The P-O-L-C framework outlines the four main functions of management: planning, organizing, leading, and controlling. Planning involves setting objectives and determining courses of action. Organizing is developing an organizational structure and allocating resources. Leading uses influence to inspire others. Controlling ensures performance meets standards. The document discusses each function in more detail and provides examples. It also notes criticisms of the framework but emphasizes the functions are still relevant for managers.

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3. Take 5!

4. Let’s see…

5. Day1
1. POLC Management Framework
- Introduction
- Function of Management
- P-O-L-C Framework
- Organizational Control in P-O-L-C
Day2Day2
2. Innovation Leadership
--Latest Global Management Trends
3. Industrial Revolution 4.0
1. Introduction/Background
2. Emerging Technology in Industry
3. Type of Skills in Industry 4.0 (HOTS)
4. Strategies for phasing in Industry 4.0
(Decentralized Artificial Intelligence,
Course OutlineCourse Outline

6. To understand, review and explore opportunities to
apply essential practices from the P-O-L-C
Management Framework at Organization.
To benchmark current Innovation Leadership
Practices and apply relevant practices to be
current and competitive.
To understand current Industrial revolution 4.0 in the
Global Market and explore opportunities to prepare
students to face current challenges.

7.  planning,
 organizing,
 Leading and
 controlling
Introduction
The four major functions of academic disciplines
principles of management to respond to the
challenge of creative problem solving are the;
P-O-L-C Framework.
P-
O-
L-
C-

9. If vision and mission are the heart and soul of
planning (in the P-O-L-C Framework),
then strategy,
particularly
strategy
formulation,
would be the
brain.

10. Ideally, use strategies and
options flexibly to balance
both; short-term and long-
term goals, and must serve
the institutional values.
Strategy Formulation
Strategy Formulation has to be based on careful
Strategic Planning, with focus on its vision &
mission to meet its goal & objectives.

13. Take 5!

14. It is important to note that this framework is not
without criticism.
P-O-L-C functions
might be ideal but that
they do not accurately
depict the day-to-day
actions of actual
managers.
H. Mintzberg, The Nature of Managerial Work (New York: Harper & Row, 1973); D. Lamond, “A
Matter of Style: Reconciling Henri and Henry,” Management Decision 42, no. 2 (2004): 330–56.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

15. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

16. Management function that involves setting objectives
and determining a course of action for achieving
those objectives.
1. Planning
Planning requires
awareness of
environmental conditions
facing their organization
and forecast future
conditions. It also requires
good decision making.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

17. Planning is a process consisting of several steps.
The process begins with environmental scanning.
…meaning, planners must
be aware of the critical
contingencies facing their
organization in terms of
economic conditions, their
competitors, and their
customers.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

18. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

19. Planners must then attempt to forecast future
conditions. These forecasts form the basis for
planning.
Planners must establish
objectives, which are
statements of what needs
to be achieved and when..
Planners must then
identify alternative courses
of action for achieving
objectives.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

20. After evaluating the various alternatives, planners
must make decisions about the best courses of
action for achieving objectives.
They must then
formulate necessary
steps and ensure
effective implementation
of plans.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

21. Finally, evaluate the success of the plans and take
corrective action when necessary, without
criticism.

22. Remember the ‘good’ old school punishment- holding
the earlobes with arms crossed over your chest, bend
the knees to sit and then stand repeated times?
Take 5! ‘Ketuk Ketampi’
Ever thought why the
school teachers would
give this unique
punishment? In Malaysia
it is called Ketuk Ketampi.
There is a reason…….

23. This is the ancient method of increasing memory
power widely and diligently used by the Europeans
now after a scientific research was done.
It synchronizes both sides
of the brain to improve
neural function and
stimulates neural pathways
via acupressure points in
the earlobe to sharpens
intelligence.
Take 5! ‘Ketuk Ketampi’

24. Types of plans and planning are categorize under
3 main types;
 Strategic planning,
 Tactical planning,
 Operational planning
Types ofTypes of P-O-L-C Inputs
Different types of Plans & PlanningDifferent types of Plans & Planning

25. Different types of Plans & PlanningDifferent types of Plans & Planning

26.  and then determining
how to position the
organization to
compete effectively in
their environment
 Time frame for
strategic Plan is often
three years or more.
Strategic planning involves analyzing competitive
opportunities and threats, as well as the strengths
and weaknesses of the organization,
Different types of Plans & PlanningDifferent types of Plans & Planning

