EVALUATING DIGITALIZATION
PROGRESS WITH THE INDUSTRY
4.0 MATURITY INDEX
ARE IT/OT TEAMS ALIGNED TO DELIVER?
TABLE OF CONTENTS
Introduction: Alignment Required on the Industry
4.0 Journey...................................................................... 1
Executive Summary.......................................................2
What’s on the Mind of Industrial and
Manufacturing Firms? Lots of things…....................3
Digital Transformation Stems from Strategy
Development, Rather than Reacting to Events.......5
Technology Maturity.....................................................6
Operational Technologies and
Use Cases Deployed...................................................... 7
The Industry 4.0 Matrix INDEX..................................9
But What Prevents Progress?.................................. 11
Analyst: Michael Larner
INTRODUCTION: ALIGNMENT REQUIRED ON THE INDUSTRY
4.0 JOURNEY
Industry 4.0 can mean different things to different individuals. For some, it relates to
attaching sensors to a piece of machinery and analyzing the readings to glean insights
into its underlying health. For others, the term refers to developing a digital twin or
digital replica of the machine that enables users to analyze how different calibrations affect
performance without interrupting the current operations. In essence, Industry 4.0
encompasses optimizing equipment, workflows, and staff capabilities, while also operating
in a safe and sustainable manner.
To achieve these objectives, Industrial and Manufacturing (I&M) firms must deploy a
mix of hardware, software, and connectivity solutions that complement one another.
This requires alignment between those with responsibility for delivering Information
Technology (IT)-based solutions to the organization and those with responsibility for
Operational Technologies (OT) that support use cases like improving quality control or
reducing waste levels.
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 The focus of this whitepaper is an Industry 4.0 Matrix Index that ABI Research and Nokia have created to
highlight the progress made by seven vertical markets (chemicals, fabricated metals, petroleum, mining,
electronics & appliances, heavy machinery, and ports/logistics firms) with regard to aligning their investments
in IT infrastructure and deploying use cases underpinned by digital technologies at their facilities. The IT
infrastructure needs to support the ambitions of the OT teams and, alternatively, to justify the investments
supporting the use cases operating that use the infrastructure. Projects will fail if the two perspectives are
misaligned.

The Industry 4.0 Matrix Index is based on the results of an online survey of 500 individuals that was
undertaken in 1Q 2023. Respondents were working in one of the vertical markets and located in either
the United States, Japan, France, Germany, or the United Kingdom. In addition, the sample was a mix of
IT and OT leaders, and senior managers whose companies operate out of a single location or dozens of
sites and employ hundreds or thousands of employees. All respondents were involved in either devising the
overall strategy, the program design, or on-site implementation of digital transformation projects at their
company’s factories/plants/industrial sites/facilities.

In addition to informing the Matrix Index, the survey looked to understand respondents’ operational
concerns, the background to their investments, and barriers to adoption; all of which are discussed in
this whitepaper.

EXECUTIVE SUMMARY
I&M firms are under scrutiny from regulators like never before, both from an operational compliance and
an Environmental, Social, and Governance (ESG) perspective. In addition, firms are attempting to navigate
complex and sometimes volatile operating environments. For these reasons, digital transformation is no
longer the preserve of technology teams, it is part of I&M firms’ corporate strategies.

But it is not a smooth path to adoption. I&M firms report that a lack of internal expertise or alignment
between IT and OT perspectives is holding back or preventing progress. The nine segments of the Industry
4.0 Matrix Index show where plans can go awry. Upgrades to IT infrastructure should be synchronized with
the use cases being deployed. Additional use cases will place an extra load on the IT infrastructure, risking
poor performance. Alternatively, spare IT capacity wastes scarce budgets.

The survey findings show that I&M firms are rolling out 4G networks and 5G networks. Often they
have already made investments in Wi-Fi across their facilities. Firms have also been scaling cloud
applications and supporting remote workers with mobile devices.

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 Plotting the results of I&M firms’ investments and use case deployments reveals the following:

ƒ Manufacturers of electronics and appliances lead the way with investments in private 5G and edge
compute able to support firms’ data strategies.

