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The future being shaped by Industry 4.0 has arrived. Tools are available that anticipate the future, approximate it, estimate it, and select a preferred future; but do we know how to make disruptive futures part of our business and lives? Building on technology readiness levels and manufacturing readiness levels, future readiness levels and a futur...
Contexts in source publication
Context 1
... TFRLs shown in Figure 4 are based on the technology management approaches that are required for emerging, disruptive, wild card, or weak signal technologies in a specific environment -in the case of this paper, for Industry 4.0. ...
Citations
... Today, organisations face rapid and often disruptive shifts driven by economic, social and political forces. The volatility, uncertainty, complexity and ambiguity (VUCA) environment introduces a complex array of challenges that demand a shift from traditional leadership models rooted in rigid hierarchies of the early 20th century towards more adaptive approaches (Botha, 2018). Systems thinking (ST) is crucial in enabling leaders to understand adaptive challenges and their interconnections, thus fostering effective solutions. ...
... Future thinking (FT) is a crucial component of adaptive leadership, helping leaders maintain a strategic vision for the organisation in the face of uncertainty. This integrated approach considers potential opportunities across four levels: possible, plausible, probable and preferred futures (Botha, 2018). Figure 3 illustrates the holistic stages of FT, starting from information input, progressing through analysis and foresight and culminating in decision-making and strategy adjustment for execution (Voros, 2003). ...
Purpose
The purpose of this study is to present an adaptive organisational leadership framework using systems thinking (ST) to address challenges within volatility, uncertainty, complexity and ambiguity (VUCA) environments. The framework is intended to guide leaders in improving organisational adaptability and resilience.
Design/methodology/approach
A systematic literature review was conducted alongside qualitative interviews with 16 experienced leaders from various sectors. A semi-structured interview format ensured robust validation of the proposed framework. The synthesis of primary and secondary data identified critical elements for effective adaptive leadership in a VUCA context.
Findings
The adaptive leadership framework consists of three core components: the leader, the followers and the organisational context. ST, future thinking, mental models and adaptive change management form the structural basis of the framework. Interviews with industry experts highlighted mental models’ critical role in adaptive change, highlighting their importance for decision-making. The findings demonstrate the framework’s potential for enhancing strategic responses to complex challenges.
Practical implications
The framework provides practical guidance for contemporary leaders, helping them to foster a culture of adaptability within their organisations to manage complex situations better.
Originality/value
This research introduces a novel framework integrating adaptive leadership qualities with ST principles. A systemigram illustrates how interconnected elements empower leaders to navigate dynamic environments effectively. The framework addresses current leadership model gaps by promoting resilience and agility.
... Union's Agenda 2030 Goals [37]. • Backcasting, risk evaluation and scenario planning from future cones and foresight • Technology management, collaboration and systemic change derived from the SDGs • Systems thinking, design, engineering and management from Darwish and Van Dyk [40] • Solution fragments related to the knowledge domains from Salvendy [1] that translate into operations management, engineering economics, human factors engineering, technology management and operations research as underlying industrial engineering knowledge domains for the lighthouse base • Openness, people-centred processes, culture from Mangaroo-Pillay [42] adapted to people and culture • Value creation from Alessandro, et al. [41] • Innovation, economics, multi-level perspective and appropriate research methodologies from De Kock and Brent [45] used to create cascading levels in the lighthouse • Culture, knowledge and technology from Holmberg and Larsson [37] are factored into the design • Innovation and systems thinking from Asiimwe and De Kock [38] that ensure sustainable transitions • Impact assessment from Botha [43] • Four backcasting steps from McCrory, et al. [46] redirected as the slope from the lighthouse to the shore • Seven elements for systemic creativity from Bam and Vlok [47] where process, leadership and potential are used in the lighthouse All of the aforementioned solution fragments have been contextualised and morphed into a total of 28 solution fragments that are depicted in the lighthouse model in Figure 6. ...
The Industrial Engineering profession is a prevalent multidisciplinary profession capable of yielding operational gains for organisations in almost any sector. However, it is unclear how the characteristics of this profession can be used to meet the sustainable needs and complex problems in South Africa. This research presents an Industrial Engineering lighthouse model for strategic foresight in transdisciplinary problem solving in relation to the United Nations Sustainable Development Goals. This discussion paper reflects on existing literature as a basis for this novel artefact. Using the components that belong to this lighthouse, researchers and practitioners can identify future contributions Industrial Engineers can make in developing countries such as South Africa.