27. Strategic planning generally includes the entire
organization and includes formulation of objectives.
It is often based on the
organization’s mission,
which is its fundamental
reason for existence.
An organization’s top
management most often
conducts strategic
planning.
Different types of Plans & PlanningDifferent types of Plans & Planning

28. Tactical planning is intermediate-range (one to
three years) planning that is designed to develop
relatively concrete and specific means to implement
the strategic plan.
Middle-level
managers often
engage in tactical
planning.
Different types of Plans & PlanningDifferent types of Plans & Planning

30. Operational planning :
- assumes the existence of organization’s goals and
objectives and specifies ways to achieve them.
Operational planning is
short-range (less than a
year), designed to
develop specific action
steps that support the
strategic and tactical
plans.
Types ofTypes of P-O-L-C Inputs
Different types of Plans & PlanningDifferent types of Plans & Planning

32. Summary of POLC InputsSummary of POLC Inputs
Summary of types of Plans & PlanningSummary of types of Plans & Planning

33. Take 5!
Relax &
Watch!https://www.slideshare.net/timothywooi
/the-innovated-bike-to-travel-24-
countries-from-malaysia-to-london

34. Organizing;
-function of management to develop an organizational
structure and allocating human resources to ensure
the accomplishment of objectives.
The structure is the
framework within
which effort is
coordinated.
Function ofFunction of P-O-L-C Inputs
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

35. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

36. Take 5!
Want to da

37. The structure, represented by an organizational
chart, is to provide a graphic chain of command
within an organization.
Decisions made
about the structure
are referred to as
organizational
design decisions.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

38. Organization Design StructureOrganization Design Structure

39. Organization Chart StructureOrganization Chart Structure

40. Organizing involves the design of individual jobs,
deciding the duties and responsibilities of jobs, and
the manner or carrying it out.
The nature of jobs
within the organization
are generally called
“job design” decisions.
Organizing
Function ofFunction of P-O-L-C Inputs
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

41. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

42. Job design is a core function of human resource
management and related to the specification of
contents, methods and relationship of jobs.
Job DesignJob Design
It satisfy technological
and organizational
requirements as well as
the social and personal
requirements of the
job ...

43. Job DesignJob Design

45. Traditionally, job design was based on principles of
division of labor and specialization, which assumed
that;
 the more narrow the
job content, the more
proficient the job
performer could
become.
Really?
Experience has shown that it is possible for jobs to
become too narrow and specialized.
Job DesignJob Design

46. Question; How would you like to teach the same
subject topic day after day, and many years if you
work in school that taught only that subjects?
When this
happens,
negative
outcomes
results
like this…
negative outcomes,
no job satisfaction,
no organizational
commitment,
higher absenteeism,
higher turnover.
Job DesignJob Design

47. Organizing
Recently, many organizations have attempted to
strike a balance between the need for worker
specialization and the need for workers to have jobs
that entail variety and autonomy.
Many jobs are now
designed based on such
principles as;
 empowerment,
 job enrichment and
 teamwork.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

48. Job Rotation ObjectivesJob Rotation Objectives

49. 21st
Century Management now has done away with
traditional departments, instead to focus on
listening and responding to customer needs.
From company-wide
meetings to team
huddles, their
employees know and
understand their
customers and how
they might be serviced.

50. Leading
Leading involves the social and informal sources of
influence that you use to inspire action taken by
others.
If managers are effective
leaders, their subordinates
will be enthusiastic about
exerting effort to attain
organizational objectives.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

51. The behavioral sciences have made many
contributions to understanding this function of
management.
Personality research and
studies of job attitudes
provide important
information as to how
managers can most
effectively lead
subordinates.
2.Four functions of P-O-L-C Framework2.Four functions of P-O-L-C Framework

52. Take 5!
The Boss
&

53. This research tells us that to lead effectively,
managers must first understand their subordinates’
personalities, values, attitudes, and emotions.
This energized
Workers to put
forth productive
effort per
Motivation
theory studies
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

54. Studies of communication provide direction as to
how managers can effectively and persuasively
communicate.
Information regarding
questions such as,
“What makes a
manager a good leader?”
and
 “In what situations are
certain leadership styles
most appropriate and
effective?”
,
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

55. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

56. Take 5!
People
Management,
Results Only

58. Controlling involves ensuring that performance does
not deviate from standards.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

59. Performance standards which are often stated in
monetary terms such as profit, revenue, or cost,
may also be stated in other terms like;
 units produced,
 number of
defective products,
or
 levels of quality
customer service.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

60. Four Steps Process of Controlling;
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

61. Thus managers should NOT attempt to
control or to manipulate;
Management function of control should not be
confused with the control of behaviour or manipulative
sense.
 personalities,
 values,
 attitudes, or
 emotions of their
subordinates
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

62. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

63. Instead, control function concerns taking necessary
actions to ensure that the work-related activities of
subordinates are;
 consistent with and
 contributing toward
the accomplishment
of organizational and
departmental
objectives.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

64. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

66. Take 5!
Want to da

67. Effective control requires the existence of plans, since
planning provides the necessary performance
standards or objectives.
Control also
requires a clear
understanding of
where responsibility
for deviations from
standards lies.
Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

68. Four functions of P-O-L-C FrameworkFour functions of P-O-L-C Framework

69. Although there have been
tremendous changes in the
environment faced by managers
and the tools used by managers
to perform their roles, managers
still perform these essential
functions.

71. QUESTION EXERCISES
1.What are the management functions that comprise the
P-O-L-C framework?
2.Strategy Formulation covers what function and why?
3.What is innovation Leadership in Education?
4. Choose 2 Innovations in Education that You can apply in
you School and Why.
5.Based on the subjects of IR 4.0, are you ready to practice
any of it? If Yes, Which one ? If No, Why?

72. Take 5!

73. Course OutlineCourse Outline
Day2Day2
2. Innovation Leadership
-Latest Global Management Trends-Latest Global Management Trends
3. Industrial Revolution 4.0
1. Introduction/Background
2. Emerging Technology in Industry
3. Type of Skills in Industry 4.0 (HOTS)
4. Strategies for phasing in Industry 4.0
(Decentralized Artificial Intelligence,
SMART Manufacturing, Industrial IoT )

74. Innovation means first
different, then better. It is a
fundamentally different way of
doing things with better, and
different outcomes.
Both the 'different' and the
'better' must be significant and
substantial.
What is Innovation?

75. Own as Principal the role of Innovator-in-Chief:
You can’t delegate innovation:

76. Innovation in Education should be defined as;
“making it easier for teachers and students
to do the things THEY want to do.”
What is Innovation in Education?
Innovation in EducationInnovation in Education
These are the
innovations that
succeed, scale
and sustain.”
– Rob Abel, USA

77. We’d love to, but.....
we don’t have time!
Bump! Bump! Bump!
"Here comes Edward Bear, down the stairs
behind Christopher Robin.
on the
back of his head. It is, as
far as he knows the only
way of coming down stairs.
“He is sure that there must
be a better way, if only he
could stop bumping for a
moment to think of it.“
– A.A.Milne

78. If only he
could stop
bumping for
a moment
to “THINK”
of it.
Examine this drawing,.
How does this visualise the problem?
Why CHANGE is so difficult to achieve.
Workshop-ReflectionWorkshop-Reflection

79. Who need to
change?
What need to
change?
What are the
Resistance to
change?
79
Workshop-ReflectionWorkshop-Reflection

80. Education leaders are managing change at a frenzied
pace (along with the rest of society’s leaders).
Managing Change
K-12 education are
designed for slow reaction
to change, but as the world
changes and requires
constant innovation,
-so must our leaders take
on roles for managing
change for continuous
improvement.

81. A need for Systemic changes between education,
social services and greater connection to
communities’ need is thus required.
New definitions of student
success & concept with
evidence of student
mastery has to include;
project-based learning
with student exhibitions
and redefining what
success looks like at
graduation.

82. ‘CHANGING
EDUCATION’
Take 5!

83. Data poverty in K-12 education from the 1990s and
2000s, built a foundation for conversations around
reform based on standards-based education.

84. A most powerful learning
and innovative-mind
developing activity has
been, visiting other schools
shadowing students, and
blogging observations.
Take initiative as Principal to observe closely what
other schools are doing, from across many
educational sectors: K-12 and post-secondary,
private, public, charter, etc.

