Industrie 4.0 Studie 2019: Wie meistern CXOs den Wandel?

Deloitte 2020 Industry 4.0 Readiness Survey
Deloitte 2020 Industry 4.0 Readiness Report
German results, January 2020

Deloitte 2020 Industry 4.0 Readiness Report | Germany Country ReportCopyright © 2019 Deloitte Development LLC. All rights reserved. 2
• Deloitte surveyed 2,029 C-suite executives across 19 countries to understand how they view Industry 4.0 and the steps
they are taking to prepare their organizations for long-term sustainability in a rapidly changing world.
• The following deck examines how German executives stand out from their global counterparts on key themes.
• We surveyed 125 respondents in Germany.
Global summary
• They’re starting to understand that a new form of capitalism is
emerging, one that considers a broader group of stakeholders and
measures societal impact alongside financial performance.
• They’re beginning to appreciate the need to nurture a culture of
lifelong learning so their workforces are equipped with the skills
necessary to succeed in the future.
• And they’re expressing deep concern about climate change and
resource scarcity.
Executives who understand, develop, and execute on integrated strategies that leverage
Industry 4.0 technologies are best positioned to help their organizations grow, profit from doing
good and make an impact on the world.
As companies face these new realities, leaders are seeking the right approach to four key areas
critical to Industry 4.0: strategy, societal impact, talent, and technology.
Key global findings:
Business leaders are
focused on delivering
profits and driving
revenue in the
Industry 4.0 era, but
more now see a
bigger picture.

41%
21%
27%
47%
23% 23%
9% 10%
Germany Global
Have a comprehensive, holistic strategy
Have began developing a broader, organization-wide strategy
Ad-hoc approach in specific areas as needed
No formal strategy
Industry 4.0 Strategy Maturation
(Select one)
1%
6%
7%
18%
23%
27%
29%
29%
59%
0%
2%
0%
10%
6%
43%
18%
42%
80%
Disrupt our industry
Attract and/or retain top talent
Create differentiation with our competition
Improve productivity and efficiency
Increase company’s positive impact on society
Better risk management
Improve engagement with our customers
Reduce internal/operational costs
Drive greater revenue
Germany
Global
Desired Outcomes from Industry 4.0
(% rank top 2)
• German execs are more likely than global execs to be without a formal I4.0 strategy.
• In terms of desired outcomes for I4.0, German execs are very focused on driving greater revenue, reducing operational costs, and improving
risk management.
Strategy: Despite only a small proportion of German execs having a I4.0 strategy in
place, a majority feels ready to lead their orgs in capitalizing on opportunities in this era

Societal Issues of Greatest Focus...
(Select all that apply)
14%
15%
16%
18%
18%
24%
29%
44%
54%
61%
16%
18%
18%
13%
15%
27%
30%
56%
41%
59%
Education, skills and training
Food supplies/hunger
Healthcare/disease prevention
Diversity and inclusion
Immigration/displaced
populations
Human trafficking
Income inequality/distribution
of wealth
Supply chain issues
Climate change and
environmental sustainability
Resource scarcity
Germany
Global
...Rationale for Such Focus
(Select top 2)
10%
10%
13%
17%
18%
22%
39%
42%
9%
3%
14%
19%
19%
32%
53%
50%
Embedded in business
strategy/culture
CEO priority
Public sentiment/media
attention
Compliance with gov't
regulations
Enhance corporate reputation
Employee pressure
External stakeholders
Generate revenue
Germany
Global
• On most issues, German execs track similarly to their global counterparts.
• Generating revenue, external stakeholders, and employee pressure are top motivators for German execs when it comes to their societal
initiatives. They are somewhat less motivated by CEO priority compared to global.
Societal impact: German execs are more focused on resource scarcity and supply chain
issues than climate change and environmental issues

48%
58%
62%
42%
95%
96%
The effects of climate change
will negatively impact our
business operations
Our organization has a culture
of inclusivity allowing diverse
voices in decision making
Leadership understands the
responsibilities of protecting
customers' data
Germany Global
17%
37%
38%
48%
48%
23%
30%
32%
57%
43%
Achieving gender parity
Truly balancing purpose and profit
Encouraging sustainability
Safeguarding privacy
Tackling climate change
Germany Global
Attitudes on Societal Impact in I4.0 Era
(% strongly agree with statement)
Generational Responsibility
(Select 1 or 2 your generation is responsible for solving)
• German execs were the second most likely of all countries to agree that their orgs’ leadership understands the responsibilities of customer
data protection. Likewise, German execs see safeguarding privacy as one of their generation’s top issues to solve.
• They also believe, more so than global execs, that it is their generation’s responsibility to achieve gender parity.
• They are slightly below the global average on their feelings about the effects of climate change on their business operations and their
generation’s responsibility to tackle that issue.
Societal impact: German execs much more confident than global execs that their orgs
understand the importance of data privacy and have cultures of diversity/inclusion

