by digital interfaces and datadriven, creative services. These digital firms will collaborate with customers and suppliers in industrial digital ecosystems. These advancements will significantly impact individual businesses and market dynamics across various sectors. That is true in both established and emerging markets throughout the world.
METHODOLOGY
This report is based on the research of Indian companies in the manufacturing sector. We aim to predict how India’s Digital Transformation journey can help organisations & individuals with future growth, career, certification trends, need for Manufacturing Execution Systems, Digital Transformation strategies, etc., in the Manufacturing Industry. This research is aimed to learn about existing business imperatives and the strategic role digital technology will play in manufacturing organisations and distribution networks,
We reached out to almost 750+ top executives of the Indian manufacturing companies. We gave our respondents the option to respond anonymously to express themselves as per their company’s guidelines. Participation in the research was entirely voluntary, and all the responses have been kept confidential. No personally identifiable information has been used to draw inferences in this report
CEO'S DESK
CEO & Director Sparrow Risk Management
The curiosity and innovation are the reason of our existence. History should remember us for the innovation that we brought in EHS and manufacturing excellence.
We are pleased to release our 3rd annual research insight; this is a natural extension of our flagship 1EHS program. In this release, our core focus was on “Digital Transformation” of Manufacturing sector in India. The research team was mentored by industry leaders from different sectors.
Manufacturing shall play the biggest impact on India’s growth and shall be accelerated by Digitalization. We would like to be the one leading the sector in coming decades.
We have committed 7 resources, 3000+ man hours and most importantly the “Intent”! Sparrow is the only Indian company in this domain which commits and releases research of this scale for the community. We remain distinct by virtue of delivery, commitment, intent, and global orientation.
We aim to predict how India’s Digital Transformation journey can help organisations & individuals.
We believe next decade is ours, new India shall rise, and we shall be delivering across globe as a country & community. We need to tell the world – India is ready, India is the future.
We as a company shall remain as innovative as possible and shall take risks beyond imagination in solving real world problems. Our inner voice is clear – we wish to be innovators for manufacturing with core focus on EHS, Operations, Reliability. Enjoy reading and keep sharing.
MEET OUR MENTORS & TEAM
VALUABLE INS IGHTS GAINED
ASHISH PANDEY
DIGITAL & TECH HEAD INDIA SUBCONTINENT || CIO || CDTO GLAXOSMITHKLINE PHARMACEUTICALS LTD
Manufacturing industry has started picking up a lot on overall digitalization. Real value cases and brining them into life is something which industry has started looking into. Leadership and its vision is going to create remarkable difference.
Ashish Pandey is an industry veteran who has experience of working in multiple geographies. His guidance helped us gain insights into multiple dimensions of DX.
ATANU PRAMANIC
JOINT PRESIDENT & CIO HINDALCO INDUSTRIES LTD.
For a successful Digital transformation, a leader acts as an “Enabler” who delivers end to end business requirement for a sole purpose of Customer Satisfaction and Business Growth. Taking a system perspective is critical for leaders, as DX is not limited to a single organisational function
His mentorship provided us with a deep understanding & alignment of the manufacturing industries which was crucial for our project.
VALUABLE INS IGHTS GAINED
SHARAD KUMAR AGARWAL
CDIO J.K TYRES & INDUSTRIES LTD
It’s been a roller coaster journey for everyone involved in Digital Transformation, especially during the difficult times dictated by the pandemic. It began with a conserving mode and gradually grew into a storm of new technology adoption enabling business. After the tremendous volatility of 2020, some dust has settled
His constant feedback at every stage of our project helped us refine our work to produce high quality research.
SUDHAKAR SHIVASHANKAR
DIGITAL HEAD CAVINKARE PVT. LTD.
Digital businesses need to focus on building deeper relationships with customers to stay relevant in this competitive realm. As the stiffness to create a market dominance in the digital space grows with every passing day, only a higher customer retention rate can help companies thrive on profitability
His vast knowledge and rich experience in the field of digital transformation enabled us to understand the role of leadership & skill.
VISHAL PATIL
GM- IT & AUTOMATION SERUM INSTITUTE OF INDIA PVT. LTD
Digital transformation requires that the people, processes and technology within an organisation align with the desired end goal in order to achieve the greatest success. Additionally, these areas need to be set up to continuously improve
Under his guidance, we were able to create our research roadmap which helped us visualize our objectives and prioritise our work accordingly.
THE TEAM
BEHIND THE CURTAIN
SHUBHAM SHUKLA
COO-Tech, Sparrow RMS
RAJWARDHAN SINGH
Sr. Manager, Sparrow RMS
TANYA AGARWAL
Manager, Sparrow RMS
SHRISTY PANDIT
Institute of Management
Technology, Ghaziabad
ARADHYA MEHRA
Institute of Management
Technology, Ghaziabad
SHUBHANGI VARMA
Institute of Management
Technology, Ghaziabad
EVOLUTION OF INDUSTRY 4.0
Industry 1.0
1765
Industry 2.0
1870
Industry 3.0
1969
Industry 4.0
Today
We have always been reliant on technology throughout history. Of course, the technology of each century did not have the same shape and size as it has today, but it was undoubtedly interesting to look at the time
People would constantly use the technology they had at their disposal to simplify their lives while also improving them and taking them to the next level. This is where the industrial revolution got its start. The world is currently undergoing the 4th industrial revolution, sometimes known as Industry 4.0. Here’s some background on the three prior industrial revolutions that led up to today!
Assembly line production and utilisation of electricity ushered in the Second Industrial Revolution in the nineteenth century. Henry Ford (1863-1947) got the concept for mass production , it was a phase of rapid scientific discovery, standardisation, mass production, and industrialisation from the late 19th century into the early 20th century. These principles were carried over into vehicle manufacture by Henry Ford, who greatly transformed it.
INDUSTRY 1.0
The late 18th to the early 19th centuries was the period of 1st Industrial revolution. Mechanization
brought about significant changes in the industry. Agriculture was gradually displaced as the backbone of the social economy by the industry due to mechanization.
People saw tremendous coal extraction during the period and the significant discovery of the steam engine, which generated a new energy source that subsequently helped speed up railroad production, increasing the economy.
INDUSTRY 2.0
Assembly line production and utilisation of electricity ushered in the Second Industrial Revolution in the nineteenth century. Henry Ford (1863-1947) got the concept for mass production , it was a phase of rapid scientific discovery, standardisation, mass production, and industrialisation from the late 19th century into the early 20th century. These principles were carried over into vehicle manufacture by Henry Ford, who greatly transformed it.
Previously, an entire automobile was assembled at a single station. In this phase, vehicles started being produced in partial steps on a conveyor belt, which was substantially faster and less expensive.
INDUSTRY 3.0
Through memory-programmable controls and computers, the Third Industrial Revolution began in the 1970s. Industries could automate a whole production process – without the need for human intervention. Robots that followed pre-programmed instructions without human involvement were wellknown examples.
INDUSTRY 4.0
Many individuals believe that Industry 4.0 is the Fourth Industrial Revolution. Industry 4.0 began with the one thing everyone uses every day-the Internet – at the turn of 2000s. The shift from the first industrial revolution, which was anchored on technical phenomena, to Industry 4.0, which generates virtual reality worlds and allows us to bend the laws of physics, can be seen.
The fourth Industrial Revolution will help in revolutionizing the world. Programs and projects are currently being launched to assist people using the fourth revolution’s marvels even in their daily lives.
INDIA: AN OVERVIEW
Leveraging Digital India for digital transformation to drive the manufacturing sector on AI, cloud computing, IoT, blockchains, and robotics can generate $1 trillion in economic value from the digital economy by 2025, up from $200 billion now.
The term “digital transformation” has gone from a boardroom buzzword to a vital strategic imperative, although the movement is still in its early stages. According to IDC, worldwide digital transformation investment will expand at a compound annual rate of 17.1%, reaching $2.3 trillion (53 percent of all ICT spending) by 2023. The United States will spend the most in the digital transformation arena, followed by Europe, China, and India. The technological revolution of today contains tremendous potential, but it also poses new obstacles.
As we begin a new decade, it is evident that we are still a long way from realizing the full potential of technology to solve our most pressing problems. Technology innovations have accelerated and grown exponentially in only the last few years. 90% percent of the world’s data has been created in the previous two years; artificial intelligence can now detect more than 50 eye diseases better than a doctor; the world’s first fully-electric aircraft completed a successful Virgin voyage, and 5G is no longer a distant future, but a reality in many countries. In the age of digital globalization, India is remaking itself. India is one of the largest and fastest growing digital consumer marketplaces globally, with over 500 million internet users, but corporate adoption is unequal. Technology is set to transform practically every area of India’s economy as digital capabilities develop and connection becomes more pervasive.
Key to success shall lie
in preparing Digital Transformation Strategy at Corporate
Level.
Videos, social networking, and gaming are thought to account for nearly 80% of all Internet traffic. By 2026, global data traffic will have increased from 230 exabytes in 2020 to 780 exabytes. By 2026, the global digital advertising and marketing market is estimated to reach $780 billion. On the back of AI, cloud computing, IoT, blockchains, and robotics, Niti Aayog CEO Amitabh Kant asserted that leveraging Digital India for digital transformation to drive the manufacturing sector on the back of AI, cloud computing, IoT, blockchains, and robotics can generate $1 trillion in economic value from the digital economy by 2025, up from $200 billion now.
The global digital economy, valued at $11.5 trillion in 2016, might now be worth $15 trillion. It is now time for India to seize this enormous global market potential, mainly because the world views India more favourably than China. Though the government is putting in additional effort, as indicated by the rise in mobile manufacture and other electronic devices, the expansion of internet network in every village, and robust software growth, looking ahead to the local and worldwide market in the subsequent years, the government at the federal and state levels, as well as industries, should synchronize their energies to capture the local and global market. Start-ups, unicorns, and R&D-focused businesses should be prioritized.
Current Mind Blocks, Status & Thought Process -India
In this section, we shall understand the current level of Digital Transformation and issues in adoption of Industry 4.0 in the Manufacturing Sector in India.
Problems encountered by Indian Manufacturing Industry while it transitions to Industry 4.0
Although there are multiple obstacles in transitioning to Industry 4.0, but according to 52.38% of the industry leaders, cyber security remains the most pressing concern after lack of skilled workforce.
The term “digital transformation” has gone from a boardroom buzzword to a vital strategic imperative, although the movement is still in its early stages. According to IDC, worldwide digital transformation investment will expand at a compound annual rate of 17.1%, reaching $2.3 trillion (53 percent of all ICT spending) by 2023. The United States will spend the most in the digital transformation arena, followed by Europe, China, and India. The technological revolution of today contains tremendous potential, but it also poses new obstacles.
As we begin a new decade, it is evident that we are still a long way from realizing the full potential of technology to solve our most pressing problems. Technology innovations have accelerated and grown exponentially in only the last few years. 90% percent of the world’s data has been created in the previous two years; artificial intelligence can now detect more than 50 eye diseases better than a doctor; the world’s first fully-electric aircraft completed a successful Virgin voyage, and 5G is no longer a distant future, but a reality in many countries. In the age of digital globalization, India is remaking itself. India is one of the largest and fastest growing digital consumer marketplaces globally, with over 500 million internet users, but corporate adoption is unequal. Technology is set to transform practically every area of India’s economy as digital capabilities develop and connection becomes more pervasive.
Since there is a lack of a realistic risk profile, the organisations remain either indifferent to cybersecurity or remain in the state of fear from cyber breach. Many organisations’ digital operations currently exist in silos, with a lack of a unified tactical approach to risk management, which steers performance, regulatory and organisational compliance management. Although the concerns about data security are legitimate, but they must be viewed in context.
The global digital economy, valued at $11.5 trillion in 2016, might now be worth $15 trillion. It is now time for India to seize this enormous global market potential, mainly because the world views India more favourably than China. Though the government is putting in additional effort, as indicated by the rise in mobile manufacture and other electronic devices, the expansion of internet network in every village, and robust software growth, looking ahead to the local and worldwide market in the subsequent years, the government at the federal and state levels, as well as industries, should synchronize their energies to capture the local and global market. Start-ups, unicorns, and R&D-focused businesses should be prioritized. type of top-line development that digitisation offers to businesses. Because businesses have control over data, digitalization in manufacturing is significantly safer. They can have their own cloud server, platform, and database, which can be leveraged for additional analytics and strategy improvement. As a result, organisations must adopt a forwardthinking strategy, moving from a state of overcautiousness to a state of awareness, and take proactive risk mitigation steps by adhering to global standards and using technology safeguards. Organisations should define and assign value to their digital assets, assign responsibilities, and conduct detailed risk assessments to bridge the cyber risk communication gap. Digital is increasingly changing the workplace and enabling previously
imagined levels of performance. Shortly, fully networked factories are expected to impact across industries. Widespread implementation of Digital Manufacturing, on the other hand, would present lots of new issues.
Data is a valuable asset, and its internal and external protection is of utmost importance for organisations. In our research, the Automotive, Cement, Energy, and FMCG sectors have put a serious concern on data security that hinders them from adopting Industry 4.0.
There is a trend primarily observed in the Cement, Energy, and Textile sectors where the leaders believe that Government seriously lacks in supporting the industry in transitioning towards Industry 4.0.
66.67%
Leaders believe the biggest obstacle is the lack of a skilled workforce.
Will digital transformation play a key role in achieving Net Zero Carbon Emission targets?
Industry believes that the digital transformation will most likely play a key role (specifically in FMCG, Chemical, Automotive and Cement sectors) in achieving the Net Zero Carbon Emission targets the leaders set. Leaders in cement sector recognise the need for advancements in IT infrastructure and innovative technology to facilitate compliance with stringent emission standards & achieving carbon neutrality. More than 90% is positive on the trend.
How will rapid digitalization affect creating new jobs in the Indian job market?
Industry firmly believes that rapid digitalization will increase the creation of new jobs in the Indian job market. Although, in our research, only 12% leaders believe that new jobs will decrease in their sector. We observed the issue was awareness and unavailability of core DX strategy along with leadership communication.
Industries collaborate with tech partners across supply chains and ecosystems to decarbonise and innovate without increasing carbon emissions. Businesses shall utilise technology to understand the carbon footprint of their products and services throughout their whole value chain. Organisations may map, track, and visualise energy data to monitor and minimise consumption. They can utilise these insights to make the best design choices for zero-carbon in-built systems. Modern analytics shall also predict and link the production, raw material and supply chain variables to reduce the footprint.
Net Zero Carbon Emission targets
The carbon footprint of main manufacturing verticals accounts for 31% of overall emissions. Agriculture, logistics, and environmental control account for 19%, 16%, and 7%, respectively, of energy generation and distribution. According to industry-led research, using existing digital technologies across industries aggressively might help achieve roughly one-third of the reductions needed by 2030 to achieve a world average temperature well below 2°C.
Over 90% of leaders feel that DX will significantly impact the goal of achieving netzero carbon emissions. Most organisations have begun to report data using digital technology, which is a positive starting step. However, companies still have a long way to go, and realtime effect can only be achieved if they go beyond electricity use to consider the carbon footprint of the products they use, and the processes they adopt across their supply chains. This will necessitate a considerable investment in data analytics solutions to pull together the information the company will need to meet everincreasing reporting standards. Use cases must be developed that enable the creation of feedback loops for monitoring, analysing, and minimising GHG emissions. To optimise activities and reduce emissions, it is necessary to collect data on an unprecedented scale from all industries. To help businesses manage critical infrastructure assets more efficiently, increased investment in new connectivity and intelligent automation solutions is required
Indian job market & Impact
Studies suggest that Digital Transformation in the Indian manufacturing sector may generate $1 trillion in economic value by 2025. Consumers, corporates, microenterprises, workers, the government, and other stakeholders could all benefit from the economic value India’s Digital Transformation will create as it unfolds. DX attempts to optimise production and labour at the same time, resulting in increased revenue from the same human resource. While some jobs will be displaced and others created due to digitalization, most employment will alter as machines assist humans in the workplace. This will necessitate a renewed focus on retraining. If the necessary training is
provided, higher productivity and increased demand generated by DX may create newer job opportunities and employ more individuals. The immediate impact of productivity-boosting digital technologies is anticipated to generate 60- 65 million jobs. At each stage of value development, new job possibilities will emerge. Its impact will not be restricted to the IT industry alone; it will be felt across all three layers of digital solutions: problem identification, problem-solving, and solution implementation, which will necessitate workers from many sectors such as core engineering, research, marketing, fintech along with IT
Is the Indian Manufacturing Industry more suited for fully autonomous production organisations or a bionic approach?
Entirely autonomous production organisations are fully automated and do not require human intervention onsite. These factories are thought to be able to operate “with the lights off.” Although many industries are capable of producing in the dark, just a handful do so exclusively.
The leaders believe that current technology is still not developed enough where factories can operate without human intervention, and some crucial decisions are better left to the wisdom of humans who have a better understanding of dynamic problems. The age of the Bionic organisation has arrivedthanks to technological advancements. The human-machine collaboration will result in better customer experiences and connections, more effective operations, and considerably higher rates of innovation for businesses.
90.7% PREFER BIONIC (HUMAN+TECHNOLOGY) APPROACH
The role of smart devices and wearables in the manufacturing digitalization domain
The adoption of wearable technology is not limited to the consumer market. Its impact is becoming increasingly apparent in the industry too. The human worker still plays a critical role in delivering outcomes in the industry. With the proliferation of smart, connected devices, there are now more ways to equip workers to perform their jobs, enabling faster, safer, evidence-based decision-making and contributing toward greater business agility and collaboration.
Our research concludes that over 90% of leaders believe that smart devices and wearables in manufacturing play a significant role, while 4.7% believe that it is insignificant. (majorly from chemical & FMCG sector)
The role of smart devices and wearables in the manufacturing digitalization domain
75.9% of organisations from our research said that funding for digital/tech initiatives increased post COVID-19, while only 6% reported no change.
How capable is the current industry in responding to similar catastrophes like COVID-19?
According to 76% of leaders, we reached out to, believe the current industry is developing to respond to similar catastrophes, while 10.8% believe that our industry is not prepared.
The COVID-19 epidemic has changed the way we live and work dramatically. We are at a critical juncture in history. Businesses were obliged to swiftly adapt and handle new issues to stay relevant as countries worldwide imposed city lockdowns and harsher border restrictions. Customers’ touchpoints had to move from offline to online, and companies had to create a remote work environment and modify their supply networks.
Operational and Data Security Concerns
In this section, we elaborates the most pressing concerns related to data and resources.
Reasons for lesser willingness to adopt digital transformation
73.13%
organisational Challenges possess highest impact in lack of willingness in adoption of Digital Transformation.
Digital transformation presents organisations with the opportunity to re-imagine the way their business is run through new digital processes and tools. However, as with any change management initiative, there are challenges businesses will face throughout the transformation processes, ranging from peoplecentric issues, financial problems, technical barriers, and everything in between. However, organisations can overcome the problems by following the correct approach, long term vision and alignment of human skillset in line with the digital transformation roadmap.
