This interview is an excerpt from our The Current State of the Global Manufacturing Workforce in 2025 and Beyond report and is the third installment of our Modern Workforce Leader Series: Manufacturing Edition. This interview with a senior leader at the International Centre for Industrial Transformation (INCIT) offers strategies for shaping the future of manufacturing by viewing technology as an enabler rather than a disruptor.
What are some of the biggest opportunities in the manufacturing sector?
Despite its challenges, the manufacturing sector is ripe with opportunities. AI and big data are game changers. I’ve seen how predictive analytics and self-healing systems can transform production processes, creating efficiency and improving decision-making. AI in manufacturing is still very nascent, but all manufacturing companies must act.
Unfortunately, there is no short-term fix to realize AI maturity; it’s a journey that requires deep understanding rather than simply focusing on its implementation or discussing its potential. Innovation, like machine learning, automation and cutting-edge platforms and solutions, can not only simplify compliance but improve employee experience. These emerging technologies and AI just need to be wielded successfully and effectively.
Are manufacturers adapting to innovation fast enough?
Frankly, the pace of adaptation is uneven. Some organizations have embraced innovation and are reaping the rewards, but many others are still lagging. One of the main issues is that businesses often chase trends rather than focusing on where technology could provide the most value. I advocate for clear, tailored strategies that align with an organization’s needs.
For example, when INCIT developed a framework to measure AI maturity in manufacturing, it took us months to get it right. This framework isn’t just a static assessment; it’s a roadmap that helps businesses prioritize where to invest. I believe more companies could benefit from this kind of long-term, focused planning instead of rushing after quick wins.
How can manufacturers leverage technology while prioritizing human skills?
I feel strongly about this; I often say that technology should complement human expertise, not replace it. These advanced tools, especially AI, act as co-pilots; they accelerate capabilities and improve our processes, but they can never replicate the depth of knowledge and experience that humans bring.
There needs to be a collaboration between both and together; humans and AI can accomplish remarkable things that they cannot when isolated. For instance, capturing the insights of seasoned professionals and integrating those into AI systems can create a powerful synergy. By doing this, organizations ensure that the best of human expertise and technological efficiency combine to drive innovation.
I also believe in embedding learning ecosystems into everyday operations. When employees have access to continuous learning opportunities, they are better prepared for digital transformation. Programs like career conversion initiatives and job redesign provide excellent platforms for equipping talent to thrive in this evolving sector.
How can leaders engage their workforce and manage disruptive technologies like AI?
Employees often feel anxious or uncertain about the changes AI brings, and as leaders, it’s our job to address these concerns. Leadership is not just about championing transformation; it’s about ensuring people feel empowered to be a part of that transformation. Ultimately, I think it’s about casting a vision where employees see technology as an enabler rather than a disruptor. This approach lays the foundation for a culture of trust and innovation.
To learn why strengthening your workforce management strategies can defend against new manufacturing disruptions, read The Current State of the Global Manufacturing Workforce in 2025 and Beyond
