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Companies are investing heavily in Industry 4.0 technologies (such as the Internet of Things (IoT), Artificial Intelligence (AI), and Big Data), expecting transformative results. However, many often experience only slow and gradual improvements and a limited return on investment.
To understand why, University of Antwerp, delaware, Flanders' FOOD, and VLAIO:
This series of reports will identify the three largest barriers preventing companies from making significant improvements despite their investments and explain the 10 paradigm shifts (fundamental changes in thinking and approach) of Industry 4.0.
The reports will be released gradually over the coming weeks. Find out below what is already available and what will become accessible soon:
The initial definition of Industry 4.0, presented at the Hannover Messe in 2011, focused on technological potential and innovative scenarios. Now, over a decade later, these Industry 4.0 technologies have matured, and many companies have adopted them. However, considering that previous industrial revolutions lasted between 50 and 100 years, it is clear that we are still in the early stages of this revolution. The recent rise of generative AI and its impact on food processing companies shows that Industry 4.0 is still evolving. This transformation suggests that the original definition may no longer capture its full scope.
In this series of reports, we will take you on a journey through Industry 4.0, starting with a look back at the three previous industrial revolutions to predict the future. We identify three essential building blocks required for an industrial revolution and analyze whether these are present in Industry 4.0.
In Report 1: Industry 4.0 - Part 1: criteria for an industrial revolution, we analyzed the previous three industrial revolutions and identified three criteria for an industrial revolution: technological innovation, a radical transformation in the way of working, and a radical transformation in the way of living. It is clear that we are currently in a new era of technological innovation. However, does Industry 4.0 also meet the other two criteria?
In Report 2: Industry 4.0 - part 2: Industrial revolution or evolution?, we established that we have not yet reached the core phase of the Fourth Industrial Revolution. Although the technologies are available, companies often struggle to reap the benefits, leading to a productivity paradox. Why does this happen? And what can companies do to achieve more significant results from their Industry 4.0 investments? In this report, we explain the need for paradigm shifts to overcome this productivity paradox and introduce the 10 paradigm shifts relevant to this Industry 4.0 era.
Industry 4.0 is still in its adolescence, yet we are already hearing more and more about Industry 5.0. Is the Fifth Industrial Revolution truly on the horizon? What does Industry 5.0 stand for, and where did it come from?
Industry 4.0 allows companies to significantly change decision-making processes in their factories. Unlike Industry 3.0, which depended on centralized and reactive decision-making,
Industry 4.0 introduces a decentralized and proactive approach. But how can this transformation be achieved? This report explores the different maturity levels of the first paradigm shift: decentralized decision-making.
The Fourth Industrial Revolution is significantly transforming the role of production operators. As a result, the methods used to support and guide them must also evolve. Unlike Industry 3.0, which depended on static work instructions, Industry 4.0 introduces event-driven, context-sensitive, personalized, and interactive support for operators. This report explores these advancements in detail, highlighting their essential role as the second foundational element in the shift toward decentralized decision-making.
While Industry 4.0 offers the potential for fully autonomous factories, forward-thinking companies understand that people are still crucial to its success. Instead of replacing workers, new technologies can be used to improve employee well-being and place human expertise at the core of manufacturing. How can this be done? This report explores the second paradigm shift - human-centered manufacturing - and examines four key building blocks that integrate people and technology for smarter, safer, and more resilient operations.
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Alexander is a PhD researcher on the topic of Industry 4.0, affiliated with the University of Antwerp - Faculty of Business and Economics. He is a lecturer at the University of Antwerp and a guest lecturer at Antwerp Management School. With over 10 years of experience, Alexander is specialized in Industry 4.0 strategy, roadmap development, and implementation projects at delaware.
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Geert is a professor at Antwerp Management School, the program director of the Master Class Business Strategy and Leadership, and the Academic Director of the Master Class Management in Healthcare. As Partner at delaware, Geert focuses on strategy and digital transformation projects.
Charlot graduated magna cum laude in 2024 as a Master of Science in Biomedical Engineering (Civil Engineering) from Ghent University. She currently works at delaware as a research associate focusing on Industry 4.0.
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