Organisational Change and Building Human-Tech Resilience in Industry 5.0

Abstract: The advent of Industry 5.0 marks a transformative era, characterised by the seamless integration of human capabilities with advanced technologies. This shift, which places human-centric design and collaboration at the forefront, promises to revolutionise the workforce landscape. However, it also presents a series of opportunities and challenges for organisations aiming to maximise value creation. Central to Industry 5.0 is the optimisation of the value proposition, encompassing quality, service, and cost. Achieving this balance requires a nuanced approach that leverages technological advancements to enhance efficiency while maintaining the essential human elements that drive superior quality and customer service. One of the critical factors in the success of Industry 5.0 initiatives is the tension between individual upskilling measures and organisational acceptability rates. As technology evolves rapidly, individuals must proactively acquire new skills to stay relevant. Yet, the pace at which employees upskill often outpaces an organisation’s capacity to integrate and utilise these new competencies effectively. This discrepancy can hinder the full realization of value creation initiatives. On the other hand, organizations that do not create environments conducive to continuous learning and skill development risk falling behind in the competitive landscape of Industry 5.0. Resistance to change or insufficient investment in workforce development can lead to a significant gap between an organization’s capabilities and the demands of the new industrial paradigm. To navigate these challenges, a holistic approach is necessary—one that harmonizes individual growth with organizational priorities. Effective strategies include comprehensive workforce planning that aligns skill development with organizational needs, fostering a culture of lifelong learning, and providing accessible upskilling opportunities. Additionally, leveraging human-centric technologies that augment rather than replace human expertise is crucial. Encouraging cross-functional collaboration and knowledge sharing can also accelerate the adoption of innovative technologies, thereby enhancing organizational adaptability. Implementing metrics to measure the impact of upskilling initiatives on value creation is another essential strategy. These metrics can provide insights into the effectiveness of training programs and help organizations fine-tune their approaches to workforce development. By striking the right balance between individual upskilling measures and organizational acceptability rates, companies can unlock the full potential of Industry 5.0. This balance enables them to position themselves as leaders in value creation, optimizing quality, service, and cost considerations. In conclusion, the paradigm shift ushered in by Industry 5.0 requires a mindset that embraces continuous adaptation and fosters a symbiotic relationship between humans and technology. Organizations must prioritize strategies that harmonize the upskilling of individuals with organizational needs, ensuring that they can effectively navigate the complexities of this new industrial era. By doing so, they can achieve significant advancements in value creation, ultimately leading to sustained competitive advantage and growth in the Industry 5.0 landscape.

Keywords: Industry 5.0, Human Centric Technology, Organisational Adaptability

DOI: 10.54941/ahfe1005584

Cite this paper:

​