Organisational Challenges for companies towards adoption of long-term DX vision
56.72% of the leaders believe that availability of skilled manpower is the major bottleneck for the Industries towards their journey of Digital Transformation. This could be overcome by fostering a mindset or atmosphere of continuous self-improvement. Employee training (continued education, workplace training, reverse monitoring) with the development of new skills, particularly in technology, is something the organisations should focus on
Data Security concerns – Key Elements
Nowadays data security is a top priority – the risk of not securing data is simply too high.
Around 65% of Indian industrial enterprises believe that operational disruptions caused by cyber security breaches are the most severe risk.
A recent study* found that data breaches now costs companies $4.24 million per incident on average – the highest cost in the 17-year history of the report. In India, the average cost of a data breach was INR 16.5 crore in 2021, an increase of nearly 18% from 2020.
A well built Data-security strategy provides differentiated protection of the industry’s information assets, giving the most important data the highest degree of protection.
Skill Level
This section comprises insights related to digital literacy in the industry.
Current digital literacy level in the organisations
Just 20% of Industry leaders rated more then 3 out of 5 on current digital literacy level. To achieve the DX vision, digital literacy plays vital role. Industries must focus on developing digital skillset of employees and introduce them towards the digital transformation.
Is there a need for a radical change in the current skill enhancement programs/certifications to cater the demands of digital era?
Organisations must increasingly combine their digital abilities with operational knowledge. When digital talents are joined with a thorough grasp of the business, the true potential of digital skills is achieved. The actual value of data analytics, for example, is determined by an organisation’s capacity to operationalise its findings. This necessitates data expertise, strategic and creative thinking, cooperation, and communication abilities. As a result, there is an increasing demand for people with technical skills, business strategy, and leadership talents.
Way forward to fill talent gap for adoption of digital transformation
organisations are under enormous pressure to scale up their digital talents due to the growing demand and limited supply of digital talent. To address the digital skills gap, we believe organisations should launch digital tool training programs, look at novel recruitment approaches, make targeted acquisitions, form alliances, and connect with the startup community.
Around 78% of the leaders said that they are considering partnership as an option to fill the talent gap for the adoption of DX. Partnerships allow businesses to benefit from the digital knowledge of other companies. Companies can use best-in-class personnel or services as part of these agreements to help them with their digital ambitions.
Expectations
Here, we extract the opinions of industry leaders on the advantages of implementing digital strategy in their business models.
Areas the leaders believe the industry will benefit from embracing digital manufacturing
The idea of linked factories and digital technology can assist address some of the fundamental issues of operating traditional manufacturing. Reduced-than-potential output results in revenue losses, more significant capital and operational expenses, more immense inventory, worse workforce utilization, and lower yields and quality. Frequent equipment breakdowns, unrecorded minor/micro stoppages, decreased running speed owing to asset deterioration, forecasting inaccuracy, smaller batch sizes leading to repeated changeovers, and outdated procedures are the causes of these inefficiencies.
Gaps in current digital solution that Industries use or plan to use
60% COMPATBILITY WITH THE EXISITING SYSTEMS
The industries need to ensure compatibility with the existing systems to achieve digital transformation. While technology is at the heart of Digital Manufacturing, it must be integrated with operations & current automation to achieve the necessary performance gains. The adoption of sophisticated manufacturing techniques will likely allow Indian enterprises to maintain cost competitiveness while also gaining a worldwide competitive advantage
Deciding Factor of a Digital Solution
According to 70.15% of Industry leaders, user-friendliness and compatibility with existing system is the most important element while choosing a particular digital solution.
There are a variety of new and developing technologies that businesses are adopting in the digital age. Different parts of an organisation work to determine which technology or a mix of technologies is ideal for the necessary changes
Vendor Evaluation - Criteria
| Choices | Rank |
|---|---|
| Capability | 1 |
| Quality of the Product | 2 |
| Clientele | 3 |
| Cost of Solution | 4 |
| After Sales | 5 |
| Brand Value | 6 |
| Delivery Time | 7 |
| Peer Recommendations | 8 |
| Past Relationship | 9 |
| Catalogue of Services | 10 |
40.3% of leaders, ranked Capability as their number one priority while selecting a vendor for any digitalization solution, however capability remains subjective. Cost of solution is at 4th rank, which is bit surprising when compared to real market condition.
Role of Leadership
In this section, we analyse how leadership can help distinguish their companies in the industry
Do you think there needs to be a push for the top management to become more technologically aware in making well-informed decisions on an organisation's digital strategy?
The role of leadership is evolving in today’s digital economy. Leaders must now be digitally aware in addition to being strategic and imaginative. And this entails being able to guide their companies through the digital transformation process. It involves more than simply digitizing existing corporate procedures and processes; it is an excellent place to start. Business leaders must rethink their primary functions and possibly their entire value proposition to succeed in the digital economy.
Does the presence of Tech Leaders help shape the companies' business strategy with digital solutions as a part of the same?
The importance of leadership in digital transformation cannot be overstated. Leaders must constantly innovate and create new solutions to address problems that did not exist previously if they want to stay ahead of the game. That requires thinking outside the box, taking risks, and learning from your errors. C-level executives who are constantly learning are frequently better positioned than their competitors to take advantage of cutting-edge technologies such as artificial intelligence (AI), automation, augmented reality (AR), virtual reality (VR), blockchain technology, cryptocurrency, and much more. The way businesses are run is altered as a result of digital transformation. It’s not only about technology; it’s also about leadership, management, and organisational culture shifts.
Level of Awareness
In this section, we gather insights about the tools and technologies the industry wishes to adopt and general awareness related to it.
Tools that are majorly used or implemented across organisations in some form of the other
Excel (78.18%) and ERP Solutions (85.45%) are the two prevalent tools implemented across organisations heavily, while Augmented Reality (16.36%) is struggling to find some footing in the industry.
Which new technology in the digitalization space has the most exciting and feasible prospect for the organisations?
From big data analytics to advanced robotics to computer vision in warehouses, manufacturing technologies are bringing about unprecedented change. Around 79% of the leaders believe that automation is the most exciting and feasible for organisations as they are more accessible, simple, and cost-effective. These technologies have also reduced and eliminated possible risks to human life, making the manufacturing process safer.
Mentors
INSIGHTS ON DIGITAL TRANSFORMATION
ASHISH PANDEY
DIGITAL & TECH HEAD INDIA SUBCONTINENT || CIO || CDTO GLAXOSMITHKLINE PHARMACEUTICALS LTD
The manufacturing industry has started picking up significantly in overall digitalization.
Real value cases and bringing them to life is something the industry has started looking into.
Leadership and its vision are going to create a remarkable difference. Taking risks and looking at long-term value realization at times have to be taken as a bet when balancing COGS is a definite imperative for overall organizations.
COVID has accelerated the journey and technology investments. Endorsement from the board has become less challenging because the overall value of technology is well established.
The advent and usage of blockchain are going to play a significant role in supply chains (SC) and manufacturing. The industry should be ready to embrace new ways of working in the coming years
MR. ATANU PRAMANIC
JOINT PRESIDENT & CIO HINDALCO INDUSTRIES LTD.
For a successful digital transformation, a leader acts as an “enabler” who delivers end-to-end business requirements with the sole purpose of customer satisfaction and business growth. Taking a system perspective is critical for leaders, as digital transformation is not limited to a single organizational function.
For example, introducing a Coal Value Chain system may impact the entire lifecycle of the manufacturing production line and other key operational areas. It mandates functional alignment across various organizational functions to avoid silos between new and legacy technologies.
There is always new software, algorithms, computing languages, online standards, and protocols being developed. Hiring skilled resources in the digital transformation space is always a challenge. A large percentage of IT professionals have limited to no digital skills. It’s not a stretch to assume that some potential employees are not digitally literate.
Businesses should also find ways to reward and promote advancements in digital literacy within the organization. This could be as simple as providing short courses and learning opportunities. Ignoring technology can lead to falling behind and irrelevance in a competitive business environment.
According to a study conducted by a global consultancy firm, India is digitizing faster than any other country. Our country’s Digital Adoption Index covers three key elements: digital foundation (cost, speed, and reliability of internet service), digital reach (number of mobile devices, app downloads, and data consumption), and digital value (how much consumers engage online through chatting, tweeting, shopping, or streaming).
India has emerged as the second-fastest digital adopter among seventeen major digital economies. As digital capabilities improve and connectivity becomes omnipresent, technology is poised to quickly and radically transform nearly every sector of India’s economy— including Agriculture, Healthcare, Retail, Logistics, Government, Business, and Individuals. This shift is expected to generate significant economic value and reshape the nature of work for tens of millions of Indians.
Digital transformation in manufacturing means enhancing traditional manufacturing processes, products, and workforce with digital technologies such as automation software, eCommerce, sensors, industrial robots, and more. Leading manufacturers are now realizing significant value from data and analytics, AI, and machine learning (ML). However, a large majority remain stuck in “pilot purgatory,” struggling to capture the full potential of their transformation efforts or deliver a satisfactory return on investment.
Industry 4.0 is already influencing sectors like manufacturing, supply chain management, construction, shipping, etc., and shall impact all aspects of our day-to-day activities. The Fourth Industrial Revolution, Industry 4.0, was triggered by high-tech innovations that brought cyber-physical systems together—i.e., smart machines capable of exchanging real-time information over the Industrial Internet of Things (IIoT) for decision-making processes.