85. They think, and not just
follow rules blindly, a shift
from rules to principles.
Schools are open to
different ideas and break
established rules when they
no longer make sense.
2.Shape the culture
They ask hard questions and expect the school
community to grapple with the questions alongside
them.
Innovative leaders create a culture of risk, change,
critical and creative thinking.

86. 3.Rethinking Measurements
Education systems begin to rethink to address every
student’s needs upon entry and taking measurements
and exit exams more aligned to student needs.
Systems realize they need
to design around “not yet
proficient” students at every
step of an academic career,
and offer a stronger student
and educator support in
reaching success.

87. Take 5!
Relax &
Watch!

88. 4.Personalized Professional Development means
identifying learning goals, how they will learn, what
they will learn and when they will learn,-
-including a combination of
Blended online
learning,
service-based learning
and
active workshops
that are more hands-on in
making the changes
happen.

89. 5. Blended learning
- latest trend in education that combines traditional direct
instruction in a classroom that require the physical
present of both a teacher and students and using the
online Multi media.
Uses adaptive
technology that allows
students to control the
pace and content of their
own instruction.
 Blended Learning is
NOT Technology
Integration.

90. The biggest shift will be driven by education systems
moving toward personalization for each student’s
unique needs, interests, passions and competency-
based pathways.
Redefining success for
students takes center stage
as education leaders and
practitioners ask
communities ‘what a
meaningful high school
diploma looks like’ for
students and the workforce?
6. Personalized Learning

91. Equality vs Equity in the Digital gap.

92. Standards still matter to achieve world-class,
internationally-benchmarked levels of learning but
academics, skills and knowledge come together in new
ways to support whole child development.
I repeat: world-
class standards
are critical for
ensuring equity.

93. "Without that, you’re not
going to be able to
orchestrate a lot of the
things that they’re doing,”
Lemke said.
7. Ensure digital access and infrastructure
Innovative leaders build capacity for teachers and
students to learn through blogs, wikis and virtual
environments by laying a solid infrastructure
foundation.

94. Design, creativity, entrepreneurship, performance
and innovation combine to foster some of the most
student-centered educational environments.
This empower students
with voice and choice in
how they learn,
 showing work on what
they have learned and
 providing powerful,
personalized learning
experiences.
8. Believe in Students' Capacity to Lead

95. Give students the chance to take charge of activities,
even when they may not have all the content skills.
8. Believe in Students' Capacity to Lead
Students can experience
and interact learning
experience with Teachers
on the content complexity
like math, science, english,
and history, plus other
subjects.

96. 9. Student-Centered Environments (SCE)
Teachers must become comfortable with changing
their leadership style from directive to consultative
-- from "Do as I say" to
"Based on your
needs, let's co-
develop and
implement a plan
of action.“

97. These classrooms include students in planning,
implementation, and assessments. Decision to involve
learners in these SCE, places more work on them;
9. Student-Centered Environments (SCE)
 which can be a good
thing for a change to co-
develop and implement
a plan of action.“ that is
student centered.
.

98. Personalized Professional
Development, managing
change and their own PD
every day,…
The old models of
professional development for
attending seminars
selected by administrators
on certain days is quickly
becoming outdated.
Teachers are now learning on the go, in real-time,
every day and situated in context.
10. Personalized Professional Development

99. 11. Data Informed Decisions + World-Class Standards
This creates a foundation and blueprint for new
conceptions of student mastery as evidence moves
beyond simple annual data points to,-
assessment of student
readiness for next levels of
learning,
evidence and student work,
college and career readiness
and
navigating life toward
leadership and active
citizenship..

100. Programming and innovative designs can and
is changing the world.
From Richmond,
Virginia to Silicon
Valley—the ability to
code is taking on an
unprecedented level
of importance.
12. Programming, Robotics and the Maker Movement

101. Schools are being designed with programming as a
new language that students must know.
Whether it is built upon an
hour of coding, maker
challenges, and robotics
competitions, students
need important
programming and coding
skills to succeed in a
digital economy.
12. Programming, Robotics and the Maker Movement

102. The combination of the maker movement with
robotics is important to foster innovation hubs in
cities, as well as..
..much-needed,
relevant educational
experiences in K-12
which include coding
and programming.
12. Programming, Robotics and the Maker Movement

