On the morning of May 15, the 1st Transformation Forum of the Plattform Industrie 4.0 took place – a new event format designed to bring together experts from various fields to discuss the major transformation processes of our time: digitalization, sustainability, and new forms of work. The focus was on experiences, analyses, and practical approaches for shaping a future-ready industry. Three compelling presentations offered very different yet complementary perspectives on the challenges and opportunities of industrial transformation.
Sebastian Schlund: Triple Transformation – Shaping the Future of Work
Prof. Sebastian Schlund (Fraunhofer Austria, TU Vienna) opened the forum with a keynote on the so-called “Triple Transformation.” In addition to the well-known axes of digitalization and sustainability, he emphasized a third dimension – human centricity – and a fourth overarching perspective: competitiveness. The presentation clearly showed that these four aspects do not evolve independently but instead influence – and sometimes hinder – one another.
A key concept was the “simultaneity dilemma”: for example, digitalization can enable more sustainable processes but may also rely on energy-intensive data centers, creating goal conflicts. Schlund also warned against a kind of economic policy “flying blind,” where entrepreneurial foresight could be penalized by regulatory uncertainty. A strong industrial base, he argued, is a prerequisite for achieving ecological and societal goals – not an obstacle to them.
In addition to technological examples of AI use in industry (e.g., in quality control, logistics, or document analysis), Schlund highlighted the job potential in new areas such as the circular economy. His core message was clear: this is not about eliminating jobs, but about transforming tasks – and about the ability to actively and humanely shape this change.
Peter Obermair & Stefan Novoszel: Critical Success Factors in Transformation Projects
Peter Obermair and Stefan Novoszel shared real-world insights from actual transformation projects – showing through concrete case studies why many digital initiatives fail. Their main point: it’s rarely about the technology. Instead, the root causes are often a lack of clear goals, poor communication, overwhelmed leadership, and unaddressed cultural resistance.
Whether in a medium-sized industrial company, a vehicle workshop, or a Swedish manufacturing site – the pattern was the same: digitalization was often treated solely as an IT project, neglecting the necessary cultural transformation. They also pointed to the common mistake of introducing agile methods without changing the hierarchical corporate culture.
Obermair and Novoszel identified four key success factors: the “why” must be clear, planning must be realistic, communication must be continuous, and cultural change must be actively supported. Their presentation was a strong appeal not to underestimate the human and organizational dimensions – since technology is only as effective as the context in which it is embedded.
Thomas Welser: Transformation in Practice – Insights from Welser Profile
The morning concluded with a presentation by Thomas Welser, CEO of Welser Profile. He described how the long-established family business has been undergoing a profound transformation since 2018 – with a clear objective: to ensure long-term viability in a rapidly changing environment.
At the heart of this process is not an IT system, but a new mindset. The transformation was designed as a collective learning journey, supported by broad employee participation. At the outset, over 650 people contributed to creating a “Seven-Generation Map,” linking the company’s past, present, and future. Subsequent steps led to the creation of a values-driven transformation program called “1plus,” which combines pride in past achievements with a commitment to ongoing development.
With its self-developed “Welser Operating System,” the company is establishing a new organizational model that strengthens responsibility, autonomy, and the capacity to learn. A key takeaway: transformation is not a short-term project, but a long-term, structured cultural process – grounded in trust, clarity, and a firm commitment to unlocking, not wasting, potential.
What Now?
The 1st Transformation Forum demonstrated that transformation is not an end in itself – and not merely a technological task. It touches people, values, structures, and business models alike. The contributions by Sebastian Schlund, Peter Obermair, Stefan Novoszel, and Thomas Welser underscored how complex, yet manageable, this transformation can be. What is needed are nuanced analyses, clear visions, a willingness to embrace cultural change, and practical, on-the-ground solutions. Only then can industry evolve to become future-proof, resilient, and human-centered.
Note: The information processing (transcription, summarization) involved the use of AI. The final version was manually reviewed and editorially refined.