Industry 4.0 encompasses various modern technologies like Cloud Computing, IoT, Artificial Intelligence, Big Data Science, 3D printing, 5G, Drones, and Communications, all leveraged to enhance productivity in manufacturing processes. However, there is often a genuine challenge for practitioners to define the problem statement. Many manufacturers decide to deploy technologies without a concrete understanding of the problem they are trying to address. This uncertainty about the benefits leads them to under-strategize the actions required for successful technology deployment.
SHARAD KUMAR AGARWAL
CDIO J.K TYRES & INDUSTRIES LTD
It’s been a rollercoaster journey for everyone involved in Digital Transformation, especially during the difficult times dictated by the pandemic.
It began with a conserving mode and gradually grew into a storm of new technology adoption enabling business growth. After the tremendous volatility of 2020, some dust has settled in the manufacturing sector, but that doesn’t mean things are back to how they were before the pandemic.
With a desire to boost operational agility, the manufacturing industry looks for solutions to make itself disruption-proof.
Manufacturers can adapt to the pandemic’s disruptions and establish resilience that will help them prosper by continuing to engage in digital projects across their production process and supply network. They must also get closer to their customers and use tech-enabled, distributed production solutions.
Smart autonomous systems capable of self-cognition, self-optimization, and self-customization are part of Industry 4.0, or the Fourth Industrial Revolution, pushing manufacturing automation to a new level.
Automation and robotics are crucial components of Industry 4.0—acting as the arms and legs; cameras and other sensors function as senses; data and connectivity form the nervous system; and artificial intelligence (AI) serves as the brain. This paradigm shift is radically transforming how we work, live, and interact.
Compared to developed countries, India’s adoption of new-age technologies has been somewhat slow. Some of the biggest deterrents to digital transformation adoption include:
Lack of awareness about business impact
High costs of effective solutions
Limited capital and talent availability
The customer experience is evolving rapidly, with the pace of change accelerating due to the pandemic. A key emerging trend in this dynamic landscape is that customers today WANT & EXPECT a full-service experience.
SUDHAKAR SHIVASHANKAR
DIGITAL HEAD CAVINKARE PVT. LTD.
Role of Leadership and Skill Level
Digital businesses need to focus on building deeper relationships with customers to stay relevant in this competitive realm. As the stiffness to create a market dominance in the digital space grows with every passing day, only a higher customer retention rate can help companies thrive on profitability.
“The key is when a customer walks away, thinking, ‘Wow, I loved doing business with them, and I want to tell others about the experience.'”
This quote from consumer experience expert Shep Hyken says a lot about building stronger relationships with customers and thinking of transactions later.
Leaders need to re-strategize their execution models and put customers first to bring a massive change. That’s what will drive profitability and growth that’s sustainable.
Modern Technology: The Most Influential Catalyst
Modern technology is the most influential catalyst for individuals to amplify their leadership impact like a ripple effect. Through modern advancements, leaders can become multi-disciplinary by having firm control over processes to grow the business.
Leveraging technology helps leaders hone their teams’ analytics and performance management and improvise strategic planning. The change in leadership roles is omnichannel through technology, as it helps leaders make data-driven decisions.
Technology is changing the roles of leadership in multiple ways, such as:
Leaders can forecast their organisation’s growth orientation to get ahead of the competition.
It empowers leaders to make more audacious decisions to drive innovation.
Technology offers more opportunities and tenacity to lead multiple departments through automation.
The Most Exciting Technologies That Can Be Adopted Towards DX to Revolutionize Indian Manufacturing
When it comes to IoT and AI, most people think that growth is a one-day event. They see the potential for these technologies and assume that they will achieve the same results as early adopters. This can’t be farther from the truth.
The growth and implementation of IoT and AI is a gradual process that happens over time. It’s important to be realistic about the expectations. These are evolving areas that will continue to change over time. Constant reiterations, evolution, and refinement will be required. And of course, scaling is also something that requires time.
Some enterprises may not be able to leverage these technologies if they haven’t got the right team in place. While some might not yet have the right process alignment or governance framework.
As the market matures and more businesses enter, expect things to get even more competitive in this space. If you aim for growth in the long run, apply, fail fast, and reapply. That is the only way to go. Growth is about incrementalism. Not overnight success stories!
As the world embraces technology more thoroughly, businesses are looking at digital transformation to:
Accelerate growth
Achieve a competitive advantage
Transform the industry
This demands complex software systems, complex processes, and the right people to execute the plans efficiently.
Governance in Digital Transformation
Many large enterprises, who plan to drive digital transformation, ensure they have a governance framework in place. Governance is about establishing the right technology strategy and aligning teams around the same vision. It is about defining milestones or KPIs for each project you undertake or implement at your organization. Governance ensures that everyone involved in the project is on the same page with:
Reduce risks dramatically
Build new visibility and insights across the organization and into the future
Accelerate operations
Devote more time and energy to customers and growth opportunities rather than frustrating and low-value remediation projects
Increase the chances that their digital transformations will drive superior business outcomes
Technology updates and new releases bring many moving parts to manage, making governance increasingly important if your organization needs to get maximum value out of every penny they invest in digital transformation projects.
According to Forbes, by having the right governance system in place, companies can:
“Protect digital transformation processes.”
Automation is a terrific tool. But automation and governance together provide a fool-proof system for accelerated growth.
Other Dimensions
Inclusion, appreciation, and resourcefulness—these three are the core accelerators that offer impeccable growth to an organization.
An organization’s success is defined by how its team members feel when they step into the workplace. Do they feel stressed, anxious, or super-productive to tackle any business challenge coming their way?
The core of successful teamwork boils down to one thing—do your employees feel included when a crucial business discussion is going around?
“If everyone is moving forward together, then success takes care of itself.”
VISHAL PATIL
GM- IT & AUTOMATION SERUM INSTITUTE OF INDIA PVT. LTD
Role of Leadership
Digital transformation requires that the people, processes, and technology within an organization align with the desired end goal in order to achieve the greatest success. Additionally, these areas need to be set up to continuously improve and adapt after achieving the initial goals of the transformation initiative.
If leadership is committed to leading companies smoothly through its digital transformation and toward permanent adaptation, then CxOs should look at four essential tactics for greater success by implementing:
Stay adaptable.
Know your company inside and out.
Take a holistic approach to digital transformation.
Lead by example.
In the end, leading a successful digital transformation is more about taking the right actions than choosing the right technologies.
Skill Level
Digital transformation is not limited to digitizing business processes and making additions to the technology portfolio; it calls for implementing new ways of learning and leading, fostering a culture shift, and aligning strategy, talent, and resources across the organization.
DX is a change process that demands a unique vision, perspective, and set of leadership skills to be successful.
Current Digitalization Scenario of India
At present, the trend of digitalization in India focuses on three key areas in view of the Vision of Digital India:
1. Digital Infrastructure as a Utility to Every Citizen
High-speed internet as a core utility.
Cradle-to-grave digital identity – unique, lifelong, online, and authenticable.
Mobile phone & bank account enabling participation in digital & financial space.
2. Governance & Services On Demand
Seamlessly integrated across departments or jurisdictions.
Services available in real-time from online & mobile platforms.
All citizen entitlements to be available on the cloud.
Services digitally transformed for improving Ease of Doing Business.
3. Digital Empowerment of Citizens
Universal Digital Literacy.
Universally accessible digital resources.
All documents/certificates to be available on the cloud.
Availability of digital resources/services in Indian languages.
Expectations from Digital Transformation (DX) in the Manufacturing Industry
My view on Digital Transformation in Manufacturing involves integrating digital technologies into processes and products to increase manufacturing efficiency and quality. Expectations are mentioned as pointers:
Improved automation and smart manufacturing.
Enhanced supply chain efficiency through real-time tracking.
Predictive maintenance using IoT and AI.
Data-driven decision-making for better production management.
Increased adoption of robotics and machine learning.
Development Post COVID-19
During the pandemic, consumers moved dramatically towards online channels, and companies and industries responded in turn. The rapid shift towards interacting with customers through digital channels has been evident.
Post COVID-19, businesses are:
Looking at technology as a key enabler for engaging with customers.
Allowing workplace flexibility through digital tools.
Introducing automation for faster processes and improved efficiency.
The Most Exciting Technology That Can Be Adopted Towards DX to Revolutionize Indian Manufacturing
Big Data Analytics can offer several ways for improving asset performance, streamlining manufacturing processes, and facilitating product customization.
Internet of Things (IoT): The capabilities of the IoT are rapidly being implemented in industrial and manufacturing domains, providing plant owners with a way to increase productivity and decrease the complexities of processes.
Virtual Reality (VR) is simplifying the product design process by eliminating the need to build complex prototypes.
AI and ML seem to be the next wave in manufacturing. AI is helping production teams analyze data and use the insights to replace inventory.
Reduce operational costs and offer seamless quality control over the entire manufacturing process.
Other Dimensions:
Empowering employees
Engaging customers
Optimize operations
Services and products
Sparrow Dedicates this year Research Insightto the Innovator who Changed the DigitalWorld Forever.
Steve Jobs ( 1975 - 2011 )
Founder Apple , Pixar & NeXT
– Steve Jobs
INTRODUCTION
Digital transformation is gaining momentum in the Indian Industrial sector. Organisations are adding digital capabilities to their manufacturing processes. Industry 4.0 focuses on the end-toend digitalization of all physical assets & processes.
A notable digital transformation is occurring behind the scenes of India’s largest industrial organisations. Industry leaders are digitalizing essential operations and procedures. They are adding digital capabilities to their manufacturing processes and investing in data analytics as a critical capability to generate innovation and substantial efficiency gains. India’s industrial enterprises also intend to enhance their total degree of digitalization significantly.
