Written by Chris Mean, Columbus UK CEO
Last week, I had the pleasure of hosting a thought-provoking roundtable at The Shard in London, bringing together senior leaders from across the manufacturing and supply chain sector. With CEOs, CIOs, CTOs, COOs and other transformation leaders in attendance, the event created the perfect environment for open, honest, and collaborative discussion.
The theme of the day was Manufacturing and Supply Chain Excellence, a broad topic, but one that allowed us to explore the dynamic challenges and opportunities facing our industries today. From the impact of emerging technologies to the human challenges of upskilling, and from data trust to innovation fatigue, the conversation was as rich as it was wide-ranging.
Here are some of the key themes and takeaways from our session.
1. The technology-talent equation: Changing workforce dynamics
It’s no secret that technology is reshaping the manufacturing and supply chain workforce at an unprecedented pace. Automation, AI, digital twins, and predictive analytics are now standard topics in every boardroom.
We explored the significant gap between the rapid evolution of technology and the pace at which organisations are able to upskill their workforce. Several leaders voiced concerns about a growing disparity between technical capability and talent readiness. There’s recognition that while hiring for digital skills is important, the real competitive edge lies in reskilling existing employees who already understand the operational heartbeat of the organisation.
Investing in continuous learning, not just one-off training, was a key point of consensus. There's also a strong need to make learning “on the job” more embedded and intuitive, integrating digital skills development into daily workflows.
2. Fail fast with AI (but be patient too)
One of the more nuanced discussions centred around AI and its role in the supply chain. Many organisations are embracing a ‘fail fast’ mindset—testing, learning, iterating. But what became clear is that while rapid experimentation is essential, it needs to be coupled with patience and strategic foresight.
Balancing the drive to move quickly with the need for patience can be challenging, but it's a valuable part of the AI journey. Attendees shared insightful stories of AI pilots that showed early promise, even if immediate value wasn't always apparent. These experiences highlighted the importance of setting realistic expectations and ensuring strong organisational support to help projects reach their full potential.
The collective view was that leaders need to better balance urgency with realism. AI isn’t a plug-and-play fix; it’s a long-term journey. Those who see the early stages as learning investments, not failed initiatives, will reap the rewards later.
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3. Governance vs. innovation: Finding the sweet spot
The challenge of governance came up frequently and not in a flattering light. Many executives shared frustrations about how too much bureaucracy and risk-aversion can stifle innovation.
Striking the right balance between compliance, security, scalability, and fostering experimentation is key to successful innovation. Several leaders highlighted how, with the right support and alignment, innovation teams can overcome governance challenges and more effectively transition from pilot to production.
4. Data: The unseen infrastructure of innovation
No matter the topic, we kept circling back to data. Whether discussing AI, automation, or workforce transformation, the quality and trustworthiness of data was a recurring theme.
Many attendees recognised that while challenges like fragmented systems, inconsistent data definitions, and data quality still exist, there is strong momentum toward improvement. Organisations are increasingly prioritising solid data foundations, laying the groundwork for advanced technologies to deliver real, transformative value.
One executive shared their organisation’s journey to treat data as a product, complete with ownership, quality metrics, and service-level agreements. This mindset shift, though challenging, is proving critical in building trust and enabling automation.
It was clear that data excellence is no longer a "nice to have" but it’s the prerequisite for everything else.
Moving forward: Collaboration
What stood out most during the session was the willingness of participants to share openly, not only about their successes, but their struggles too. From technology adoption to people challenges, there was a clear consensus: no one has all the answers, and the path to excellence is anything but linear.
We closed the roundtable with a collective call for more collaboration. Manufacturing and supply chain leaders face common challenges, and there's real value in sharing what works and what doesn’t. Whether it's building internal digital capability, rethinking data governance, or managing AI expectations, these are shared problems best solved together.
Final thoughts
Our time at The Shard offered more than just a beautiful view, it provided a window into the evolving landscape of manufacturing and supply chain leadership. The pressures are real, the pace is intense, and the stakes are high. But with open dialogue, intentional learning, and a bold-but-grounded approach to innovation, excellence isn’t just a goal, it’s within reach.
Thanks again to all the incredible leaders who joined us for such an engaging discussion. I’m looking forward to continuing these conversations in the months ahead.
Are you interested in hearing from others in the manufacturing sector too? Take a look at our industry report 'Mastering Manufacturing: How to harness the stratgic trends for 2025'. Featuring exclusive insights from manufacturers, academics, and our own Columbus digital experts, this report explores the strategic challenges the sector faces today and the soutions available to become a master in manufacturing.
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