The European community is promoting with Industry 5.0 a new way of doing business to bring value not only to shareholders but also to all stakeholders. No one raises the question of what organizational models are possible for Industry 5.0, which cannot be those of Industry 3.0 and 4.0.
The European community promotes Industry 5.0 for aims to bring value not only to shareholders but also to all stakeholders of the company. What characterizes this industry model is being:
Riferimenti: Industriy 5.0 https://research-and-innovation.ec.europa.eu/research-area/industrial-research-and-innovation/industry-50_en In Italia all’interno del Piano Nazionale di Ripresa e Resilienza vi è una sezione denominata Transizione 5.0 dedicata alla “Implementazione dei processi produttivi a un modello energetico efficiente e sostenibile”. Riferimenti : Transizione 5.0 https://www.italiadomani.gov.it/content/sogei-ng/it/it/Interventi/investimenti/transizione-5-0.html Da quello che ho compreso in estrema sintesi penso si potrebbe dire che la Transizione 5.0 incentiva investimenti in ambito digitale e in sistemi che favoriscono il risparmio energetico compresa l’autoproduzione di energia. Digitization is definitely going in the direction of making technologies more flexible and adaptable and making it easier for people to work. We talk about technologies to reduce environmental impact Training people is aimed at digitisation and to use of these new technologies
However, I did not find the space I expected for a people-centred and resilient industry. Resilience according to the Treccani encyclopaedia is the ability to resist and react in the face of difficulties, adversity, negative events and more. Therefore, it is necessary not to let it get you down, it is necessary to develop the ability to “get back up” by activating internal and external resources. Resilience thus becomes a strategy not only to get us through a crisis, but also to prevent crises. There is no reference to the new organizational modes needed for people to find the intrinsic motivation needed to cope with a very fast-paced and complex working and social world. There is no reference to the new organizational modes needed for people to find the intrinsic motivation needed to cope with a very fast-paced and complex working and social world. Over the past 20 years, many of the world’s top publicly capitalized companies have adopted this approach. These include several companies that do not develop software. Agile management or business agility is a set of organizational capabilities, behaviors and ways of working that allow the company the freedom, flexibility and resilience to continue producing value regardless of the future. We cannot live by slogans that claim to put people at the center and then not change relational and organizational ways. I do not understand why no one raises the question of what organizational models are possible for Industry 5.0, which cannot be those of Industry 3.0 and 4.0. The Agile approach, integrated with the Lean approach may be the answer for Industry 5.0 but no one outside the software world is talking about it. Would anyone be able to explain why?
Pretypes are quick and inexpensive demonstrators to test key ideas before creating complete prototypes. I am talking about an automated palletizing project where we made a pretotype of the most critical component, which was the tray, in just 15 days. We saved several months and significant investment. This pretotype allowed us to validate the best materials with which to build the final tray.
It is very important to balance innovative bets in product development projects, using Rosabeth Moss Kanter’s innovation pyramid. Especially effective is the Lean Canvas, which
In this interview with Antonio Panareo of Story Time, we talked about the agile innovation factory that I established during my last corporate experience. Establishing this agile factory was a real gamble and I talk about the experience I had with my teams.
Creating a bimodal enterprise, balancing efficiency and exploration, is arduous. Companies often prefer incremental innovation, updating existing products, over disruptive innovation. This practice, safe in