The phrase ‘Industry 4.0’ refers to the fourth industrial revolution. Industry 4.0 focuses on end-to-end digitisation of all physical assets and their integration into digital ecosystems with value chain partners. In contrast, Industry 3.0 focused on the automation of equipment and processes. The benefits promised by Industry 4.0, which connects a wide variety of new technologies to produce value, are based on the seamless generation, analysis, and communication of data.
Successful industrial firms will emerge from this change as truly digital organisations, with physical deliverables at their core, supplemented by digital interfaces and datadriven, creative services. These digital firms will collaborate with customers and suppliers in industrial digital ecosystems. These advancements will significantly impact individual businesses and market dynamics across various sectors. That is true in both established and emerging markets throughout the world.
CEO'S DESK
CEO & Director Sparrow Risk Management
The curiosity and innovation are the reason of our existence. History should remember us for the innovation that we brought in EHS and manufacturing excellence.
We are pleased to release our 3rd annual research insight; this is a natural extension of our flagship 1EHS program. In this release, our core focus was on “Digital Transformation” of Manufacturing sector in India. The research team was mentored by industry leaders from different sectors.
Manufacturing shall play the biggest impact on India’s growth and shall be accelerated by Digitalization. We would like to be the one leading the sector in coming decades.
We have committed 7 resources, 3000+ man hours and most importantly the “Intent”! Sparrow is the only Indian company in this domain which commits and releases research of this scale for the community. We remain distinct by virtue of delivery, commitment, intent, and global orientation.
We aim to predict how India’s Digital Transformation journey can help organisations & individuals.
We believe next decade is ours, new India shall rise, and we shall be delivering across globe as a country & community. We need to tell the world – India is ready, India is the future.
We as a company shall remain as innovative as possible and shall take risks beyond imagination in solving real world problems. Our inner voice is clear – we wish to be innovators for manufacturing with core focus on EHS, Operations, Reliability. Enjoy reading and keep sharing.
METHODOLOGY
This report is based on the research of Indian companies in the manufacturing sector. We aim to predict how India’s Digital Transformation journey can help organisations & individuals with future growth, career, certification trends, need for Manufacturing Execution Systems, Digital Transformation strategies, etc., in the Manufacturing Industry. This research is aimed to learn about existing business imperatives and the strategic role digital technology will play in manufacturing organisations and distribution networks,
We reached out to almost 750+ top executives of the Indian manufacturing companies. We gave our respondents the option to respond anonymously to express themselves as per their company’s guidelines. Participation in the research was entirely voluntary, and all the responses have been kept confidential. No personally identifiable information has been used to draw inferences in this report
MEET OUR MENTORS & TEAM
VALUABLE INS IGHTS GAINED
ASHISH PANDEY
DIGITAL & TECH HEAD INDIA SUBCONTINENT || CIO || CDTO GLAXOSMITHKLINE PHARMACEUTICALS LTD
Manufacturing industry has started picking up a lot on overall digitalization. Real value cases and brining them into life is something which industry has started looking into. Leadership and its vision is going to create remarkable difference.
Ashish Pandey is an industry veteran who has experience of working in multiple geographies. His guidance helped us gain insights into multiple dimensions of DX.
ATANU PRAMANIC
JOINT PRESIDENT & CIO HINDALCO INDUSTRIES LTD.
For a successful Digital transformation, a leader acts as an “Enabler” who delivers end to end business requirement for a sole purpose of Customer Satisfaction and Business Growth. Taking a system perspective is critical for leaders, as DX is not limited to a single organisational function
His mentorship provided us with a deep understanding & alignment of the manufacturing industries which was crucial for our project.
VALUABLE INS IGHTS GAINED
SHARAD KUMAR AGARWAL
CDIO J.K TYRES & INDUSTRIES LTD
It’s been a roller coaster journey for everyone involved in Digital Transformation, especially during the difficult times dictated by the pandemic. It began with a conserving mode and gradually grew into a storm of new technology adoption enabling business. After the tremendous volatility of 2020, some dust has settled
His constant feedback at every stage of our project helped us refine our work to produce high quality research.
SUDHAKAR SHIVASHANKAR
DIGITAL HEAD CAVINKARE PVT. LTD.
Digital businesses need to focus on building deeper relationships with customers to stay relevant in this competitive realm. As the stiffness to create a market dominance in the digital space grows with every passing day, only a higher customer retention rate can help companies thrive on profitability
His vast knowledge and rich experience in the field of digital transformation enabled us to understand the role of leadership & skill.
VISHAL PATIL
GM- IT & AUTOMATION SERUM INSTITUTE OF INDIA PVT. LTD
Digital transformation requires that the people, processes and technology within an organisation align with the desired end goal in order to achieve the greatest success. Additionally, these areas need to be set up to continuously improve
Under his guidance, we were able to create our research roadmap which helped us visualize our objectives and prioritise our work accordingly.
THE TEAM
BEHIND THE CURTAIN
SHUBHAM SHUKLA
COO-Tech, Sparrow RMS
RAJWARDHAN SINGH
Sr. Manager, Sparrow RMS
TANYA AGARWAL
Manager, Sparrow RMS
SHRISTY PANDIT
Institute of Management
Technology, Ghaziabad
ARADHYA MEHRA
Institute of Management
Technology, Ghaziabad
SHUBHANGI VARMA
Institute of Management
Technology, Ghaziabad
EVOLUTION OF INDUSTRY 4.0
Industry 1.0
1765
Industry 2.0
1870
Industry 3.0
1969
Industry 4.0
Today
We have always been reliant on technology throughout history. Of course, the technology of each century did not have the same shape and size as it has today, but it was undoubtedly interesting to look at the time
People would constantly use the technology they had at their disposal to simplify their lives while also improving them and taking them to the next level. This is where the industrial revolution got its start. The world is currently undergoing the 4th industrial revolution, sometimes known as Industry 4.0. Here’s some background on the three prior industrial revolutions that led up to today!
Assembly line production and utilisation of electricity ushered in the Second Industrial Revolution in the nineteenth century. Henry Ford (1863-1947) got the concept for mass production , it was a phase of rapid scientific discovery, standardisation, mass production, and industrialisation from the late 19th century into the early 20th century. These principles were carried over into vehicle manufacture by Henry Ford, who greatly transformed it.
INDUSTRY 1.0
The late 18th to the early 19th centuries was the period of 1st Industrial revolution. Mechanization
brought about significant changes in the industry. Agriculture was gradually displaced as the backbone of the social economy by the industry due to mechanization.
People saw tremendous coal extraction during the period and the significant discovery of the steam engine, which generated a new energy source that subsequently helped speed up railroad production, increasing the economy.
INDUSTRY 2.0
Assembly line production and utilisation of electricity ushered in the Second Industrial Revolution in the nineteenth century. Henry Ford (1863-1947) got the concept for mass production , it was a phase of rapid scientific discovery, standardisation, mass production, and industrialisation from the late 19th century into the early 20th century. These principles were carried over into vehicle manufacture by Henry Ford, who greatly transformed it.
Previously, an entire automobile was assembled at a single station. In this phase, vehicles started being produced in partial steps on a conveyor belt, which was substantially faster and less expensive.
INDUSTRY 3.0
Through memory-programmable controls and computers, the Third Industrial Revolution began in the 1970s. Industries could automate a whole production process – without the need for human intervention. Robots that followed pre-programmed instructions without human involvement were wellknown examples.
INDUSTRY 4.0
Many individuals believe that Industry 4.0 is the Fourth Industrial Revolution. Industry 4.0 began with the one thing everyone uses every day-the Internet – at the turn of 2000s. The shift from the first industrial revolution, which was anchored on technical phenomena, to Industry 4.0, which generates virtual reality worlds and allows us to bend the laws of physics, can be seen.
The fourth Industrial Revolution will help in revolutionizing the world. Programs and projects are currently being launched to assist people using the fourth revolution’s marvels even in their daily lives.
INDIA: AN OVERVIEW
Leveraging Digital India for digital transformation to drive the manufacturing sector on AI, cloud computing, IoT, blockchains, and robotics can generate $1 trillion in economic value from the digital economy by 2025, up from $200 billion now.
The term “digital transformation” has gone from a boardroom buzzword to a vital strategic imperative, although the movement is still in its early stages. According to IDC, worldwide digital transformation investment will expand at a compound annual rate of 17.1%, reaching $2.3 trillion (53 percent of all ICT spending) by 2023. The United States will spend the most in the digital transformation arena, followed by Europe, China, and India. The technological revolution of today contains tremendous potential, but it also poses new obstacles.
As we begin a new decade, it is evident that we are still a long way from realizing the full potential of technology to solve our most pressing problems. Technology innovations have accelerated and grown exponentially in only the last few years. 90% percent of the world’s data has been created in the previous two years; artificial intelligence can now detect more than 50 eye diseases better than a doctor; the world’s first fully-electric aircraft completed a successful Virgin voyage, and 5G is no longer a distant future, but a reality in many countries. In the age of digital globalization, India is remaking itself. India is one of the largest and fastest growing digital consumer marketplaces globally, with over 500 million internet users, but corporate adoption is unequal. Technology is set to transform practically every area of India’s economy as digital capabilities develop and connection becomes more pervasive.
Key to success shall lie
in preparing Digital Transformation Strategy at Corporate
Level.
