How Leaders Can Redirect Resources to Optimize Organizational Value
Throughout my career, I've witnessed firsthand how technology transforms workplaces, from the shop floor to the C-suite. But what strikes me most in this age of innovation is how we're fundamentally reimagining the relationship between people and machines.
Our recent Future of Work in Manufacturing report reveals a concerning gap between how leaders and workers view workplace modernization. For example, although 57% of managers rate workplace morale as high, only 45% of workers share this optimistic view. This statistic is a clear wake-up call.
Having built multiple high-growth startups and led large-scale AI implementations, I've learned that successful digital transformation is about redirecting our resources and attention to where it generates the most value for the people who make our organizations run.
When done well, emerging technologies move beyond simple automation to help amplify human capabilities. Take our Prism Knowledge Agent, which answers inquiries in everyday language that is familiar to employees. When we first developed it, some worried it might replace human expertise. Instead, we're seeing it save teams up to 55 minutes per question while making them more self-sufficient.
Another telling insight from our research is that 91% of managers believe their companies are prioritizing upskilling, but only 70% of workers see it that way. This disconnect matters. As leaders, we need to take action and invest in training that is visible, measurable, and accessible.
During my time building a larger ERP provider’s first data-as-a-service offering and later leading the largest deployment of autonomous robots in U.S. retail, I learned a crucial lesson: technology adoption accelerates when it enhances rather than replaces the judgment, knowledge, and experience of people.
Our report shows that 73% of managers expect their roles to change with automation. The key here is to ensure these changes elevate rather than eliminate human contributions.
Here's how forward-thinking organizations are getting it right:
1. Making Technology Work for People
2. Bridging the Perception Gap
3. Measuring What Matters
The manufacturing world stands at a fascinating crossroads. Our research shows that although 52% of managers consider their workplace "very modern," only 39% of workers share this view. This gap represents both a challenge and an opportunity. As someone who has spent my career balancing enterprise-scale vision with startup growth mindset, I'm convinced that the future of work means creating environments where human expertise and emerging technologies can co-exist and thrive.
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