... A challenge that is commonly reported when examining future readiness models is the change that is required at the operating level when external factors are disruptive (Botha, 2018) [22]. "Future readiness levels (FRL)" are based on readiness at the capability levels of technology, behaviour, event, and future thinking, but does not include strategic foresight, unique industry skills, workflow management or change management in a technology sense. ...
Since the pandemic organizations have focused on ways to improve engagement, adapt to the new world and develop strategies for survival. In support of these goals an enhanced future-readiness model is proposed that encompasses concepts from ambidexterity, strategic foresight and organisational resilience applied to the industry 4.0 context. The model identifies thirteen primary (13) internal and external factors that can be used to design and apply a future readiness model within organizations to improve agility and preparedness for the challenges and opportunities posed by industry 4.0. It also identifies eleven (11) sub-factors that together with the primary factors provide a conceptual framework for managers to consider in their planning and preparations for industry 4.0 and other disruptive events. The model connects dynamic capabilities with the firm's strategic preparedness. It attempts to fill gaps in existing future readiness models and forms the basis for ongoing, applied research into its utility in product and service industries. This paper also refers to the dilemma of innovation and the need for change as it relates to industry 4.0. Concept for how new opportunities can be addressed and how strategy development and execution can be built on with other aspects of organisational maturity and agility to improve future readiness. The model proposes an approach to risk tolerance and reward management based on the resources of the firm, including its organizational culture and how its utilization of internal and external analyses prepares it for a dynamic environment in the context of industry 4.0. It incorporates the influence of people and digitization with the more traditional dynamic capabilities of the firm and proposes possible applications of the model to industries significantly affected by industry 4.0. INTRODUCTION The pace of change presented by Industry 4.0 (i4) and post pandemic challenges are forcing firms to re-imagine what it means to be future-ready. Digitization has affected supply and value chains and enterprise operations as well as how staff work and how opportunities are assessed and processed. A major challenge arising out of i4 is the need to sustain a competitive advantage in the current market while identifying opportunities in the future. This has become more challenging and has raised the question of what future readiness looks like.
... The adaptive leadership framework for organisations is complex, but a systems thinking approach can unpack the complexity and identify the critical elements and their relationships in the framework. Industrial evolution is happening faster than the current leadership styles, which are based on the rigid hierarchy of the 1900s [4]. Because followers' traits are constantly changing, and because of the accelerating changes, leadership risks being outdated. ...
... Because followers' traits are constantly changing, and because of the accelerating changes, leadership risks being outdated. Therefore, adaptive leadership could align itself with the future-shaping factors of behaviour, events, and technology [4]. Adaptive leadership allows leaders to go through continuous evolution to follow the traits of their followers, which are linked to the business ecosystem. ...
... • Future thinking is a crucial tool for an adaptive leader. Future thinking is an integrated and holistic approach that discerns the future and the potential opportunities that it brings by addressing four levels: the possible future, the plausible future, the probable future, and the preferred future [4]. The aim is to have a strategic vision for leaders to manage the present and lead it towards the future vision. ...
Leadership is a system that includes interconnected elements. Adaptive leadership is about enabling followers to handle adaptive challenges and to adapt to an ever-evolving environment. Organisations are experiencing the most dynamic era of the business environment owing to the influence of vulnerability, uncertainty, complexity, and ambiguity (VUCA). The VUCA nature of the environment presents adaptive challenges, which, unlike technical problems, need dynamic people-focused solutions. Current leadership frameworks are inadequate in practice, and a framework is needed to aid in creating adaptive organisations through systems thinking to succeed in a VUCA environment. This research approach starts with a systematic literature review to create a conceptual framework of adaptive leadership through systems thinking for a VUCA environment. The conceptual framework is validated through interviews with practising industry leaders to obtain their opinions and comments. The research provides a new perspective on using systems thinking in applying leadership practices to create an adaptive leadership framework to overcome the VUCA environment.
... The future-shaping elements for Industry 4.0 were confirmed and given a priority ranking. This gives an overview of the technology, attitudes, and situations that businesses must manage as they adopt the Industry 4.0 paradigm [43]. shown that the association between Industry 4.0 readiness and SME institutional support is only moderated by business size. ...