Videos, social networking, and gaming are thought to account for nearly 80% of all Internet traffic. By 2026, global data traffic will have increased from 230 exabytes in 2020 to 780 exabytes. By 2026, the global digital advertising and marketing market is estimated to reach $780 billion. On the back of AI, cloud computing, IoT, blockchains, and robotics, Niti Aayog CEO Amitabh Kant asserted that leveraging Digital India for digital transformation to drive the manufacturing sector on the back of AI, cloud computing, IoT, blockchains, and robotics can generate $1 trillion in economic value from the digital economy by 2025, up from $200 billion now.
The global digital economy, valued at $11.5 trillion in 2016, might now be worth $15 trillion. It is now time for India to seize this enormous global market potential, mainly because the world views India more favourably than China. Though the government is putting in additional effort, as indicated by the rise in mobile manufacture and other electronic devices, the expansion of internet network in every village, and robust software growth, looking ahead to the local and worldwide market in the subsequent years, the government at the federal and state levels, as well as industries, should synchronize their energies to capture the local and global market. Start-ups, unicorns, and R&D-focused businesses should be prioritized.
Current Mind Blocks, Status & Thought Process -India
In this section, we shall understand the current level of Digital Transformation and issues in adoption of Industry 4.0 in the Manufacturing Sector in India.
Problems encountered by Indian Manufacturing Industry while it transitions to Industry 4.0
Although there are multiple obstacles in transitioning to Industry 4.0, but according to 52.38% of the industry leaders, cyber security remains the most pressing concern after lack of skilled workforce.
The term “digital transformation” has gone from a boardroom buzzword to a vital strategic imperative, although the movement is still in its early stages. According to IDC, worldwide digital transformation investment will expand at a compound annual rate of 17.1%, reaching $2.3 trillion (53 percent of all ICT spending) by 2023. The United States will spend the most in the digital transformation arena, followed by Europe, China, and India. The technological revolution of today contains tremendous potential, but it also poses new obstacles.
As we begin a new decade, it is evident that we are still a long way from realizing the full potential of technology to solve our most pressing problems. Technology innovations have accelerated and grown exponentially in only the last few years. 90% percent of the world’s data has been created in the previous two years; artificial intelligence can now detect more than 50 eye diseases better than a doctor; the world’s first fully-electric aircraft completed a successful Virgin voyage, and 5G is no longer a distant future, but a reality in many countries. In the age of digital globalization, India is remaking itself. India is one of the largest and fastest growing digital consumer marketplaces globally, with over 500 million internet users, but corporate adoption is unequal. Technology is set to transform practically every area of India’s economy as digital capabilities develop and connection becomes more pervasive.
Since there is a lack of a realistic risk profile, the organisations remain either indifferent to cybersecurity or remain in the state of fear from cyber breach. Many organisations’ digital operations currently exist in silos, with a lack of a unified tactical approach to risk management, which steers performance, regulatory and organisational compliance management. Although the concerns about data security are legitimate, but they must be viewed in context.
The global digital economy, valued at $11.5 trillion in 2016, might now be worth $15 trillion. It is now time for India to seize this enormous global market potential, mainly because the world views India more favourably than China. Though the government is putting in additional effort, as indicated by the rise in mobile manufacture and other electronic devices, the expansion of internet network in every village, and robust software growth, looking ahead to the local and worldwide market in the subsequent years, the government at the federal and state levels, as well as industries, should synchronize their energies to capture the local and global market. Start-ups, unicorns, and R&D-focused businesses should be prioritized. type of top-line development that digitisation offers to businesses. Because businesses have control over data, digitalization in manufacturing is significantly safer. They can have their own cloud server, platform, and database, which can be leveraged for additional analytics and strategy improvement. As a result, organisations must adopt a forwardthinking strategy, moving from a state of overcautiousness to a state of awareness, and take proactive risk mitigation steps by adhering to global standards and using technology safeguards. Organisations should define and assign value to their digital assets, assign responsibilities, and conduct detailed risk assessments to bridge the cyber risk communication gap. Digital is increasingly changing the workplace and enabling previously
imagined levels of performance. Shortly, fully networked factories are expected to impact across industries. Widespread implementation of Digital Manufacturing, on the other hand, would present lots of new issues.
Data is a valuable asset, and its internal and external protection is of utmost importance for organisations. In our research, the Automotive, Cement, Energy, and FMCG sectors have put a serious concern on data security that hinders them from adopting Industry 4.0.
There is a trend primarily observed in the Cement, Energy, and Textile sectors where the leaders believe that Government seriously lacks in supporting the industry in transitioning towards Industry 4.0.
66.67%
Leaders believe the biggest obstacle is the lack of a skilled workforce.
Will digital transformation play a key role in achieving Net Zero Carbon Emission targets?
Industry believes that the digital transformation will most likely play a key role (specifically in FMCG, Chemical, Automotive and Cement sectors) in achieving the Net Zero Carbon Emission targets the leaders set. Leaders in cement sector recognise the need for advancements in IT infrastructure and innovative technology to facilitate compliance with stringent emission standards & achieving carbon neutrality. More than 90% is positive on the trend.
How will rapid digitalization affect creating new jobs in the Indian job market?
Industry firmly believes that rapid digitalization will increase the creation of new jobs in the Indian job market. Although, in our research, only 12% leaders believe that new jobs will decrease in their sector. We observed the issue was awareness and unavailability of core DX strategy along with leadership communication.
Industries collaborate with tech partners across supply chains and ecosystems to decarbonise and innovate without increasing carbon emissions. Businesses shall utilise technology to understand the carbon footprint of their products and services throughout their whole value chain. Organisations may map, track, and visualise energy data to monitor and minimise consumption. They can utilise these insights to make the best design choices for zero-carbon in-built systems. Modern analytics shall also predict and link the production, raw material and supply chain variables to reduce the footprint.
Net Zero Carbon Emission targets
The carbon footprint of main manufacturing verticals accounts for 31% of overall emissions. Agriculture, logistics, and environmental control account for 19%, 16%, and 7%, respectively, of energy generation and distribution. According to industry-led research, using existing digital technologies across industries aggressively might help achieve roughly one-third of the reductions needed by 2030 to achieve a world average temperature well below 2°C.
Over 90% of leaders feel that DX will significantly impact the goal of achieving netzero carbon emissions. Most organisations have begun to report data using digital technology, which is a positive starting step. However, companies still have a long way to go, and realtime effect can only be achieved if they go beyond electricity use to consider the carbon footprint of the products they use, and the processes they adopt across their supply chains. This will necessitate a considerable investment in data analytics solutions to pull together the information the company will need to meet everincreasing reporting standards. Use cases must be developed that enable the creation of feedback loops for monitoring, analysing, and minimising GHG emissions. To optimise activities and reduce emissions, it is necessary to collect data on an unprecedented scale from all industries. To help businesses manage critical infrastructure assets more efficiently, increased investment in new connectivity and intelligent automation solutions is required
Indian job market & Impact
Studies suggest that Digital Transformation in the Indian manufacturing sector may generate $1 trillion in economic value by 2025. Consumers, corporates, microenterprises, workers, the government, and other stakeholders could all benefit from the economic value India’s Digital Transformation will create as it unfolds. DX attempts to optimise production and labour at the same time, resulting in increased revenue from the same human resource. While some jobs will be displaced and others created due to digitalization, most employment will alter as machines assist humans in the workplace. This will necessitate a renewed focus on retraining. If the necessary training is
provided, higher productivity and increased demand generated by DX may create newer job opportunities and employ more individuals. The immediate impact of productivity-boosting digital technologies is anticipated to generate 60- 65 million jobs. At each stage of value development, new job possibilities will emerge. Its impact will not be restricted to the IT industry alone; it will be felt across all three layers of digital solutions: problem identification, problem-solving, and solution implementation, which will necessitate workers from many sectors such as core engineering, research, marketing, fintech along with IT
Is the Indian Manufacturing Industry more suited for fully autonomous production organisations or a bionic approach?
Entirely autonomous production organisations are fully automated and do not require human intervention onsite. These factories are thought to be able to operate “with the lights off.” Although many industries are capable of producing in the dark, just a handful do so exclusively.
The leaders believe that current technology is still not developed enough where factories can operate without human intervention, and some crucial decisions are better left to the wisdom of humans who have a better understanding of dynamic problems. The age of the Bionic organisation has arrivedthanks to technological advancements. The human-machine collaboration will result in better customer experiences and connections, more effective operations, and considerably higher rates of innovation for businesses.
90.7% PREFER BIONIC (HUMAN+TECHNOLOGY) APPROACH
The role of smart devices and wearables in the manufacturing digitalization domain
The adoption of wearable technology is not limited to the consumer market. Its impact is becoming increasingly apparent in the industry too. The human worker still plays a critical role in delivering outcomes in the industry. With the proliferation of smart, connected devices, there are now more ways to equip workers to perform their jobs, enabling faster, safer, evidence-based decision-making and contributing toward greater business agility and collaboration.
Our research concludes that over 90% of leaders believe that smart devices and wearables in manufacturing play a significant role, while 4.7% believe that it is insignificant. (majorly from chemical & FMCG sector)
The role of smart devices and wearables in the manufacturing digitalization domain
75.9% of organisations from our research said that funding for digital/tech initiatives increased post COVID-19, while only 6% reported no change.
How capable is the current industry in responding to similar catastrophes like COVID-19?
According to 76% of leaders, we reached out to, believe the current industry is developing to respond to similar catastrophes, while 10.8% believe that our industry is not prepared.
The COVID-19 epidemic has changed the way we live and work dramatically. We are at a critical juncture in history. Businesses were obliged to swiftly adapt and handle new issues to stay relevant as countries worldwide imposed city lockdowns and harsher border restrictions. Customers’ touchpoints had to move from offline to online, and companies had to create a remote work environment and modify their supply networks.