103. We’d love to, but.....
we don’t have time!
Bump! Bump! Bump!
"Here comes Edward Bear, down the stairs
behind Christopher Robin.
on the
back of his head. It is, as
far as he knows the only
way of coming down stairs.
“He is sure that there must
be a better way, if only he
could stop bumping for a
moment to think of it.“
– A.A.Milne

104. If only he
could stop
bumping for
a moment
to “THINK”
of it.
Examine this drawing,.
How does this visualise the problem?
Why CHANGE is so difficult to achieve.
Workshop-ReflectionWorkshop-Reflection

105. School System designs shift to ask whether students
are getting what they need in real time.
This shift align our
systems to ensure
youth are being
prepared for the jobs in
the future, especially
around design,
innovation, robotics
and new fields
leveraging technology.
4th Industrial Revolution in Industry

106. 4th Industrial Revolution in Industry

107. 1. What is Industry 4.0
(Introduction/Background)
2. Emerging Technology in Industry
3. Type of Skills needed in Industry 4.0 (HOTS)
4. Strategies for phasing in Industry 4.0
(Decentralized Artificial Intelligence, SMART
Manufacturing, Industrial IoT )
.
4th Industrial Revolution in Industry

108. As competencies workforce and new skills are
needed for these rapidly advancing and changing
technologies and jobs,
Schools needed
to prepare
students with
these new skills &
competencies for
this emerging
technological
Industry.
4th Industrial Revolution in Industry

109. 1.What is Industry 4.0
“Industry 4.0” is the fusion and amplification of
emerging technology, breakthroughs in artificial
intelligence, automation and robotics.
As a result, changes
in skill requirements
and work organization
will create pressure on
job quality, family-work
balance, and social
inclusion.
4th Industrial Revolution in Industry

110. Breakthrough in science and technology are profoundly
effecting the education systems, labor markets, and
ultimately business in Industry.
A recent report by the
International Labor
Organization estimates
that Automation will
replace the jobs of 137
million people in
Southeast Asia within
the next 20 years.
Introduction & Background
1.What is Industry 4.0

111. Digital economy and biotechnology advancement,
coupled with globalization and ageing population are
shifting how employees learn, live, and work;
characterized by
the 4th Industrial
Revolution and
Education & Skills
for the IR 4.0
1.What is Industry 4.0

112. 1784 1870 1969 Tomorrow
Evolution of Industry 4.0 from Industry 1.0

113. The main goal of IR 4.0 is to understand how we
can respond to and prepare for phasing in for the
4th Industrial Revolution;
Goal of Industry 4.0
using technological
strategies of CHANGE in
skills, work and
SMART Manufacturing,
 to be competitive and
current in the emerging
new market.
Goal of Industry 4.0

114. This includes;
creative problem-solving,
people management, and
social intelligence which
are the main significant
bottlenecks to machine
learning and artificial
intelligence.
‘Soft’ skills like transversal competencies or 21st
century skills will increase in value as these fields
mature.
1.What is Industry 4.0

115. In an anticipated fundamentally different economies
and societies in Industry 4.0., many people will lack
the necessary skills to fill these new positions.
2.Emerging Technology in Industry
2. Emerging Technology in Industry

116. Industries and governments will then confront a
unique challenge; growth in employment
opportunities but a shortage of potential employees
with skills to occupy the new and existing roles.
2. Emerging Technology in Industry

117. Take 5!
Relax &
Watch!

118. Organizations & Institution have now taken the
initiative to expand and focus on these areas over
with;
continued efforts
to expand existing
facilities, and
 improve human
resource capacity
through continuous
learning & training
in current new
skills.
2. Emerging Technology in Industry

119. Originally Industry 4.0 is only about manufacturing,
smart factories & activities, technologies and
processes in production and their most closely
related areas.
There is also a
tendency to limit
Industry 4.0 to
(groups of)
technologies such
as the Internet of
Things (IOT)
2. Emerging Technology in Industry

120. Evolution of IIoT to Innovation
The core focus in most IIoT deployments in the
majority of organizations is still on operational
efficiency, along with cost optimization.
A more holistic
approach is needed
to generate
additional revenue
in IIoT evolution.
The ultimate goal is
Innovation.
2. Emerging Technology in Industry