ƒ Investments in campus networks and private 4G enable producers of fabricated metals to control
their equipment and operations. These investments will enable the firms to meet their customers’
needs and their sustainability goals.

ƒ Alignment between IT and OT teams at petroleum producers will help the firms monitor their
emissions and use drones to maintain safety levels.

ƒ Chemical producers are using data to adhere to regulations, support customers, and optimize their
workforce.

ƒ Operators of ports and logistics firms are behind other verticals with regard to deploying use cases,
such as Automated Guided Vehicles (AGVs) and Autonomous Mobile Robots (AMRs), and need to take
advantage of their IT infrastructure.

ƒ Production issues trigger mining firms to consider investments in digital transformation. Investing in
digitizing their equipment should be a priority. Investments of this nature would underpin efforts to
monitor emissions.

ƒ Manufacturers of heavy machinery must invest in digitizing their production machinery and software
applications to better align their IT and OT environments.

WHAT’S ON THE MIND OF INDUSTRIAL AND MANUFACTURING FIRMS?

LOTS OF THINGS…
I&M firms seek a range of outcomes for their Industry 4.0-related investments to tackle their short-,
medium-, and long-term challenges. Respondents were asked to score the extent to which a particular
topic is currently a focus of attention.

The focus areas included:

ƒ Improving machinery/equipment/asset performance

ƒ Improving the production line and/or operations

ƒ Optimizing workforce operations and workforce safety

ƒ Improving the company’s agility, such as handling supply shocks, political risks, local economic
conditions, etc.

ƒ Supporting the company’s sustainability goals

The spider diagram in Chart 1 shows that all of the topics are a focus of attention with the mean score for
the 500 respondents above 7 for each topic.

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 Chart 1: Priorities for I&M Firms
(Source: ABI Research)

Improve Machinery/ Equipment/Asset

Performance

7.4

7.3 7.25

7.2

7.1

Supporting the Company's 7.29 7

Sustainability Goals. 7.13 Improve the Production Line
6.9 and/or Operations.
6.8

7.06

Optimize Workforce Operations

Improve the Company's Agility such as and Workforce Safety
handling supply shocks, political risks,
7.40
local economic conditions etc.

N = 500. On a scale of 1 to 10 (where 1 is not important at all and 10 is an urgent priority/critical to

the company), please score the extent to which the following are desired outcomes from investments in
Industry 4.0 digital transformation.

The priority for respondents is to optimize their workforce operations and ensure safety levels followed
by supporting their sustainability goals and improving the performance of their equipment. Looking at the
results through different sample groupings reveals alignment between respondents from those with IT or
OT responsibilities, with both groups prioritizing workforce optimization and safety. Digging deeper into
those responses indicates that when IT teams prioritize workforce optimization, improving quality levels and
improving knowledge retention are critical topics. For OT professionals the key focus is on improving
knowledge retention, as well as collaboration and communication between teams. Both groups want to
increase the knowledge of the workforce, but perhaps with different objectives in mind.

Those in senior management were most concerned about their organizations achieving sustainability
goals, scoring 7.6. This finding indicates that ESG performance is resonating in the boardrooms of I&M
firms. Reducing emissions and energy consumption are the key concerns. Individuals with responsibility for
leading digital transformation projects at their organizations were prioritizing improving asset performance
with increasing equipment life span a key concern.

From a vertical market perspective, those working for manufacturers of electronics & appliances,
chemicals producers, and ports & logistics were prioritizing workforce operations and workforce safety.
The costs involved with replacing parts on an oil well or specialized equipment for producing heavy
machinery explains why producers and manufacturers of heavy machinery were focusing on asset performance.
Producers of fabricated metals are prioritizing meeting their sustainability goals. This provides evidence
that ESG concerns are resonating across industrial value chains, with buyers scrutinizing the environmental
footprint of their raw materials. Finally, given the volatile nature of commodity prices, Mining firms were
focusing on their ability to handle the external environment.

