Defining Industrial Intelligence for Modern Manufacturing
Industrial intelligence is the organisational capability to connect operational technology, information technology and artificial intelligence so that industrial companies can make data-driven decisions across sites, partners and value chains. AVEVA’s first Industrial Intelligence Report sets this definition in a practical context, drawing on more than 275 interviews with senior leaders across 12 sectors. For manufacturers, the idea moves beyond plant-level efficiency to network-wide insight: machines, production lines, logistics and external partners all feeding a continuous decision loop. By integrating OT systems on the shop floor with IT systems in the office and AI models in the cloud, manufacturers gain a shared data foundation for planning, operations and maintenance. The report argues that this capability is becoming central to modern manufacturing operations, where resilience, sustainability and speed of innovation depend on connected, high-quality industrial data rather than isolated digital projects.
Inside AVEVA and IMD’s First Industrial Intelligence Report
AVEVA, a global leader in industrial software, created the Industrial Intelligence Report in partnership with IMD Business School to bring academic depth to industry insight. The research combines quantitative analysis with detailed qualitative interviews, including experts from the Port of Rotterdam and Kwinana. This mix offers manufacturing leaders a cross-industry view of digital transformation rather than a single-sector snapshot. According to AVEVA, the goal was not only to measure interest in digital ecosystems but to define the frameworks, skills and leadership behaviours that make them work in practice. That focus matters for manufacturing operations, where digital projects often stall at pilot stage. By grounding the report in real cases and structured analysis from IMD’s Global Center for Digital and AI Transformation, the study connects strategy discussions in the boardroom with the realities of connected plants, supply chains and industrial software landscapes.
Ambition vs. Reality: The Data-Sharing Gap in Manufacturing
One of the clearest messages from the Industrial Intelligence Report is the gap between ambition and execution. AVEVA’s research shows that 74% of leaders see digital ecosystems as a top strategic priority, yet only 27% say they share data substantially or extensively with ecosystem partners. For manufacturers, that gap is felt in limited visibility across suppliers, contract manufacturers, logistics providers and customers. The report links the shortfall to integration complexity, legacy systems and weak governance models that do not clarify data ownership or access rules. These barriers keep industrial software environments fragmented and slow down digital transformation efforts that depend on shared, near-real-time information. Instead of broad ecosystem collaboration, many plants remain stuck in siloed optimization. The findings highlight that modern manufacturing operations will not gain full value from industrial intelligence until data can move securely and consistently beyond corporate walls.
From Operational Wins to Strategic Advantage in Connected Industries
The report also shows that where digital ecosystems are working, manufacturers and other industrial players are already seeing operational gains. These include faster innovation cycles, better handling of supply volatility and more coordinated decarbonisation efforts across complex operations. Michael Wade of IMD notes that governance, integration and learning matter more than algorithms at this stage, stressing that clear roles and better coordination are critical. Industrial software platforms are turning historically necessary collaboration into real-time, intelligence-driven systems that connect plants, partners and infrastructure. For manufacturing operations, the next step is to turn those operational wins into durable strategic advantage. That means scaling data sharing beyond isolated partnerships, standardising interfaces across OT and IT, and building leadership teams that understand ecosystem thinking. As Caspar Herzberg of AVEVA argues, the aim is to transcend silos and build adaptive, ecosystem-driven operating models.