121. Industrial Internet of Things (IIoT)
The term (IIoT) refers to the Industrial Internet of
Things
It is the application of
instrumentation and
connected sensors
and other devices to
machinery and
vehicles in the
transport, energy
and Industrial sectors.
More on IoT in 5. Strategies for phasing in Industry 4.0
Industrial Internet of Things (IIoT)

122. In the end it remains business – with the twist of
innovation and transformation.
2. Emerging Technology in Industry

123. What skills and competencies will people the need
for these rapidly advancing and changing
technologies and jobs?.
2. Emerging Technology in Industry

124. 4th Industrial Revolution in Industry
-skills that facilitate
growth in thinking skills
in area of;
-critical,
-logical,
-reflective,
- meta-cognitive, and
- creative thinking.
As technology changes the outlook of today’s
workforce, Education System need to instill “higher-
order thinking” to prepare the 21st century
workforce with;

125. They are activated when individuals encounter;
unfamiliar problems, uncertainties, questions, or
dilemmas.
3. Type of Skills needed in Industry 4.0 (HOTS)
4th Industrial Revolution in Industry

126. Knowing only basic facts and skills is no longer
enough and getting obsolete today.
.
3. Type of Skills needed in Industry 4.0 (HOTS)
Workforce must master;
 decision-making,
prioritizing,
strategizing and
collaborative problem
solving
in order to be successful.

127. 21st century jobs now require employees to use the
four highest levels of thinking-
application,
 analysis,
 synthesis, and
evaluation
3. Type of Skills needed in Industry 4.0 (HOTS)

128. Employees are expected to operate routinely at the
higher levels of thinking.
3. Type of Skills needed in Industry 4.0 (HOTS)

129. Take 5!
Relax &
Watch!

130. Applications of the skills result in Reasoning,
Evaluating, Problem solving, Decisions making &
Analyzing products
that are valid within
the context of
available knowledge
and experience that
promote continued
growth in these and
other intellectual
skills.
3. Type of Skills needed in Industry 4.0 (HOTS)

131. Problem Solving Skills
These 5 basic Problem Solving steps of enable all
problems to be successfully solved regardless of level.
3. Type of Skills needed in Industry 4.0 (HOTS)

132. Artificial Intelligence (AI) revolution has started with
Organizations, Institutions & Industries transforming
their core processes and business models to take
advantage.
4th Industrial Revolution in Industry
AI transform industries
and companies & plays
a huge role in our daily
life.
4. Strategies for phasing in Industry 4.0
(Decentralized Artificial Intelligence)

133. How we get around, what we decide & how much
we pay are often dependent on AI solutions.
Working with Artificial
Intelligence specifically,
(machine learning) , using
tools make it super easy.
Individuals, organizations,
Industries and governments
now are beginning to reap
the rewards.
4. Strategies for phasing in Industry 4.0
(Decentralized Artificial Intelligence)

134. AI solutions are implemented using Blockchain,
- a digital and decentralized ledger technology that
records all transactions chronologically and publicly.
It is the foundation of crypto
currencies because of its;
transparency,
 speeds settlements,
transaction costs
reduction &
controlled by the users.
Decentralized Artificial Intelligence)

135. This technology provides a key piece in the AI
advancement from an “old school” AI that follows a
centralized distribution pattern (one agent controls
the world).
Access from “Old
school” AI is through an
API cloud based service
with software packages
on remote servers of
different AI providers.
Decentralized Artificial Intelligence)

136. Moving towards the “new school” AI, being a
collaborative solution by a distributed group of
intelligent agents.
Artificial Intelligence can;
 run,
train, and even
make decisions on
local devices in
decentralized
networks like the
blockchain.
Decentralized Artificial Intelligence)

137. The three tremendous advantages of decentralized
AI over traditional AI are:
1. Minimal latency (no
dependency on network
connection)
2. Training is more efficient
(done in a decentralized way)
3. Less Power Consumption
(again, no dependency on
network connection)
Decentralized Artificial Intelligence)

138. Recently, computers (Google’s TPU) and phones have
been optimized with their Federated Learning
concept which boasts a decentralized AI, collaborative
approach to training data.
By keeping all training
data on the device, there
is no dependency of
storing data in the cloud.
We are building the
foundation for “new
school” AI.
Decentralized Artificial Intelligence)

