Josep Maria Riera

More and more industrial companies are embracing digital transformation. However, it’s a decision that requires a retrospective analysis to determine where they currently stand. In a global context that aims to democratize technology, it’s essential to implement a clear strategy to lead change in the short, medium, and long term. Not as an option, but as a strategic necessity for the business. This transformation is based on connecting people, machines, and systems, helping to make smarter, faster, and more automated decisions. But the reality is that integrating new technological solutions into an existing industrial ecosystem is a challenge in itself. Adding technology to an industrial plant isn’t like plugging in a new printer and starting to work. These are environments that have been operating with the same ecosystem for many years, and technological changes have often been introduced reactively. A traceability system here, a maintenance solution there, connected sensors only on one specific line... It’s essential to have a centralized vision aligned with the company’s strategy. We’ve seen many times how introducing digital solutions can end up creating more complexity than value. In fact, some advocate for technology to solve structural issues without a high level of organizational maturity. ■ 70% of industrial digital transformation projects fail to meet their goals, mainly due to lack of organizational alignment. according to McKinsey. Let’s explore the most common challenges we see among our clients: 1. Integration with legacy systems Coexistence between new systems and old technologies. Many industrial plants still rely on solutions developed more than a decade ago, never designed to connect with digital environments. This results in issues such as lack of interoperability, inaccessible or siloed data, and a heavy reliance on custom developments that limit scalability. 2. Misalignment between IT and OT Another common obstacle is the disconnect between operations (OT) and information technologies (IT). While the former prioritizes continuity and process availability, the latter focuses on security, scalability, and data integration. Overcoming this requires establishing a common language, promoting multidisciplinary teams, and defining a technology governance plan from the outset that takes both worlds into account. 3. Resistance to change Technology alone doesn’t bring transformation. Without the active involvement of people, any digitalization project is bound to face internal resistance. People aren’t afraid of change—they’re afraid of the unknown. Investing in ongoing training, involving teams from the early stages of the project, and clearly communicating the benefits of digitalization at every level of the organization are all critical. In other words, **rehumanizing technological transformation** is essential. 4. Connectivity and industrial cybersecurity As factories become more connected, exposure to cyberattacks increases. It’s not just about protecting data—it’s also about safeguarding physical assets and ensuring production continuity. 5. Data without context and projects without purpose Many initiatives fail not because of poor technology, but because they lack a clear goal. Digitalizing for the sake of digitalization only leads to frustration. It’s essential to identify a priority use case—such as traceability, energy efficiency, or quality improvement—and build the project around that objective. Start with the 'why', not the 'how'. How can these challenges be overcome? To address all of the above, it's critical to: Rely on industrial digital transformation consultancies that begin with diagnostics and prioritize use cases based on impact. Their strategy should allow for phased technology roadmaps that focus on scalable quick wins. Avoid improvisation and reactive changes that only consider short-term, isolated outcomes. The real value isn’t in testing a new technology that seems promising—it’s in turning pilots into replicable models. The key is to design from the beginning with scalability and return on investment in mind. Ensure top management moves away from seeing technology as just a “cost.” As noted, it must become a central pillar of the business, aligning digital investments with strategic business goals. And beyond the technology itself, companies should focus on finding tech partners who act as long-term collaborators—with an integrated vision and a commitment to continuous improvement. If you always do what you’ve always done, you’ll always get the same results. Connectivity & IoT IA & Data The digitalization of the industry: a practical guide October 4, 2023