The world of industry is undergoing a decisive change. In the past, the primary aim of an organization's existence was to produce income for its owners. Today, in addition to their financial results, businesses are measured against a broader range of environmental, social and governance initiatives. As well as discovering the plethora of possibilities that Business 4.0 provides, leaders are beginning to feel the weight of this obligation.

At the crossroads of preparation and obligation, Deloitte's Fourth Industrial Revolution finds responses to issues like, "How do leaders balance benefit on intent when moving their business to Industry 4.0? "And how do businesses use new technology to move the industry forward when behaving in a more socially and environmentally conscious manner? ”
This is the first time that views from leading industrial goods (IP) companies in Europe, the Middle East, and Africa have been released. Data were gathered during the second half of 2019.

The four key patterns and viewpoints

If policy leads, success will follow: 2/3 of CXOs have either no structured Industry 4.0 or take ad hoc approaches. In comparison, only 10% of CXO's have long-term plans to exploit new corporate innovations.

Recognition of the social obligation for businesses: there are enough signs that, due to increased demand from clients, staff, and other actors, more organizations are starting to strike a balance between benefit and intent. About every company leader we interviewed was concerned that the consequences of climate change might have a negative influence on their enterprise.

Training and growth commitment: Companies need to seek to ensure that workers in an industry 4.0 world have the expertise required to excel. About a quarter of management people truly accepted that their companies and only 10% said that they made substantial strides regarding the identification, attraction and retention of the best talent. More than 80 percent said that they have developed or are establishing a lifelong learning organizational culture, and another 17 percent intend to do that.

A withdrawal from disruption: while Industry 4.0 innovations can disrupt many different market fields and better transform them, managers do not seem to exploit them in as large an enterprise as possible. Only 17% of CXOs agree that making productive investments in Business 4.0 technologies is necessary and is one of 12 goals for investments. And although leaders recognize the advantages of a wired, interconnected approach to Industry 4.0 technology rollout, only 5 percent demonstrate substantial improvement.

While COVID-19 triggered significant disruptions, several organizations have made a step-alternation to the use of new, necessitated emerging technology. The influence of digitization has been much broader than production: many businesses control fluctuations of supply and forecast consumer demand now more effectively.