Get ready for Fourth Industrial Revolution with transformation
THE Fourth Industrial Revolution (Industry 4.0) is characterised by increasing digitisation and interconnection of products, value chains and business models.
Competitiveness no longer depends solely on optimisation of own resources, but total inter-organisational value chain innovativeness and supportive partner technologies, products, services and systems.
The complexity of today’s technologies, artificial intelligence, mass data and internet of things calls for specialisation and sustainable collaboration among organisations.
This leads to inevitable strategic transformation and change of Industry 4.0 organisations and demands the introduction of new horizontal supply and value chain business models.
Virtual value chains shape organisations into strategic, collaborative, value-driven entities where carefully selected partners perform non-core activities.
A competitive edge is gained by collaboratively performing strategic activities more effectively and efficiently.
This approach demands exceptional governance, supported by transformational leadership excellence and a systemic knowledge of applied programme management.
Effective and efficient cross-functional and inter-organisational management of projects and programmes in virtual networks is a critical enabling competency of Industry 4.0 organisations.
“The academic programmes offered by Cranefield College are purposefully designed to serve the organisational leadership, management and governance needs of the Industry 4.0 economy,” explains Prof Piet Steyn.
“Before and during the emergence of Industry 4.0, our college staff performed extensive research and published ground-breaking articles, resulting in Cranefield being the educational leader in this field.
“Its academic programmes and courses focus on achieving organisational value chain performance excellence, through programme-managed cross-functional and inter-organisational supply chain and project portfolios, which ensure effective and efficient differentiation, integration and collaboration of work generally shaped as virtual networks of partners.
“Transformational leadership for strategic success remains a strong focus throughout.
“The technology-enhanced distance learning model offers substantial advantages in terms of flexibility and agility.
“Students spend only one five-hour session per month participating in lectures; either onsite at the Midrand auditorium or live online from work or home.
“If unable to participate in a live session, students can still subsequently view an online recording thereof.
“For case discussions in syndicate groups, students are able to meet in a dedicated online collaboration room where they can see and hear each other in an organised fashion, using cutting-edge virtual learning environment,” concludes Steyn.