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 For those looking to improve asset performance, essential tasks are to connect equipment to the Internet
and increase the life span of the piece of machinery. Improving quality levels is the essential outcome for
those focusing on operational performance, as well as optimizing their workforces. Labor shortages are the
focus area for those prioritizing their organization’s ability to manage the external environment.

Sustainability priorities vary across vertical markets, with reducing water usage a priority for ports &
logistics firms; regulations driving the thinking for manufacturers of electronics & appliances and chemicals
firms; reducing energy consumption is key in the heavy machinery and fabricated metals sectors; and, not
surprisingly, reducing emissions is the key concern for miners and petroleum firms.

DIGITAL TRANSFORMATION STEMS FROM STRATEGY DEVELOPMENT,

RATHER THAN REACTING TO EVENTS
The previous section outlined the influences on investments in Industry 4.0. It is also important to understand
what triggers an organization to explore and implement a project. Survey respondents were asked whether
digital transformation projects stemmed from the external environment or were more influenced by internal
concerns or objectives.

Chart 2: The Origins of a Digital Transformation Project

(Source: ABI Research)

Digital transformation is part of our corporate strategy 352

Digital transformation is part of our IT strategy 350

Digital transformation projects stem from changing customer requirements 327

Digital transformation projects stem from resolving a safety issue 313

Digital transformation projects stem from delivering our ESG goals 286

Digital transformation projects originate as a result of an issue(s) on the production line 271

Digital transformation projects stem from changes in compliance requirements 208

Digital transformation projects stem from labor shortages 173

0 50 100 150 200 250 300 350 400

Number of Responses

N = 500, respondents able to provide multiple answers

Which of the following play a role in where digital transformation projects originate in your
organization? [please select all that apply]

In our sample, digital transformation is part of both corporate and IT strategies. It is less about external
considerations highlighted above, such as labor shortages or compliance considerations.

For individual vertical markets, customer requirements are a key influence for producers of chemicals and
fabricated metals, as well as ports & logistics firms. In contrast, for mining firms, digital transformation often
is the result of an issue(s) on the production line. ESG goals and resolving a safety issue are triggers for digital
transformation projects for manufacturers of electronics & appliances, while for petroleum firms, it is safety
and production issues.

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 TECHNOLOGY MATURITY
The previous section established that digital transformation projects are part of firms’ corporate and IT
strategies. To be successful, companies need a technology infrastructure in place that enables them to meet
those goals.

Survey respondents were asked to indicate their current thinking and progress made with regard to
investments in their IT infrastructure (Wi-Fi, private wireless, campus networks, devices, edge compute,
and cloud) on a 10-point continuum. At one extreme, a respondent has no plans for investing in the
technology for the foreseeable future (0) and at the other extreme, the respondent is exploring/
evaluating the next iterations of the technology (10). The survey responses indicate that I&M firms are
committing budgets to each area of IT infrastructure in the next 12 months and several technologies have
already been implemented at all applicable facilities.

The chart below shows the median scores for each IT investment area.

Chart 3: IT investments and Plans

(Source: ABI Research)

Connected Industrial Devices Public Cloud Infrastructure

sensors, gateways, actuators
placed on Machinery

Private 5G Private 4G/LTE (including

LTE-M/Cat-M1 and NB-IoT/-
Edge Compute: On-Premises - Cat-NB1) Industrial Wi-Fi or MESH Wi-Fi

0 1 2 3 4 5 6 7 8 9 10

SCORE
Edge Compute: Data Centre Mobile devices: Smartphones,
Campus wireless IIoT data net-
works (LoRa, Wireless Hart, Tablets, Ruggedized devices
Campus wireless workers com- SigFox, etc.)
munication legacy networks
(DECT, Tetra, PAMR, etc…)

Private Cloud Infrastructure

Onprem ERP, Warehouse Man-
agement System, Supply Chain
Management, Logistics Support

Score Comments Score Comments

0 No plans for the foreseeable future 6 Devising implementation program of the technology

1 Possibly consider in the next five years 7 Initial roll out at a limited number of factories/plants/ facilities

2 Possibly consider in the next 2 years 8 Scaling technology across our factories/plants/facilities

3 Considering adoption in the next 12 months 9 Technology has been implemented at all applicable factories/plants/facilities

4 Evaluating a proof of concept 10 Exploring/Evaluating the next iterations of the technology

5 Evaluating suppliers

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 All verticals have been rolling out industrial Wi-Fi/Mesh Wi-Fi and supporting their workforces with
mobile devices. Miners and manufacturers of heavy machinery are behind other verticals when it comes to
implementing software applications.

