The 10 Commandments of Industrial Digitalization
Digitalization doesn’t start with tech. It starts on the shopfloor.
Imagine this: It’s 6:30 a.m. You walk into the plant. Machine 7 is down. Again. The operator shrugs: "Probably the limit switch." Maintenance is guessing. The dashboard shows numbers, but no one really knows what they mean. And production is already behind.
That’s digitalization territory. Not robots. Not AI. But these everyday moments where insight is missing and everyone’s working around the problem instead of solving it.
Think of it like Apollo 13 - a mission where survival depended on creativity.
When the NASA team faced a life-threatening failure, they didn’t wait for perfect tools. They built a CO₂ filter from socks, cardboard and duct tape. Fast. Focused. Real-world constraints. That’s how digitalization works in industry: Use what you have. Focus on what matters. Solve something real.
Here’s how you can do that. In detail.
1. Start with a problem, not a promise. Digitalization only works when it solves a real pain point. Start where the operation is hurting, excess downtime, unclear root causes, manual paperwork. If no one in production would miss it, don’t start there.
What to look for:
Frequent stops where no one knows the reason.
Manual data entry that gets copied 3×.
Decisions based on gut feeling instead of facts.
Why it matters: You don’t need buy-in for a fix that actually helps people. Start small, but solve something useful.
2. Think in modules, not monuments. Avoid giant rollouts. Think like LEGO: What’s the smallest piece we can build, test and improve?
Start with:
One line. One KPI. One team.
Use off-the-shelf tools or even Excel to get started.
Why it matters: Big plans get stuck. Small wins build trust and momentum. Modular thinking lets you adjust course without losing time or money.
3. Know what your machines are really saying. Numbers are just numbers unless you know the process.
Do this:
Talk to operators. Ask how they spot issues before sensors do.
Map what the PLC sees vs. what actually happens.
Why it matters: Dashboards can’t explain context. That comes from people. Combine data with domain knowledge to get real insight.
4. Get OT and IT talking. They speak different languages. IT wants security and stability. OT wants uptime and control. Without regular exchange, both sides make assumptions and bad ones.
What works:
A weekly 15-minute sync.
Shared KPIs for digital projects.
Why it matters: You can’t digitize operations without operations. Or without secure infrastructure. Bring both to the table early.
5. Choose partners who get your world. You don’t need a vendor. You need a translator (someone who understands your machines, your team, your day-to-day challenges).
Red flags:
They pitch features, not solutions.
They’ve never set foot in your factory.
Why it matters: A shiny demo that fails in your environment is worse than no tool at all. Choose tech that fits your reality, not their roadmap.
6. Connect only what you can protect. Every connected device is a potential entry point. Old PLCs weren’t made for the internet. If you expose them, you’re responsible.
Minimum steps:
Use VPN, not open ports.
Segment networks (keep office and production separate).
Use read-only connections where possible.
Why it matters: One small vulnerability can shut down a whole plant. And it’s always the simplest one that gets exploited.
7. Avoid silos in systems and in minds. Don’t let each team run its own tools and dashboards. Create shared views.
What helps:
One morning meeting with real-time data.
Dashboards that everyone can read, not just engineers.
Why it matters: When teams don’t see the same data, they argue instead of solving. A shared view creates shared purpose.
8. Own your data in tech and in contracts. Data is value. You should control it. Not your vendor. Not your cloud provider.
Ask before you sign:
Can I export everything easily?
What if I switch vendors?
Who else sees my data?
Why it matters: Your data shouldn’t disappear with a license key. Make sure you stay in control, technically and legally.
9. Make wins visible and repeatable. Success stories build momentum. But only if others can see and copy them.
Try this:
Create a 1-page summary after every pilot.
Share it in team meetings. Celebrate what worked.
Why it matters: One good project can inspire five more. But only if people know about it and understand what made it work.
10. Digitalize with people, not against them. Don’t roll out a tool and expect instant adoption. Involve those who’ll use it from the start.
What works:
Co-design with operators.
Early demos, feedback loops and training with real tasks.
Why it matters: People support what they help shape. If they understand the ‘why’, they’ll take care of the ‘how’.
Final Thoughts Digitalization is not a project. It’s a capability. Built step by step, with the people and processes you already have.
Start small. Stay real. And never forget: The goal isn’t “digital”. It’s better decisions, fewer surprises and a factory that works smarter, not just harder.
Want to add your own commandments? The ten rules above are a strong foundation, but every factory is different. Maybe your team has learned lessons we didn’t cover. What would you add as the 11th, 12th, or even 20th commandment of industrial digitalization? Share your ideas in the comments. The best ones could be part of a future DIT Community Edition: The X Commandments of Industrial Digitalization.
Bonus: Digital Pilot One-Pager Template (PDF)
What was the problem?
What did we try?
What did it achieve?
What do we do next?
Use it. Print it. Share it. That’s how culture changes.
Great piece thanks Thomas
Great article! This really captures the truth- industrial digitalization is not just talking about fancy technologies but fixing what matters!
Smart.
With the right partners.
And within the current possibilities of the involved organization.
What I would like to add are the following thoughts:
1)Measure impact, not activity.
Why it matters? You can't manage what you don't measure. Activity without impact is just noise. It's not about doing less, it's about doing the right things. When we focus our energy on meaningful impact, we achieve more and create space for the really amazing results.
2) Treat change as part of the job, not as a side project.
Customers requirements changes, market changes, global economic changes - stay flexible and adjust your original goal to a moving target if needed. Never forget to solve the current problem which might change over the time.
3) Bring the energy- enthusiasm drives adoption.
Be a role model! Tools and processes alone don't create momentum- people do.
Enthusiasm turns “another initiative, project or development…” into “OUR initiative, project or development”. And that shift fuels a culture where everyone takes ownership of success.