82%
91%
34%
74%
59%
28%
Training and
developing
workforce
Understanding
what skills will be
needed
Attracting and
retaining the right
talent
Germany Global
Talent Investment Priorities
34% 34%
19%
28%
20%
12%
I believe employee
training programs that
combine hard skills and
soft will best prepare
us for Industry 4.0
Our organization
possesses the Industry
4.0 skills we will need
in the future
My organization plans
on significantly
increasing the number
of gig workers over the
next five years
Germany Global
Attitudes on Talent in I4.0 Era
(% strongly agree with statement)
78% execs in
Germany indicate
their orgs have
created a
company culture
of lifelong
learning,
including ongoing
training and
development,
compared to 82%
of global execs
• 91% of German execs (tied for second highest of all countries) cite “understanding what skills will be needed” as a top I4.0 investment
priority. Further, 82% are focused on training and developing their workforces.
• A higher proportion (34%) of German execs believe that their organizations possess the Industry 4.0 skills needed for the future compared to
the global average. Further, over three quarters of German execs say their organizations have a culture of lifelong learning in place.
Talent: German execs are highly focused on talent investments, outranking their global
counterparts in all three talent-related investment priorities

98%
79%
86%
77%
42%
50%
55%
16%
11%
2%
6%
9%
72%
68%
64%
54%
44%
40% 40%
17%
10% 9%
7% 6%
IoT AI Cloud Big Data
Analytics
Nanotech Advanced
Robotics
Sensors Blockchain 3D Printing Augmented
Reality
Quantum
Computing
Edge
Computing
Germany Global
Industry 4.0 Technologies with Most Profound Impact
• Compared to global execs, German execs are much more focused on protecting their orgs from disruption – though less focused on
disrupting competitors.
Technology: German execs are generally very bullish about tech’s impact, especially
IoT, AI, cloud and big data/analytics
86% of German
execs consider
protecting their orgs
from disruption a top
I4.0 investment,
while only 23% are
concerned with
disrupting their
competitors

Germany business profile
Job title
 CEO – 27%
 CFO – 26%
 COO – 8%
 CIO – 13%
 CTO – 12%
 CMO – 0%
 Other CXOs – 14%
Age
 25 - 34 – 1%
 35 - 44 – 17%
 45 - 54 – 47%
 55 - 59 – 31%
 Over 60 – 4%
Gender
 Male – 97%  Female – 3%
Business tenure
 Less than 10 years – 4%
 10 - 24 years – 10%
 25 - 49 years – 20%
 50+ years – 66%
Revenue
 $500 - $999 million – 24%
 $1 - $1.99 billion – 7%
 $2 - $4.99 billion – 7%
 $5 - $9.99 billion – 10%
 Over $10 billion – 51%
Industry
Employee size
 Under 5,000 employees – 27%
 5,000 – 9,999 employees – 13%
 10,000 – 19,999 employees – 18%
 20,000 – 49,999 employees – 12%
 50,000+ employees – 30%
Annual growth
 Zero or Negative growth – 0%
 0% - less than 5% growth– 15%
 5% - less than 10% growth – 30%
 10% - less than 20% growth – 51%
 Over 20% growth – 4%
Germany respondent profile (n=125)
 Consumer – 34%
 Energy, Resources, Industrial – 28%
 Financial Services – 16%
 Life Sciences, Healthcare – 6%
 Govt., Public Service – 0%
 Tech, Media, Telecom – 15%
 Others – 0%

Deloitte 2020 Industry 4.0 Readiness Report
More information on the German results
Thomas M. Döbler
Partner | Deloitte
German Energy, Resources &
industrial Lead
tdoebler@deloitte.de
+49 (0)89 29036 7920
Contact
Please find the global and the
German results on our website
Deloitte 2020 Industry 4.0
Readiness Report
Website

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Industrie 4.0 Studie 2019: Wie meistern CXOs den Wandel?

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