The industry 4.0 is certainly an opportunity for small and medium-sized enterprises, but we must also consider that the whole European Plan revolves around a simple concept: making factories and machines smart, thus improving the manufacturing output thanks to software for production process optimisation.
This was discussed at a conference held in the lecture hall of the Faculty of Economics in Brescia, where a study of generations and responsibilities was presented, also with an eye to the importance of the values that are handed down from previous generations. In fact, the focus of the debate was on generational change, which could be encouraged precisely thanks to the Industry Plan 4.0 and the incentives promoted by a super and hyper-amortisation at 250%.
Production and governance, operating margins and investments, production process optimisation, innovation and marketing. The list of issues to be discussed at the time of handover of responsibilities in the management of a family business could go on and on.
For the vast majority of the 98 small and medium-sized enterprises analysed in the area of Brescia (all active in the manufacturing sector), the values handed down through generations are the basis on which continuity can be built. The presence in a company of several generations at once, which sometimes can even become a problem, is possible by training younger members, both at the company premises and externally, for example with experiences abroad, degrees or specialised courses.
As there are no established good practices on generational change, the problem arises when each small company has to decide for itself on the matter.
Continuity should therefore be seen as an investment, as those made in innovation and technology, where it is essential to understand the times required and which people to delegate to ensure adequate innovation for the company, so it can optimise production processes also through software geared towards the Industry 4.0.
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Source: survey conducted by Professors Achille Fornasini and Alberto Mazzoleni of the Department of Economics and Management of the University of Brescia, in collaboration with the management and strategy consulting firm Sei Consulting of Brescia and Banca Patrimoni Sella.