Digital strategy has become a critical pillar for industrial companies that want to remain competitive. However, in many organizations, digital transformation remains at the theoretical level.
By 2026, this gap between strategy and execution will be unsustainable. Companies that succeed in connecting data, technology and people will be the ones that achieve operational efficiency, business resilience and sustainable growth. In this article we explain how to build and execute a data-driven industrial digital strategy with a practical, technology-driven, results-oriented approach aligned with real plant, IT and operations challenges.
One of the mainchallenges of B2B digital strategy is that it is often approached from marketing or communication, leaving operational reality in the background. In complex industrial environments - automotive, food, pharmaceutical or textile - a digital strategy is only of value if it is executed in the systems that govern production, data and decision making.
This is where key concepts such as data architecture, integration between ERP, MES and OT/IT systems, process automation and advanced analytics come into play. Without these elements, there is no sustainable digital strategy, only isolated initiatives.
In the industrial context, a digital strategy is the plan that aligns business objectives with the technology systems that enable the business to operate, measure and improve in real time. It is not just about digitising tasks, but enabling data-driven decision-making across the entire value chain.
While many digital strategies focus only on channels, omnichannel or customer experience, in the industry, the focus should be on:
This is where solutions such as ERP RPS Next or MES/MOM INEXION become the core of the strategy, connecting plant, operations and management.
The key difference is clear:
Without technological execution, there is no real digital transformation.
One of the most common mistakes is working with information silos. When ERP, MES and plant systems are not integrated, the digital strategy loses coherence and reliability.
Many industrial companies carry obsolete systems that limit technological scalability, automation and predictive analytics. This slows down digital innovation and drives up operating costs.
Digital culture is important, but without a solid data architecture, it cannot be sustained. Training and technology must go hand in hand.
Defining digital KPIs without direct connection to production systems prevents measuring real impact on efficiency, quality or sustainability.
A sustainable digital strategy requires a data architecture that guarantees:
This is especially critical in regulated sectors such as pharmaceuticals or food.
Digital process optimisation involves automating repetitive tasks and using data analytics and predictive analytics to anticipate incidents, optimise resources and reduce costs.
Integration between IT and OT is key to the smart factory. Solutions such as MES/MOM INEXION connect machines, people and business systems, enabling a complete view of operational performance.
AI is no longer just marketing. In industry, it is applied to:
All this strengthens business resilience and operational efficiency.
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