Organizations must be ready to adopt Industry 4.0 technologies because when faced with ongoing digital changes, businesses need to take advantage of opportunities provided by Industry 4.0 and are compelled to do so. This thesis intends to highlight key variables for assessing an organization's Industry 4.0 readiness and the connections between these factors. The author is testing two hypotheses, first that the company's technological readiness significantly affects the employees' readiness to adopt Industry 4.0 technologies and thus the organization's readiness. The other hypothesis states that managerial readiness significantly affects the employees' readiness to adopt Industry 4.0 technologies. Both hypotheses were accepted after conducting a survey which was responded to by 107 employees and managers in Egypt and analyzing it through IBM SPSS.
... It was commissioned by the IMPULS Foundation of the German Engineering Federation (VDMA) and was not published as an article. Botha has proposed a so-called Future readiness index which would help in defining future strategic interventions [37]. It is based on the future thinking space, which includes technology, behavior, events, and the capability to do future thinking [37]. ...
... Botha has proposed a so-called Future readiness index which would help in defining future strategic interventions [37]. It is based on the future thinking space, which includes technology, behavior, events, and the capability to do future thinking [37]. Castelo-Branco and others have assessed Industry 4.0 of the European Union based on Factor analysis of ICT usage and digitization of the corporate sector [38]. ...
This paper presents the use of digital technologies and industrial robots in manufacturing firms. More importantly, we look at the relationship between the use of digital technologies and industrial robots within the Industry 4.0 concept. We also use a specific Industry 4.0 Readiness index to assess manufacturing firms’ Industry 4.0 readiness level and analyze the relationship between the achieved readiness level and the use of industrial robots. The research is based on data from 118 manufacturing firms from a European Manufacturing Survey. Based on statistical analysis, we present the results that show a significant correlation between the use of specific digital technologies and two types of industrial robots. Our study also points out that manufacturing firms with a higher Industry 4.0 readiness level tend to use industrial robots more frequently.
... As such, the employees were not ready for the deployment of the technology, which heightened the fear of job losses in deploying RPA in the organization. There are technology tools that can be used to assess readiness (Botha, 2018). ...
Due to hundreds of millions of financial transactions that take place
daily in the financial sector, Big Data has become a buzzword and a crucial
component in financial business operations. Consequently, handling this data is
becoming a major concern for many financial services. Much as this is so, the
nature in which this data is generated makes it complex to analyse using
traditional database management systems. Little empirical research has been
done to inform financial organisations on how to analyse Big Data to improve
business agility and competitiveness. More still, there is a lack of an appropriate
model that could be used by financial organisations to carry out Big Data
analytics. This paper sought to conceptualise a model for Big Data analytics to
improve organisational competitiveness by taking the case of South African
financial institutions. Collected data was analysed quantitatively and results
indicated that technological, organisational, and environmental perspectives
along with individual factors play a significant role in Big Data analytics
improving financial institutions’ competitiveness. The identified factors were
used to conceptualise a model that could be used to extend research in this
direction. Results of the study revealed that as new trends in computing increase,
traditional analytics currently used by many organisations gradually become
obsolete hence it is recommended that the developed model be validated with a
wide range of data from various organisations to identify the new factors that
might be salient.
... Berdasarkan beberapa studi menunjukkan bahwa perusahaan manufaktur memiliki permasalahan serius untuk memahami keseluruhan gagasan dan konsep Industri 4.0 (Schumacher, dkk., 2016). Selain itu juga mengalami kesulitan dalam menentukan kesiapan menghadapi Industri 4.0, sehingga gagal menetapkan rencana strategis (Basl, 2017;Basl, 2018;Botha, 2018). ...