139. Decentralized Artificial Intelligence)

140. SMART Manufacturing
Industry 4.0 helps manufacturers turn the Smart Factory
into reality today, leading automation and manufacturing
solutions;
- from single-piece to
high-volume production.
- towards a faster and
more flexible production
process,
- greater material
efficiency and
- reduction of complexity
4. Strategies for phasing in Industry 4.0

141. SMART Manufacturing

142. Integrating Smart Manufacturing, connecting
production systems using drive and control
technologies from a user perspective, incorporating
their insights directly into the development
specifications.
The result: an industry-
leading portfolio of
automation products
and services
engineered to move
from a concept to
reality.
SMART Manufacturing

143. Openness is key
As Industry 4.0 moves from potential to reality, no
single company or organization can do it alone but
are dependent on connectivity;
-within the entire value
creation process,
connecting suppliers and
manufacturers.
Open standards are
crucial. Industry 4.0 marks
the “beginning of the end”
for proprietary interfaces.
4. Strategies for phasing in Industry 4.0

144. Openness is key
Industry 4.0 also breaks the wall of existing technology
which is building the bridge between automation and
IT.
Only with
open cooperation
and the
exchange of ideas and
solution approaches, will
Industry 4.0 concepts find
their way to/into practical
solutions.
smart connected
manufacturing era
requires much more
cooperation and
collaboration than
competition.

145. Industrial IoT
The Industrial Internet of Things, (IIoT) as it is used
across several industries such as;
manufacturing,
logistics,
oil and gas,
transportation,
energy/utilities,
mining and metals,
aviation and other industrial sectors and in use
cases which are typical to these industries.
4. Strategies for phasing in Industry 4.0

146. Industrial IoT initially focus on optimization of
operational efficiency and rationalization/automation/
maintenance, with an important role for the
convergence of IT and OT in;
 automation,
 optimization,
 intelligent manufacturing
and smart industry,
 asset permanence
management,
 industrial control
Industrial LoT

147. The Industrial Internet of Things requires Industries
to move towards an ‘on demand service’ model with
new ways of servicing customers;
and the creation of
new revenue
models, the more
mature goal of
industrial
transformation.
Industrial LoT

148. Take 5!

149. Benefits & Drivers of IIoT
Industrial IoT

150. Industrial IoT

151. In IIoT maturity and opportunity reality, industrial
organizations need to know the market challenges.
The challenge in the evolution of IIoT is exactly the
same as the digital transformation of manufacturing,
the main IIoT market.
A long term
roadmap is
important as
focusing on a
restricted set of
goals and benefits
are only initial.
Industrial LoT

152. Last, but not least,
optimization and automation
are friends of customer-
centricity in the larger
industrial context where speed
and enhanced processes are
what customers expect.
Industrial LoT

153. “Fundamentally, it is about how we lead
change, collaborate and innovate to
empower people and make this a
peaceful and inclusive development
revolution…we must respond with
human-centered policies that empower all
women and men, strengthen the capacity
of governments and rally the multilateral
system around shared narratives.
4th Industrial Revolution in Industry

154. This begins with education in Industry and
skills and calls for a special focus on
narrowing the gender gap, especially in the
growth sector constituted by professions
requiring a background in science,
technology, engineering and mathematics…
the 4th Industrial revolution must be a
development revolution.“
4th Industrial Revolution in Industry

155. “Educating for the 4th Industrial
Revolution”
Education systems must ensure these emerging
technologies are harnessed to build resilience and
to benefit all.
Education and Skills for the 4th IR
This will mean that
addressing the
gender gap, both
in education and in
the workforce,
should be a major
focus.

156. “Educating for the 4th Industrial
Revolution”
Education and Skills for the 4th IR
For example, what responsibilities do private
businesses have and how can they best collaborate
with education systems to ensure appropriate training
and skills development, and lower inequality?

157. “Educating for the 4th Industrial
Revolution”
Summary of the 4th Industrial Revolution
We are facing a range of new technologies that
combine the physical, digital and biological worlds.
These new
technologies will
impact all disciplines,
economies and
industries, and even
challenge our ideas
about what it means
to be human.

158. “Educating for the 4th Industrial
Revolution”
Summary of the 4th Industrial Revolution
These technologies have great potential to continue
to connect billions more people to the web,
drastically improve the efficiency of business and
organizations and help regenerate the natural
environment through;
better asset
management,
potentially even
undoing all the damage
previous industrial
revolutions have
caused.

159. Be Blessed!