How should executives lead change within their organizations so as to not negatively impact production, customer satisfaction, corporate culture and safety?
Aim
In the race to implement new manufacturing technologies and systems, such as the Industrial Internet of Things, it is often forgotten that factories and operations already have systems in place—and the inner workings of these systems tend to actively resist any change forced upon them. This dissertation is designed to help manufacturing executives and frontline leaders implement technological change at their companies while developing a company culture that puts people first.
This dissertation is not focused on the features or selection of specific Industrial Internet of Things/IIoT technology products or services. Instead, it is intended to help senior leaders in manufacturing and operations who are deploying Industrial Internet of Things technologies to obtain greater value from their businesses by diagnosing the states of their systems, measuring activities appropriately, securing environments and overcoming cultural obstacles to deployment of productive technologies.

Objectives (bullet points)
New business models and forms of operations that are currently being enabled by technological innovations such as the Industrial Internet of Things (IIoT)
The “hidden factory” that results from a counterproductive and unpredictable mix of old and new technologies. Over time, this results in an unknown “process” that delivers defect-laden products behind schedule.
The importance of decoding cultural and workforce factors prior to making an investment in new technologies
The overemphasis on visioning at the expense of fully understanding existing systems, the context in which those systems are operating, and the people who must use the technology
Ways to increase a factory’s “IQ,” leading to more productive and safer operations
The role of the front-line leader in the adoption and successful execution of the new technology