In the past, industrial manufacturers had a relative luxury of making billion dollar or larger investments in strategy, technology, and channel activities because the market dynamics were fairly predictable. But in Industry 4.0, the pace of change, disruption, and unknowns is accelerating at a dizzying rate.
For example, an executive in KPMG’s global strategy practice said that by 2023, only 14 short years after Uber launched, people will be able to buy monthly mobility contracts that will be stored on their mobile phone for digital travel experiences via hired cars, buses, trains, or airplanes.
It comes as no surprise that nearly two-thirds of the respondents to KPMG’s 2018 Global Manufacturing Outlook survey agreed that their companies would be bankrupt if they moved too slowly. But the critical question is, how can they make investment bets in a market that’s going to be dramatically different when the shape and flavor of the differences are uncertain? The answer is “descaling” the bets.
In this podcast, Tom Mayor, leader of KPMG’s Industrial Manufacturing Strategy practice in the U.S., sat down to discuss: