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Management 4.0: cases and methods for the 4th industrial revolution
Reagan J., Singh M., Springer International Publishing, New York, NY, 2020. 214 pp. Type: Book (978-9-811567-50-6)
Date Reviewed: Mar 16 2021

Don’t judge this book by its cover. Despite its title, this is not a book about management. It is a book for executives, strategists, managers, technologists, consultants, educators, policymakers, and concerned stakeholders about the need for management--the management of the future unfolding now, referred to in this book (and others) as “the 4th industrial revolution.” The authors define the 4th industrial revolution as “the convergence of digital technologies to connect people and things in interdependent cyber-physical systems” (p. v). They even assert that it is perhaps a future some do not want.

Management 4.0: cases and methods for the 4th industrial revolution explores the impact of Industry 4.0 technologies on 11 industries: (1) agriculture, (2) automotive, (3) consumer, (4) energy, (5) financial services, (6) healthcare, (7) manufacturing, (8) media and entertainment, (9) medical, (10) retail, and (11) transportation, travel, and tourism. It concludes with a chapter on social impact, another chapter on what the authors foresee as the 5th industrial revolution, and 13 related case studies in the appendix.

The introduction to the book sets the context. It succinctly outlines each of the four industrial revolutions and their respective time frames, labels the 4th Industrial Revolution as “the connected age,” and calls for a new paradigm in business: customer-centric digital strategies in business ecosystems that create more value for stakeholders.

Each industry chapter has a similar structure:

(1) The industry and the disruptive technology emerging in that industry;
(2) The four industrial revolutions in that industry;
(3) How the industry works today, what’s next, obstacles and challenges;
(4) A reference to or summary of the related case study in the appendix;
(5) A glossary of terms; and
(6) Questions for discussion.

The related case studies are three to seven pages in length. Some but not all also have a similar structure:

(1) Description of the industry and case;
(2) The technologies utilized;
(3) The benefits realized; and
(4) Challenges and lessons learned.

The chapter on social impact outlines both the benefits and negative effects of Industry 4.0 technologies. I wish the authors said more about how to manage the intended and unintended consequences of industry disruption, and how to manage what is commonly called “the people side of change.” In the last chapter, “Future Revolution,” the authors predict that harmony will return in the 5th industrial revolution.

This book is ultimately a cautionary tale. It envisions the future--a disruptive future with quiet notes about the disruption and what I call the mess of change. Stakeholders will need to decide whether or not, and ready or not, it is a desirable future.

Business leaders interested in broader strategy questions are referred to [1]. Marketing and technology leaders seeking a framework for executing connected strategies should read [2]. Designers and solution developers seeking a harmonious fusion of humans and machines are referred to [3].

Reviewer:  Ernest Hughes Review #: CR147216 (2107-0179)
1) Simons, R. Seven strategy questions: a simple approach for better execution. Harvard Business School Publishing, Boston, MA, 2010.
2) Siggelkow, N.; Terwiesch, C. Connected strategy: building continuous customer relationships for competitive advantage. Harvard Business School Publishing, Boston, MA, 2019.
3) Daugherty, P. R.; Wilson, H. J. Human + machine: reimagining work in the age of AI. Harvard Business Publishing, Boston, MA, 2018.
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