Context
The case organisation manufactured automotive components and operated facilities in several countries. It had already introduced some Industry 4.0-related capabilities, but the researchers tested whether the organisation was ready for wider implementation.
What the organisation did
The organisation participated in a two-stage assessment. The first stage examined its maturity. The second examined how implementation barriers influenced one another.
Observed outcome
The researchers placed the organisation at an intermediate position described as Industry 3.5. Leadership was identified as the most influential of the examined barriers, while policy and organisational factors also had substantial influence.
Why the assessment mattered
The assessment showed that purchasing more connected technology would not automatically create Industry 4.0 capability. Governance and organisational change needed attention before or alongside further technical investment.
What leadership should take from the case
Assess readiness across strategy, organisation, people, processes, data, infrastructure and governance. Identify barriers that repeatedly affect other work. A readiness review can be valuable even when it recommends that investment should be resequenced.
What this means for infrastructure decisions
Technology Second means that investment follows a realistic view of the organisation’s ability to integrate, operate, govern and sustain the proposed environment.
Source and evidence note
Govindan, K. & Arampatzis, G. “A framework to measure readiness and barriers for the implementation of Industry 4.0: A case approach.” Electronic Commerce Research and Applications 59 (2023), 101249. DOI: 10.1016/j.elerap.2023.101249.
Peer-reviewed single-case application. Described here as a decision-quality success, not as proof of completed enterprise transformation.