In terms of private wireless, respondents from the petroleum industry were further ahead than other
verticals and scaling private 4G networks across their facilities (median score of 8). Manufacturers of
electronics & appliances, as well as those producing fabricated metals, are furthest ahead with respect to
private 5G networks with a median score of 6 (devising implementation program of the technology).

Fabricated metals producers were also the most advanced with regard to campus wireless legacy networks
(DECT, TETRA, PAMR, etc.) and many are scaling technology across their factories (median score of 8).

Many respondents are only considering proofs of concept for edge compute; however, manufacturers of
electronics & appliances are slightly further ahead and evaluating suppliers (median score of 5).

Given that many respondents have yet to connect their equipment to the Internet, it is not surprising
that respondents are only conducting proofs of concept for edge compute. The investments in software
applications ties in with the need to optimize the workforce by improving knowledge retention and
quality levels.

OPERATIONAL TECHNOLOGIES AND USE CASES DEPLOYED

This section examines the OT environment and the use cases that have already been supported and those
being planned for by respondents in the different vertical markets.

OT teams have several different objectives for deploying technologies:

ƒ Optimize Their Equipment: In order to do so, the equipment needs to be connected to the Internet
to then support activities, such as condition-based monitoring and predictive maintenance.

ƒ Optimizing Their Operations: Having connected assets to the Internet, OT teams look to install
management tools, such as Supervisory Control and Data Acquisition (SCADA) systems and software
for Robotic Process Automation (RPA). Other investments to optimize production include robots and/or
Collaborative Robots (cobots), as well as deploying AGVs, AMRs, and drones for inspections.
Investments in mobile assets especially need to be supported by asset tracking solutions. Companies
can also monitor and manage operations with supply chain and/or quality management tools having
eliminated paper-based data collection.

ƒ Using Analytics: The focus increasingly is to run operations based on data. For example, collecting
video-based images to inform Machine Learning (ML) for quality analytics or developing analytics to
identify solutions to resolve issues. The data collected should not reside in individual applications, but
be shared with applicable tools via a digital thread. The data can also feed digital twins of equipment
and production lines of facilities. All of these investments can support the move toward fully
autonomous operations.

ƒ Optimize Work Delivery: I&M firms are supporting day-to-day work delivery with investments in
remote working, 1-to-1 communication systems, and Augmented Reality (AR)/Virtual Reality (VR)/Mixed
Reality (MR) applications for collaboration, supporting assembly functions, and training. Finally, I&M can
improve employee welfare with investments in exoskeletons.

Table 3 summarizes survey respondents’ deployment plans for each using the investment lifecycle
introduced in the previous section. Again, the position of the use case on the continuum is based on the
median score from the 500 survey respondents.

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 Table 3: Use Case Deployment Plans
(Source: ABI Research)
Topic/ Scaling Out and
Deployment Exploring Future
Plans Possibilities (8, 9, 10)
Optimizing Predictive/automated
Equipment maintenance
Optimizing Industrial Applications:
Operations Product Lifecycle
Management (PLM), quality
management, SCM
Autonomous material han-
dling using AMRs or AGVs
Drones for performing
inspections
Asset tracking/management
Using Analytics Data analytics for identifying
the root cause of issues
Data analytics to identify
solutions to issues
Video-based quality
inspection
Optimizing Work Cloud applications for re-
Delivery mote working
Workers’ voice and messag-
es 1-to-1 and 1-to-many
communication system
All use cases are at least under consideration in the next 2 years. Typically, respondents are implementing
use cases that support their concerns for optimizing their workforce and operations. Respondents are only
beginning to test and evaluate digital twins.
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Not Under
Under
Consideration
Implementing (5, 6, 7) Consideration
in the Next 2 years
(3, 4, 5)
(0, 1, 2)
Digitalizing existing physical Condition-based
assets/machines monitoring
Digitalizing existing physical as-
sets/machines
Control network/management
systems (e.g., SCADA,
Manufacturing Execution System
(MES), Manufacturing Operations
Management (MOM))
Digitizing data collection:
removing paper
RPA
Industrial robots/cobots
Creating a digital thread A digital twin to
manage assets
Fully autonomous operations
A digital twin to
manage operations/
production lines
A digital twin to
manage a facility
ML for quality analytics
AR/Extended Reality (XR)/VR for
training
AR/XR/VR for collaboration
AR to support day-to-day tasks
Exoskeletons for staff welfare
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 Highlights from analyzing individual vertical markets include:

