Deloitte Infographic EditsCompressedV3 · Are you successfully navigating the intersection of...

Are you successfully navigang the intersecon of readiness and responsibility in the Industry 4.0 era? Strategy. Success with Industry 4.0 begins with a comprehensive, holisc strategy—yet only 10% of execuves indicate they have such a strategy in place. While a comprehensive Industry 4.0 strategy may not guarantee success, our survey indicates those companies with strategies significantly outperform their peers without strategies. Comprehensive, holisc strategy Developing broader strategy Taking ad-hoc approach No formal strategy 10% 23% 47% 21% Strategy maturity Societal Impact. Environmental issues are a looming threat to operaons. Ulmately, it takes talent to put the plan and tools into acon today—and companies need a highly skilled, adaptable, and resilient workforce for sustained Industry 4.0 success. Only 20% of CXOs completely agree their organizaons have the skills needed to succeed in this era. Making a profit while posively contribung to society is a top investment priority. 89% agree that climate change will negavely impact their businesses 91% have sustainability iniaves in place or on the drawing board Training and developing workforce Understanding what skills will be needed Attracting and retaining the right talent 62% of execuves agree 72% 68% 64% 54% 44% 40% 40% 17% 10% 9% 7% 6% IoT AI Cloud Big data/ analytics Nanotech Advanced robotics Sensors Blockchain 3D Printing Augmented reality Quantum computing Edge computing Deloie interviewed more than 2,000 C-suite execuves in 19 countries to see how leaders are balancing the transion to Industry 4.0—capitalizing on advanced technologies to help propel their businesses forward while acng in more socially responsible ways. Developing and execung on integrated strategies—from building talent to protecng the planet—that leverage Industry 4.0 technologies should be a priority for all organizaons in this connually disrupve world. Talent. Faced with escalang global societal and environmental challenges, business leaders are increasingly embracing a new form of capitalism, moving from one focused primarily on shareholder value to one focused on serving the broader world. In terms of technology's expected effect, business leaders ancipate IoT, AI, and cloud soluons will have the most profound impact on their organizaons. Technology. 59% 28% 74% Investment priories Conclusion. Business and technology will keep evolving. Teaching and training are lifelong pursuits. And protecng the planet and solving society’s most pressing issues grow more urgent every day. Welcome to Industry 4.0—are you ready? www.deloie.com/insights/4IR Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member firms, and their related entities. DTTL and each of its member firms are legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member firms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulations of public accounting. Copyright © 2020 Deloitte Development LLC. All rights reserved.

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Transcript of Deloitte Infographic EditsCompressedV3 · Are you successfully navigating the intersection of...

Are you successfully navigatingthe intersection of readinessand responsibility in the

Industry 4.0 era?

Strategy.Success with Industry 4.0 begins with a comprehensive, holistic strategy—yet only10% of executives indicate they have such a strategy in place.

While a comprehensive Industry 4.0 strategy may not guarantee success, oursurvey indicates those companies with strategies significantly outperform theirpeers without strategies.

Comprehensive, holistic strategy

Developing broader strategy

Taking ad-hoc approach

No formal strategy

10%

23%

47%

21%

Strategymaturity

Societal Impact.

Environmental issues are a looming threat to operations.

Ultimately, it takes talent to put the planand tools into action today—and companiesneed a highly skilled, adaptable, and resilientworkforce for sustained Industry 4.0 success.Only 20% of CXOs completely agree theirorganizations have the skills needed tosucceed in this era.

Making a profit while positively contributing to society is a top investment priority.

89% agree that climatechange will negativelyimpact their businesses

91% have sustainabilityinitiatives in place oron the drawing board

Training anddeveloping workforce

Understanding what skills will

be needed

Attracting and retaining theright talent

62% ofexecutives agree

72%68%

64%

54%

44%40% 40%

17%

10% 9%7% 6%

IoT AI Cloud Big data/analytics

Nanotech Advancedrobotics

Sensors Blockchain 3D Printing Augmentedreality

Quantumcomputing

Edgecomputing

Deloitte interviewed more than 2,000 C-suite executives in 19 countries to seehow leaders are balancing the transition to Industry 4.0—capitalizing on advancedtechnologies to help propel their businesses forward while acting in more sociallyresponsible ways.

Developing and executing on integrated strategies—from building talent toprotecting the planet—that leverage Industry 4.0 technologies should be apriority for all organizations in this continually disruptive world.

Talent.

Faced with escalating global societal and environmental challenges, business leaders are increasingly embracing a new form of capitalism, moving from one focused primarily on shareholder value to one focused on serving the broader world.

In terms of technology's expected effect, business leaders anticipate IoT, AI, and cloud solutions will have the most profound impact on their organizations.

Technology.

59%

28%

74%

Investment priorities

Conclusion.Business and technology will keep evolving. Teaching and training are lifelongpursuits. And protecting the planet and solving society’s most pressing issuesgrow more urgent every day.

Welcome to Industry 4.0—are you ready?

www.deloitte.com/insights/4IRDeloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company limited by guarantee (“DTTL”), its network of member �rms, and their related entities. DTTL and each of its member �rmsare legally separate and independent entities. DTTL (also referred to as “Deloitte Global”) does not provide services to clients. Please see www.deloitte.com/about for a detailed description of DTTL and its member�rms. Please see www.deloitte.com/us/about for a detailed description of the legal structure of Deloitte LLP and its subsidiaries. Certain services may not be available to attest clients under the rules and regulationsof public accounting.