Kesiapan menghadapi Industry 4.0 dapat dilakukan dengan melakukan penilaian. Berdasarkan model penilaian terdahulu menghasilkan kerangka kerja yang dapat dimodifikasi. Tujuan pada penelitian ini adalah modifikasi alat penilaian kesiapan Industry 4.0 agar dapat sesuai dengan situasi dan kondisi perusahaan yang ada di Indonesia. Implementasi penilaian akan dilakukan di Kota Surakarta yaitu perusahaan textile dan rokok. Metode yang digunakan yaitu Metode Delphi dan Analytical Hierarchy Process (AHP). Hasil dari penelitian yaitu didapatkan 2 indikator baru untuk menilai kesiapan Industri 4.0 yang sudah tervalidasi yaitu Indikator Sosial Teknologi dan Indikator Penelitian dan Pendanaan yang masuk pada Aspek Organisasi dan Budaya. Penilaian secara keseluruhan pada perusahaan sektor textile memiliki nilai kesiapan Industri 4.0 sebesar 0,94 dan perusahaan sektor rokok sebesar 0,82, dimana kedua sektor perusahaan masuk pada kriteria level 1 yaitu tahap awal penerapan Industri 4.0. Rekomendasi yang dirumuskan untuk langkah preventif kesiapan perusahaan menghadapi Industry 4.0 yaitu inovasi barcode pada kemasan, pembentukan divisi penelitian, inovasi mesin otomasi, dan sosialisasi industry 4.0. Abstract[Modification of Assessment Tools Readiness Industry 4.0 in Manufacturing Companies] Readiness for Industry 4.0 can be done by conducting an assessment. Based on the previous assessment model, it produces a framework that can be modified. The aim of this research is to modify the Industry 4.0 readiness assessment tool so that it is in accordance with the situation and conditions of companies in Indonesia. The implementation of the assessment will be carried out in Surakarta City, namely textile and cigarette companies. The method used is the Delphi method and the Analytical Hierarchy Process (AHP). The results of the study obtained 2 new indicators to assess the readiness of industry 4.0 which have been validated, namely Social Technology Indicators and Research and Funding Indicators which are included in Organizational and Cultural Aspects. The overall assessment of the textile sector companies has an industrial readiness value of 0.94 for industry 4.0 and for cigarette sector companies of 0.82, where both company sectors are included in the level 1 criteria, namely the initial stage of implementing Industry 4.0. Recommendations formulated for preventive steps for company readiness to face Industry 4.0, namely innovation of barcodes on packaging, establishment of research divisions, innovation of automation machines, and socialization of industry 4.0.Keywords: modification; readiness; assessment tool; Industry 4.0
... Recently, this approach has expanded to include practically every aspect of life. Particularly stressful transformations are occurring in industrial and service organizations, which, due to massive competitiveness, must swiftly adjust to the transformations connected with the economy's digitization (Botha, 2018). To gain a competitive edge, these organizations are progressively using digital technologies linked with the concept of Industry 4.0 (Kamarul Bahrin et al., 2016), which is also highly affected by the open innovation model they are progressively employing (Skordoulis et al., 2020). ...
Digitalization gives people access to a vast network of untapped data, which has the potential to help society and the environment. Smart systems connected to the internet can systematically provide a unique opportunity to solve difficulties related to long-term sustainability. The goals are to create an egalitarian, ecologically sustainable, and healthy society. Technological resources are envisioned as game-changing instruments. Three key concerns integration benefits are highlighted here: (i) sustainable development goals, (ii) socio-economic development, and (iii) the role of digital technology in environmental sustainability. This viewpoint describes the potential that digitization can create a future sustainable society. The technological network would unite the urban and rural worlds under a shared banner of sustainable development, keeping all social elements in the loop. Nations that take a comprehensive strategy will be able to provide equitable growth and an efficient, sustainable, and digital existence for their citizens. As a result, digitization provides better living conditions, active public involvement, clean governance, and transparency in public welfare programs and processes. People who are well-informed, self-aware, and digitally equipped will be better learners, thinkers, reformers, participators, and change and growth agents, marching forward on sustainable progress. The advantages of digitization in hastening the transition to sustainable industrial processes and improving people’s health and happiness are explored. Finally, the perspective encapsulates the advantages of digitization by offering a holistic vision of how technology could aid in addressing major challenges such as endangered world biodiversity and climate change.
... As such, the employees were not ready for the deployment of the technology, which heightened the fear of job losses in deploying RPA in the organization. There are technology tools that can be used to assess readiness (Botha, 2018). ...
Climate change information plays a pivotal role in decision-making on what crop to plant, what time to water the plant/mulch the field, what type of fertilizer to apply, and at what time. As such, small-scale rural farmers need to get climate information in real-time and in their mother language since English is a barrier. Therefore, this study assessed how climate information is disseminated to rural small-scale farmers in Raymond Mhlaba municipality, the challenges faced, and evaluated the effectiveness of the modes of disseminating climate information used currently. A Participatory Action Research methodology was adopted being informed by literature review and focus group methods. The data was collected from thirty farmers, four extension officers, and four climate and weather experts who acted as key informants. To remove bias, a randomization approach was used. SPSS software was used to analyze part of the results and draw graphs and pie charts. Results showed that 90% of the farmers receive climate information from newspapers, dramas, television, and radio. Only 10% receive information via short message service on their phones even though all the farmers own a simple cellphone. Of the 90%, 70% received their climate information through radio which proved to be widely used for the dissemination of climate information among rural small-scale farmers. These results served as a basis for a technological intervention to improve accurate collection and real-time dissemination of climate information to rural small-scale farmers using mobile phones.