ƒ Chemicals: Tying in with the concerns around workforce safety and optimization, chemical producers
are further ahead than others with drone deployments for inspections (median score of 9).

ƒ Fabricated Metals: Producers are more advanced in deploying technologies to control their machines
(SCADA systems and the like), PLM software, and quality inspection tools, perhaps reflecting the need to
refine their products and processes to meet sustainability goals. The sector is further ahead on private
4G investments, which means that the network can readily support AR for day-to-day tasks and 1-to-1
communications. However, the sector lags behind others with respect to condition-based monitoring
and ML quality analytics; potential use cases that a private 4G network can support.

ƒ Mining: Firms are behind other verticals with regard to digitizing equipment. Investing in this area could
improve their ability to handle external shocks.

ƒ Manufacturers of Heavy Machinery: The lack of investments in software applications is reflected in

the firms lagging behind others in eliminating paper-based operations and progress in other
data-centric tasks, such as identifying the root cause of issues like reducing their energy consumption.
Manufacturers are behind other verticals when it comes to digitizing equipment, which might explain
their concerns regarding asset performance.

ƒ Electronics and Appliances: Well placed to meet their workforce optimization and safety goals.
Manufacturers are furthest ahead with respect to digitizing their equipment. Coupled with their
investment in edge compute and private 5G, these manufacturers can optimize their operations with AR
tools and create digital threads, which should allay respondents’ regulatory concerns.

ƒ Petroleum: Given the safety concerns, scale, and complexity of their facilities, petroleum producers
are the most advanced in their deployments of drones for inspections and creating digital twins of their
facilities.

ƒ Ports/Logistics: Given the mobile nature of assets at a port or logistics firm, it is not a surprise that
this vertical lags behind others in digitizing assets. However, improving workforce operations is a priority
and it is surprising that respondents in this vertical are behind on deploying AGVs.

THE INDUSTRY 4.0 MATRIX INDEX

The Industry 4.0 Matrix Index brings together respondents’ answers concerning their investments in IT
infrastructure and deployment of use cases. The respondents’ answers to questions relating to the two
previous sections are wrapped into weighted scores for IT Maturity and Use Case Deployment. These scores
generate a grid reference to plot the vertical in the chart. The index not only showcases progress made but
also highlights whether the IT or OT environments are in alignment.

The chart below confirms that manufacturers of Electronics & Appliances are the most advanced in their
deployment of use cases and IT investments. In addition, it confirms that manufacturers of Heavy Machinery
trail other vertical markets.

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 Chart 4: Industry 4.0 Matrix Index by Vertical
(Source: ABI Research)

100.0

90.0 Fabricated Metals, 73.6, Electronics and

71.0 Appliances, 79.5, 73.1
80.0
Petroleum, 70.5, 65.2
Technology Maturity (IT)

70.0
Ports/ Logistics, 67.3, 60.9
60.0
Manufacturer of Heavy All Respondents, 68.8,
50.0 Machinery, 57.8, 55.9 66.0

40.0
Mining, 61.6, 59.5
30.0
Chemicals, 67.0, 65.6
20.0

10.0

0.0
0.0 10.0 20.0 30.0 40.0 50.0 60.0 70.0 80.0 90.0 100.0
Use Case Deployment (OT)

You may now benchmark yourselves using the self-assessment tool co-created by Nokia and ABI Research:
The Assessment Tool.