Operational and Data Security Concerns
In this section, we elaborates the most pressing concerns related to data and resources.
Reasons for lesser willingness to adopt digital transformation
73.13%
organisational Challenges possess highest impact in lack of willingness in adoption of Digital Transformation.
Digital transformation presents organisations with the opportunity to re-imagine the way their business is run through new digital processes and tools. However, as with any change management initiative, there are challenges businesses will face throughout the transformation processes, ranging from peoplecentric issues, financial problems, technical barriers, and everything in between. However, organisations can overcome the problems by following the correct approach, long term vision and alignment of human skillset in line with the digital transformation roadmap.
Organisational Challenges for companies towards adoption of long-term DX vision
56.72% of the leaders believe that availability of skilled manpower is the major bottleneck for the Industries towards their journey of Digital Transformation. This could be overcome by fostering a mindset or atmosphere of continuous self-improvement. Employee training (continued education, workplace training, reverse monitoring) with the development of new skills, particularly in technology, is something the organisations should focus on
Data Security concerns – Key Elements
Nowadays data security is a top priority – the risk of not securing data is simply too high.
Around 65% of Indian industrial enterprises believe that operational disruptions caused by cyber security breaches are the most severe risk.
A recent study* found that data breaches now costs companies $4.24 million per incident on average – the highest cost in the 17-year history of the report. In India, the average cost of a data breach was INR 16.5 crore in 2021, an increase of nearly 18% from 2020.
A well built Data-security strategy provides differentiated protection of the industry’s information assets, giving the most important data the highest degree of protection.
Skill Level
This section comprises insights related to digital literacy in the industry.
Current digital literacy level in the organisations
Just 20% of Industry leaders rated more then 3 out of 5 on current digital literacy level. To achieve the DX vision, digital literacy plays vital role. Industries must focus on developing digital skillset of employees and introduce them towards the digital transformation.
Is there a need for a radical change in the current skill enhancement programs/certifications to cater the demands of digital era?
Organisations must increasingly combine their digital abilities with operational knowledge. When digital talents are joined with a thorough grasp of the business, the true potential of digital skills is achieved. The actual value of data analytics, for example, is determined by an organisation’s capacity to operationalise its findings. This necessitates data expertise, strategic and creative thinking, cooperation, and communication abilities. As a result, there is an increasing demand for people with technical skills, business strategy, and leadership talents.
Way forward to fill talent gap for adoption of digital transformation
organisations are under enormous pressure to scale up their digital talents due to the growing demand and limited supply of digital talent. To address the digital skills gap, we believe organisations should launch digital tool training programs, look at novel recruitment approaches, make targeted acquisitions, form alliances, and connect with the startup community.
Around 78% of the leaders said that they are considering partnership as an option to fill the talent gap for the adoption of DX. Partnerships allow businesses to benefit from the digital knowledge of other companies. Companies can use best-in-class personnel or services as part of these agreements to help them with their digital ambitions.
Expectations
Here, we extract the opinions of industry leaders on the advantages of implementing digital strategy in their business models.
Areas the leaders believe the industry will benefit from embracing digital manufacturing
The idea of linked factories and digital technology can assist address some of the fundamental issues of operating traditional manufacturing. Reduced-than-potential output results in revenue losses, more significant capital and operational expenses, more immense inventory, worse workforce utilization, and lower yields and quality. Frequent equipment breakdowns, unrecorded minor/micro stoppages, decreased running speed owing to asset deterioration, forecasting inaccuracy, smaller batch sizes leading to repeated changeovers, and outdated procedures are the causes of these inefficiencies.
Gaps in current digital solution that Industries use or plan to use
60% COMPATBILITY WITH THE EXISITING SYSTEMS
The industries need to ensure compatibility with the existing systems to achieve digital transformation. While technology is at the heart of Digital Manufacturing, it must be integrated with operations & current automation to achieve the necessary performance gains. The adoption of sophisticated manufacturing techniques will likely allow Indian enterprises to maintain cost competitiveness while also gaining a worldwide competitive advantage
Deciding Factor of a Digital Solution
According to 70.15% of Industry leaders, user-friendliness and compatibility with existing system is the most important element while choosing a particular digital solution.
There are a variety of new and developing technologies that businesses are adopting in the digital age. Different parts of an organisation work to determine which technology or a mix of technologies is ideal for the necessary changes
Vendor Evaluation - Criteria
| Choices | Rank |
|---|---|
| Capability | 1 |
| Quality of the Product | 2 |
| Clientele | 3 |
| Cost of Solution | 4 |
| After Sales | 5 |
| Brand Value | 6 |
| Delivery Time | 7 |
| Peer Recommendations | 8 |
| Past Relationship | 9 |
| Catalogue of Services | 10 |
40.3% of leaders, ranked Capability as their number one priority while selecting a vendor for any digitalization solution, however capability remains subjective. Cost of solution is at 4th rank, which is bit surprising when compared to real market condition.
Role of Leadership
In this section, we analyse how leadership can help distinguish their companies in the industry
Do you think there needs to be a push for the top management to become more technologically aware in making well-informed decisions on an organisation's digital strategy?
The role of leadership is evolving in today’s digital economy. Leaders must now be digitally aware in addition to being strategic and imaginative. And this entails being able to guide their companies through the digital transformation process. It involves more than simply digitizing existing corporate procedures and processes; it is an excellent place to start. Business leaders must rethink their primary functions and possibly their entire value proposition to succeed in the digital economy.
Does the presence of Tech Leaders help shape the companies' business strategy with digital solutions as a part of the same?
The importance of leadership in digital transformation cannot be overstated. Leaders must constantly innovate and create new solutions to address problems that did not exist previously if they want to stay ahead of the game. That requires thinking outside the box, taking risks, and learning from your errors. C-level executives who are constantly learning are frequently better positioned than their competitors to take advantage of cutting-edge technologies such as artificial intelligence (AI), automation, augmented reality (AR), virtual reality (VR), blockchain technology, cryptocurrency, and much more. The way businesses are run is altered as a result of digital transformation. It’s not only about technology; it’s also about leadership, management, and organisational culture shifts.
Level of Awareness
In this section, we gather insights about the tools and technologies the industry wishes to adopt and general awareness related to it.
Tools that are majorly used or implemented across organisations in some form of the other
Excel (78.18%) and ERP Solutions (85.45%) are the two prevalent tools implemented across organisations heavily, while Augmented Reality (16.36%) is struggling to find some footing in the industry.
Which new technology in the digitalization space has the most exciting and feasible prospect for the organisations?
From big data analytics to advanced robotics to computer vision in warehouses, manufacturing technologies are bringing about unprecedented change. Around 79% of the leaders believe that automation is the most exciting and feasible for organisations as they are more accessible, simple, and cost-effective. These technologies have also reduced and eliminated possible risks to human life, making the manufacturing process safer.
Mentors
INSIGHTS ON DIGITAL TRANSFORMATION
ASHISH PANDEY
DIGITAL & TECH HEAD INDIA SUBCONTINENT || CIO || CDTO GLAXOSMITHKLINE PHARMACEUTICALS LTD
The manufacturing industry has started picking up significantly in overall digitalization.
Real value cases and bringing them to life is something the industry has started looking into.
Leadership and its vision are going to create a remarkable difference. Taking risks and looking at long-term value realization at times have to be taken as a bet when balancing COGS is a definite imperative for overall organizations.
COVID has accelerated the journey and technology investments. Endorsement from the board has become less challenging because the overall value of technology is well established.
The advent and usage of blockchain are going to play a significant role in supply chains (SC) and manufacturing. The industry should be ready to embrace new ways of working in the coming years
MR. ATANU PRAMANIC
JOINT PRESIDENT & CIO HINDALCO INDUSTRIES LTD.
For a successful digital transformation, a leader acts as an “enabler” who delivers end-to-end business requirements with the sole purpose of customer satisfaction and business growth. Taking a system perspective is critical for leaders, as digital transformation is not limited to a single organizational function.
For example, introducing a Coal Value Chain system may impact the entire lifecycle of the manufacturing production line and other key operational areas. It mandates functional alignment across various organizational functions to avoid silos between new and legacy technologies.
There is always new software, algorithms, computing languages, online standards, and protocols being developed. Hiring skilled resources in the digital transformation space is always a challenge. A large percentage of IT professionals have limited to no digital skills. It’s not a stretch to assume that some potential employees are not digitally literate.
Businesses should also find ways to reward and promote advancements in digital literacy within the organization. This could be as simple as providing short courses and learning opportunities. Ignoring technology can lead to falling behind and irrelevance in a competitive business environment.
According to a study conducted by a global consultancy firm, India is digitizing faster than any other country. Our country’s Digital Adoption Index covers three key elements: digital foundation (cost, speed, and reliability of internet service), digital reach (number of mobile devices, app downloads, and data consumption), and digital value (how much consumers engage online through chatting, tweeting, shopping, or streaming).
India has emerged as the second-fastest digital adopter among seventeen major digital economies. As digital capabilities improve and connectivity becomes omnipresent, technology is poised to quickly and radically transform nearly every sector of India’s economy— including Agriculture, Healthcare, Retail, Logistics, Government, Business, and Individuals. This shift is expected to generate significant economic value and reshape the nature of work for tens of millions of Indians.
Digital transformation in manufacturing means enhancing traditional manufacturing processes, products, and workforce with digital technologies such as automation software, eCommerce, sensors, industrial robots, and more. Leading manufacturers are now realizing significant value from data and analytics, AI, and machine learning (ML). However, a large majority remain stuck in “pilot purgatory,” struggling to capture the full potential of their transformation efforts or deliver a satisfactory return on investment.
