The data generate the pulsations of an anthropomorphic organism. Consequently, the company’s system becomes organic and thrives, it prospers or lags behind in function with respect to how its components communicate, relate and share data and information. Therefore, Enrico Aramini calls them data-driven companies. His HTC company produces HyperMES, a system of factory integration to teach the several industry departments how to communicate, collect data and use them effectively to evolve towards a model of organisation of the future, in which the processes are fully governed by the data.
Aramini perceives two big problems in this possible evolution as follows: ‘The first is the strong jealousy experienced by companies when sharing production information, which often leads companies to have a gap between production and demands of the offices with consequent arising problems of control and costs’. Moreover, ‘The second problem’, he notes, ‘concerns the ability to establish a dialogue between the IT and operations departments, who, as representatives of cultures and professional backgrounds and by their nature, are very different from each other’. He adds, ‘However, there is a need to merge the two environments so that the world of technologies, cloud, automation and big data can feed the production, which must instead come to terms with physical reality’.
From production to sales to management, all the various departments learn from each other. The enterprise of the future appears on the scene, almost resembling a new Leviathan of Hobbes, the English philosopher who is considered to be the cause for the origins of empiricism – we can only know what we experience. Therefore, it is precisely with an education based on experience, which is far from the theorical knowledge and the PowerPoint presentations, that we can win the great challenge in modern organisations, which comprises the sharing of information. ‘With experiential training’, emphasises Aramini, ‘sales teams understand why, for example, budgets must be plausible and closer to reality, IT understands the needs of operations and the foreman learns to share precious production information’.
A greater mutual understanding of the peculiarities of each department will lead to a greater understanding and respect and, perhaps, even a greater degree of well-being in the workplace.
Aramini concludes by stating the following: ‘We have the advantage of being in Europe and the cultural greatness of its knowledge must allow us not to limit ourselves to the checklist model, which is aseptic and limiting, and take advantage of the widespread knowledge as a unique heritage that has belonged to our factories’.