Industrial Training for Senior Managers: A Strategic Necessity in the Age of Industry 4.0
The world is transitioning into a new
industrial age—Industry 4.0 (IR4.0)—where automation, data exchange, and
advanced technologies are reshaping the way businesses operate. At the heart of
this transformation is leadership. For organizations to thrive in this
fast-evolving environment, senior management must be equipped with the right
knowledge, skills, and mindset. This is where industrial training
becomes not just beneficial, but indispensable.
Key Takeaways from Recent Research
A recent study published in Humanities
and Social Sciences Communications explored how Malaysian small and
medium-sized manufacturing enterprises (SMEs) are adapting to IR4.0. One of the
most significant findings was that top management support is a key driver
for the successful adoption of Industry 4.0 technologies.
In short, no matter how advanced a
technology may be, its successful implementation often depends on how
well-informed, committed, and proactive the leadership team is.
Why Senior Managers Need Industrial Training
- Leadership in the Digital Era Requires Technical Understanding
Industry 4.0 isn’t just a tech upgrade—it’s
a complete rethinking of operational processes. For senior managers,
understanding the basics of artificial intelligence, the Internet of Things
(IoT), data analytics, and automation is crucial. Industrial training ensures
leaders can speak the language of technology and guide teams with clarity and
confidence.
- Bridging the Strategy-Execution Gap
Senior managers are often responsible for
setting strategy. However, without direct exposure to industrial training,
their vision may lack practical grounding. Industrial training gives leaders
hands-on insight into what’s feasible, helping them craft more realistic and
impactful strategies that align with the company’s technical capacity.
- Driving Organizational Change
The shift to IR4.0 involves organizational
change—from new workflows to job redefinitions. Managers trained in industrial
realities are better equipped to lead this change. They are more likely to
anticipate resistance, communicate effectively, and foster a culture that
embraces innovation.
- Enhancing Decision-Making Capabilities
In IR4.0, decision-making must be faster
and more data driven. Industrial training sharpens analytical thinking and
improves decision-making by helping managers understand the data sources and
systems their teams rely on.
- Building a Competitive Edge
Organizations that invest in executive
training are often more agile, more innovative, and better positioned for
long-term success. Well-trained leaders recognize opportunities earlier, act
decisively, and inspire confidence across all levels of the company.
Real-World Implication: What the Research Shows
The study underscores that leadership
is not just a support function—it is a driving force behind technology adoption.
The lack of top-level knowledge and involvement in IR4.0 transitions often
leads to delayed implementation, missed opportunities, or failed investments.
Industrial training is not a one-time
exercise but a continuous process. By integrating it into their professional
development strategy, companies prepare their leadership to manage risks,
respond to disruptions, and lead with foresight.
Making Industrial Training a Priority: How to Get Started
- Identify the skill gaps: Use
assessments to understand where your managers need training—whether it’s
data analytics, system integration, or change management.
- Choose industry-relevant programs:
Partner with institutions that offer real-world, industry-specific
content.
- Encourage cross-functional learning:
Industrial training should include exposure to operations, IT, supply
chain, and HR for a holistic view.
- Measure the impact: Monitor how
training influences decision-making, project execution, and overall
performance.
Conclusion
Leadership Training Is the Backbone of
IR4.0 Success.
The study provides compelling evidence: organizations
cannot afford to overlook the strategic role of their senior managers in
adopting Industry 4.0. Industrial training is not just about
upskilling—it’s about equipping leaders to shape the future of the
organization.
To stay ahead, organizations must invest in
their leadership as much as they invest in technology. The future belongs to
those who can lead it—and leadership starts with learning.
Reference
Shahzad, A., bin Zakaria, M.S.A., Kotzab, H. et al. Adoption of fourth industrial revolution 4.0 among Malaysian small and medium enterprises (SMEs). Humanit Soc Sci Commun 10, 693 (2023). https://doi.org/10.1057/s41599-023-02076-0