APR Nov/Dec 2022 - 39

« MANUFACTURING
Digitalization is a multi-faceted and diffuse topic.6
must therefore include many dimensions3
Business strategies
incorporation and internalization of Industry 4.0 concepts9
establishing digital cultures and new capabilities.2,10 Instead of merely
solving unconnected business problems with customized technical
and organizational solutions,12
digitally maturing companies should
focus on strategy development, mobilization for engagement, and
project delivery.3,11
A deep topic understanding is essential to set
up an empowered and skilled team in order to build a strategy that
focuses on actual, value-creating needs. The organization is mobilized
by consistently investing in employee capabilities and by a managed
cultural change towards cross-functional collaborations. Successful
project delivery can be facilitated by a diversified portfolio and
conscious decision-making.3
It is well recognized that a successful DT strategy stands and falls with
changing the attitudes and mindsets of employees.2,7,9,12
Especially
in conservative companies, the full impact potential of advanced
digitalization is often not recognized,13
resulting in resistance to IT
change, and decision-making based on wrongly perceived risks.10
To speed up innovation,10
accepted higher risks.11
digitally successful companies have
Furthermore, in companies embracing DT, a
collaborative culture forms including natural- and data-scientists.3
The mutual understanding between people of different backgrounds
facilitates creativity and innovation.11
To achieve the aims above,
companies must invest into business structures and processes that
accelerate cultural change towards data science driven thinking.
Here, we share the experience and insights gained during the past
three years setting up our " Swarm " approach to demonstrate the
value and applicability of DT to a community through many small,
quick projects.
to ensure successful Gathering Support
whilst
Literature best practice
The adoption of " digital " constitutes a major shift from long-standing
norms, thus challenging traditional hierarchies, decision-making
authority, and workplace social interactions.14
Such a cultural change
requires getting people on board, as this change itself is driven by
their ideas and engagement. The most critical component is joint
project work between digital experts and members of the general
community to raise mutual understanding and appreciation of each
community's strengths, weaknesses, needs, and applicability.2,10,15
The
resulting exchange builds both a common language and knowledge
base in data science, as well as a business and engineering context.
Such activities are easier when the experts are embedded in the
operational functions.
Additional training programs and educational resources can enhance
the offering.15
Additionally, regular digital summits help everyone
feel involved and updated, while collaboration awards encourage
participation,14
Work environments can be set up in a way to foster engagement11
and job rotation programs enable new perspectives.14
and
stimulate innovation through an inspiring and futuristic ambiance.14
Other game-changers in culture transformation include promoting
new ways of working, such as autonomous judgment calls, and
on-the-spot decisions,14
exploration.10
have to embrace failure11
necessary self-esteem and judgment skills. Leaders must serve as DT
role models and consistently exemplify the novel behaviors so that
motivated people follow their lead.14
people's drivers and resistances must be understood.
www.americanpharmaceuticalreview.com |
| 39
for instance by setting incentives for their
To make risk-taking a cultural norm, business leaders
and support employees in developing the
Throughout the transformation,
»
http://www.americanpharmaceuticalreview.com
APR Nov/Dec 2022

Table of Contents for the Digital Edition of APR Nov/Dec 2022