In addition to developing the Index, ABI Research and Nokia have summarized respondents’ positioning in
nine different segments.

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 Figure 1: Industry 4.0 Matrix Index – Status Summary
(Source: ABI Research)

100

IT Far ahead Pathway to

Ready to Scale Industrial
of OT
Metaverse

Good
IT Leading IT/OT Operational
Technology the Way Synchronized Momentum
Maturity
(IT)

OT Leading IT/OT Severely

Infancy
the Way Misaligned

100
Use Case Deployment
(OT)

Those in the bottom left corner are only just beginning to invest in their IT infrastructure and to deploy
use cases in their facilities, while those in the top right corner are well on the way to achieving self-learning
operations that run with little human involvement. In both scenarios, the IT and OT investments align. But
as companies scale, IT and OT environments need to maintain that alignment; otherwise, the IT or OT
environments get ahead of one another and move too far to the left or to the right. The sweet spot is in
the middle with the investments maintaining alignment with the IT infrastructure supporting the increasing
numbers of use cases.

Mapping the survey findings to the segments, overall, the 500 respondents have good operational
momentum and are on the cusp of a pathway to the industrial metaverse. Vertical markets with good
operational momentum include ports & logistics operators and producers of petroleum and chemicals. The
manufacturers of electronics & appliances, as well as those producing fabricated metals, are on the pathway
to the industrial metaverse, while the manufacturers of heavy machinery and mining firms have their IT and
OT environments synchronized.

BUT WHAT PREVENTS PROGRESS?

Charts and indexes can portray that devising, implementing, and harnessing digital transformation projects is
a straightforward crawl, walk, run process. But in reality, there are numerous pitfalls along the way. The online
survey asked respondents to rank the barriers to investing in and delivering digital transformation projects.

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 Survey respondents provided a mix of people-related, policy-related, and technology-related barriers. The
emphasis of this whitepaper is on aligning IT and OT teams, which remains the number one barrier to
investing and delivering projects. Of equal importance is that respondents feel their organizations lack the
expertise to deliver projects. Secondary concerns are that staff are fearful of being replaced by technologies
and losing their jobs, and that cybersecurity/data security concerns preclude investment.

Chart 5: Barriers to Digital Transformation

(Source: ABI Research)

Internal: The lack of alignment between IT/OT teams to deliver projects 80 61

Rank 1
People: We lack the internal expertise 70 71 Rank 2
Technical: Cybersecurity/data security concerns preclude investment 43 39

People: Staff fearful of being replaced by technologies and losing their jobs 36 46

Internal: We struggle to articulate the business case and communicate across teams 34 44

People: We often don’t know enough about the technology/topic to commercially deploy 38 26
People: We do not have time/resources to think about innovation and are
24 29
worried about the risk it poses to our operation
Commerical: we need to amortize existing infrastructure before investing in new solutions 17 27

Commercial: It’s too difficult to justify the ROI 21 23

Internal: We are fine as we are 20 24
Internal: Projects often lack a project owner 24 19
Internal: Digital transformation projects often do not align with commercial
goals and so lack buy in form Senior Management 22 16

Internal: Our assets (machines, robots, etc..) are too old and cannot be digitalized 16 22
Technical: We are lacking the reliable and easy to use technology to connect
all assets and extract data 17 12

Technical: I have concerns regarding the maturity of the technologies 12 17

Commercial: The fragmented supplier landscape 14 13

Technical: The technology we need does not exist 10 10

0 20 40 60 80 100 120 140 160

Number of Responses

N=500

Which of the following do you consider to be barriers to investing in and delivering digital transformation
projects at your company?

Interestingly, IT respondents rank the lack of alignment a key reason, while OT counterparts consider a lack
of expertise a key reason.

Senior managers agree with the IT respondents, while transformation leads with the OT respondents. From
a vertical market perspective, mining firms, manufacturers of fabricated metals, heavy machinery, ports &
logistics, and electronics & appliances lack expertise internally, while the lack of alignment is prevalent among
petroleum and chemical producers.

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 Published April 2023
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