Industry 4.0 is already influencing sectors like manufacturing, supply chain management, construction, shipping, etc., and shall impact all aspects of our day-to-day activities. The Fourth Industrial Revolution, Industry 4.0, was triggered by high-tech innovations that brought cyber-physical systems together—i.e., smart machines capable of exchanging real-time information over the Industrial Internet of Things (IIoT) for decision-making processes.
Industry 4.0 encompasses various modern technologies like Cloud Computing, IoT, Artificial Intelligence, Big Data Science, 3D printing, 5G, Drones, and Communications, all leveraged to enhance productivity in manufacturing processes. However, there is often a genuine challenge for practitioners to define the problem statement. Many manufacturers decide to deploy technologies without a concrete understanding of the problem they are trying to address. This uncertainty about the benefits leads them to under-strategize the actions required for successful technology deployment.
SHARAD KUMAR AGARWAL
CDIO J.K TYRES & INDUSTRIES LTD
It’s been a rollercoaster journey for everyone involved in Digital Transformation, especially during the difficult times dictated by the pandemic.
It began with a conserving mode and gradually grew into a storm of new technology adoption enabling business growth. After the tremendous volatility of 2020, some dust has settled in the manufacturing sector, but that doesn’t mean things are back to how they were before the pandemic.
With a desire to boost operational agility, the manufacturing industry looks for solutions to make itself disruption-proof.
Manufacturers can adapt to the pandemic’s disruptions and establish resilience that will help them prosper by continuing to engage in digital projects across their production process and supply network. They must also get closer to their customers and use tech-enabled, distributed production solutions.
Smart autonomous systems capable of self-cognition, self-optimization, and self-customization are part of Industry 4.0, or the Fourth Industrial Revolution, pushing manufacturing automation to a new level.
Automation and robotics are crucial components of Industry 4.0—acting as the arms and legs; cameras and other sensors function as senses; data and connectivity form the nervous system; and artificial intelligence (AI) serves as the brain. This paradigm shift is radically transforming how we work, live, and interact.
Compared to developed countries, India’s adoption of new-age technologies has been somewhat slow. Some of the biggest deterrents to digital transformation adoption include:
Lack of awareness about business impact
High costs of effective solutions
Limited capital and talent availability
The customer experience is evolving rapidly, with the pace of change accelerating due to the pandemic. A key emerging trend in this dynamic landscape is that customers today WANT & EXPECT a full-service experience.
SUDHAKAR SHIVASHANKAR
DIGITAL HEAD CAVINKARE PVT. LTD.
Role of Leadership and Skill Level
Digital businesses need to focus on building deeper relationships with customers to stay relevant in this competitive realm. As the stiffness to create a market dominance in the digital space grows with every passing day, only a higher customer retention rate can help companies thrive on profitability.
“The key is when a customer walks away, thinking, ‘Wow, I loved doing business with them, and I want to tell others about the experience.'”
This quote from consumer experience expert Shep Hyken says a lot about building stronger relationships with customers and thinking of transactions later.
Leaders need to re-strategize their execution models and put customers first to bring a massive change. That’s what will drive profitability and growth that’s sustainable.
Modern Technology: The Most Influential Catalyst
Modern technology is the most influential catalyst for individuals to amplify their leadership impact like a ripple effect. Through modern advancements, leaders can become multi-disciplinary by having firm control over processes to grow the business.
Leveraging technology helps leaders hone their teams’ analytics and performance management and improvise strategic planning. The change in leadership roles is omnichannel through technology, as it helps leaders make data-driven decisions.
Technology is changing the roles of leadership in multiple ways, such as:
Leaders can forecast their organisation’s growth orientation to get ahead of the competition.
It empowers leaders to make more audacious decisions to drive innovation.
Technology offers more opportunities and tenacity to lead multiple departments through automation.
The Most Exciting Technologies That Can Be Adopted Towards DX to Revolutionize Indian Manufacturing
When it comes to IoT and AI, most people think that growth is a one-day event. They see the potential for these technologies and assume that they will achieve the same results as early adopters. This can’t be farther from the truth.
The growth and implementation of IoT and AI is a gradual process that happens over time. It’s important to be realistic about the expectations. These are evolving areas that will continue to change over time. Constant reiterations, evolution, and refinement will be required. And of course, scaling is also something that requires time.
Some enterprises may not be able to leverage these technologies if they haven’t got the right team in place. While some might not yet have the right process alignment or governance framework.
As the market matures and more businesses enter, expect things to get even more competitive in this space. If you aim for growth in the long run, apply, fail fast, and reapply. That is the only way to go. Growth is about incrementalism. Not overnight success stories!
As the world embraces technology more thoroughly, businesses are looking at digital transformation to:
Accelerate growth
Achieve a competitive advantage
Transform the industry
This demands complex software systems, complex processes, and the right people to execute the plans efficiently.
Governance in Digital Transformation
Many large enterprises, who plan to drive digital transformation, ensure they have a governance framework in place. Governance is about establishing the right technology strategy and aligning teams around the same vision. It is about defining milestones or KPIs for each project you undertake or implement at your organization. Governance ensures that everyone involved in the project is on the same page with:
Reduce risks dramatically
Build new visibility and insights across the organization and into the future
Accelerate operations
Devote more time and energy to customers and growth opportunities rather than frustrating and low-value remediation projects
Increase the chances that their digital transformations will drive superior business outcomes
Technology updates and new releases bring many moving parts to manage, making governance increasingly important if your organization needs to get maximum value out of every penny they invest in digital transformation projects.
According to Forbes, by having the right governance system in place, companies can:
“Protect digital transformation processes.”
Automation is a terrific tool. But automation and governance together provide a fool-proof system for accelerated growth.
Other Dimensions
Inclusion, appreciation, and resourcefulness—these three are the core accelerators that offer impeccable growth to an organization.
An organization’s success is defined by how its team members feel when they step into the workplace. Do they feel stressed, anxious, or super-productive to tackle any business challenge coming their way?
The core of successful teamwork boils down to one thing—do your employees feel included when a crucial business discussion is going around?
“If everyone is moving forward together, then success takes care of itself.”
VISHAL PATIL
GM- IT & AUTOMATION SERUM INSTITUTE OF INDIA PVT. LTD
Role of Leadership
Digital transformation requires that the people, processes, and technology within an organization align with the desired end goal in order to achieve the greatest success. Additionally, these areas need to be set up to continuously improve and adapt after achieving the initial goals of the transformation initiative.
If leadership is committed to leading companies smoothly through its digital transformation and toward permanent adaptation, then CxOs should look at four essential tactics for greater success by implementing:
Stay adaptable.
Know your company inside and out.
Take a holistic approach to digital transformation.
Lead by example.
In the end, leading a successful digital transformation is more about taking the right actions than choosing the right technologies.
Skill Level
Digital transformation is not limited to digitizing business processes and making additions to the technology portfolio; it calls for implementing new ways of learning and leading, fostering a culture shift, and aligning strategy, talent, and resources across the organization.
DX is a change process that demands a unique vision, perspective, and set of leadership skills to be successful.
Current Digitalization Scenario of India
At present, the trend of digitalization in India focuses on three key areas in view of the Vision of Digital India:
1. Digital Infrastructure as a Utility to Every Citizen
High-speed internet as a core utility.
Cradle-to-grave digital identity – unique, lifelong, online, and authenticable.
Mobile phone & bank account enabling participation in digital & financial space.
2. Governance & Services On Demand
Seamlessly integrated across departments or jurisdictions.
Services available in real-time from online & mobile platforms.
All citizen entitlements to be available on the cloud.
Services digitally transformed for improving Ease of Doing Business.
3. Digital Empowerment of Citizens
Universal Digital Literacy.
Universally accessible digital resources.
All documents/certificates to be available on the cloud.
Availability of digital resources/services in Indian languages.
Expectations from Digital Transformation (DX) in the Manufacturing Industry
My view on Digital Transformation in Manufacturing involves integrating digital technologies into processes and products to increase manufacturing efficiency and quality. Expectations are mentioned as pointers:
Improved automation and smart manufacturing.
Enhanced supply chain efficiency through real-time tracking.
Predictive maintenance using IoT and AI.
Data-driven decision-making for better production management.
Increased adoption of robotics and machine learning.
Development Post COVID-19
During the pandemic, consumers moved dramatically towards online channels, and companies and industries responded in turn. The rapid shift towards interacting with customers through digital channels has been evident.
Post COVID-19, businesses are:
Looking at technology as a key enabler for engaging with customers.
Allowing workplace flexibility through digital tools.
Introducing automation for faster processes and improved efficiency.
The Most Exciting Technology That Can Be Adopted Towards DX to Revolutionize Indian Manufacturing
Big Data Analytics can offer several ways for improving asset performance, streamlining manufacturing processes, and facilitating product customization.
Internet of Things (IoT): The capabilities of the IoT are rapidly being implemented in industrial and manufacturing domains, providing plant owners with a way to increase productivity and decrease the complexities of processes.
Virtual Reality (VR) is simplifying the product design process by eliminating the need to build complex prototypes.
AI and ML seem to be the next wave in manufacturing. AI is helping production teams analyze data and use the insights to replace inventory.
Reduce operational costs and offer seamless quality control over the entire manufacturing process.
Other Dimensions:
Empowering employees
Engaging customers
Optimize operations
Services and products
Sparrow Dedicates this year Research Insightto the Innovator who Changed the DigitalWorld Forever.
Steve Jobs ( 1975 - 2011 )
Founder Apple , Pixar & NeXT
– Steve Jobs