Many digital transformation initiatives compete for the same time and resources. How do you decide which ones should continue, and where do you start when there are so many challenges? These were key questions in the closing panel discussion at our event, “ Plantvision ” Technology Insight 2026. This article summarizes the discussion on aligning digital transformation with business goals, using deviations as a basis for action, and creating room for change. A recurring takeaway was that true prioritization also requires making tough choices.
When everything is prioritized, nothing gets enough attention
Time and resources emerged as the biggest obstacle to continued digitization in the audience’s responses during the discussion. The panel linked this issue to how initiatives are selected and gain support. Many small projects may be easier to get off the ground, but if they are treated as equally important, they collectively consume the resources needed for a larger change.
“De-prioritize”—that was the takeaway Cecilia Jacobsson, Business Area Manager for Plantvision Technology, wanted the participants to take away. She described how organizations can prioritize one thing in one meeting and another in the next, until everything remains unresolved. Initiatives that have too little impact, lack sufficient data, or require a level of maturity that the organization does not yet possess need to be set aside.
Priorities also need to be reassessed as the work progresses. If conditions change, a project may have a different business value than originally anticipated. If that value no longer exists, the panel felt that the project should be able to be terminated even if the work is already well underway. Time invested is not, in and of itself, a reason to continue investing.
Efficiency needs to be given a concrete meaning
Becoming more efficient is a common goal, but it says too little about what kind of change is needed. Cecilia emphasized that efficiency must be expressible as a metric. More connected sensors or a new system indicate that technology has been implemented; the business value needs to be reflected in what actually improves.
Claes Engman emphasized that relevant key performance indicators must be selected based on the company’s own production. Improvements may come in the form of fewer assembly errors, higher productivity, or faster inventory turnover. The metric must correspond to the problem the initiative is intended to solve and make it possible to track whether the change is having the intended effect.
Jonas Furu, production manager at Aritco, emphasized the value of being able to demonstrate a clear change following a specific action. Such examples are helpful both for follow-up and when seeking to engage more people. The panel’s advice to organizations at different stages of digital maturity was to share examples from areas where measurable improvements have already been achieved. Forcing a solution in a part of the organization that isn’t ready, however, risks resulting in a project that looks good on paper but never has an impact in everyday operations.
Deviations indicate where the work should begin
Quality issues and deviations were high on the audience’s list of problems they wanted to address in production. Cecilia saw this as a useful basis for guiding the digitization effort. Documented deviations highlight where the operation is falling short and provide concrete points to investigate before a solution is chosen.
Jonas pointed out that problems need to be categorized and understood in order to be addressed. A shortage of materials can also be considered a deviation, as can a work stoppage. The discussion also highlighted that if deviations are not documented, documenting them is a natural first step. If, on the other hand, there is a general sense that resources are being poorly utilized, the utilization rate must be measured and the causes of the losses investigated.
This shifts the starting point from a desire for new technology to a question of where the improvement can make the biggest difference. The same digital measure can sometimes solve multiple problems, but to identify this, the organization first needs to gain a clearer picture of its bottlenecks and recurring disruptions.
Small solutions need to fit into the bigger picture
The panel reiterated that digital transformation needs to be part of the organization’s strategy. If digital transformation issues are addressed in a separate forum while strategic goals are handled elsewhere, the connection becomes weak. Furthermore, a designated digital transformation leader needs resources to be able to bring about change. Jonas emphasized the importance of building a business case and gaining buy-in all the way up through the organization.
At the same time, older systems need to be evaluated based on how they affect work. Claes described how a common interface can reduce the need for operators to work in multiple environments, while information is transferred between the new interface and an existing system. This can create a more cohesive workday and make it possible to change the system landscape in stages.
The same holistic perspective is needed when introducing AI and agents. Cecilia highlighted the risk posed by numerous individual initiatives lacking a common framework. The organization needs to think beyond the initial solution in order to achieve economies of scale, even though it is not yet possible to know exactly which agents will be developed or what the governance structure will look like in a few years.
Sustainability and efficiency can support the same improvement
The discussion on oil purification provided a concrete example of how data can support both resource utilization and operations. Sensor data could help determine when oil needs to be treated: treating it too early results in unnecessary work and costs, while treating it too late can lead to wear and breakdowns. This was described as a capability currently under development, with the goal of being able to purify the oil and return it to the process at the right time.
The panel also highlighted the role of digitalization in generating data for monitoring, for example, water consumption and emissions. Sustainability and efficiency do not, therefore, have to compete as driving forces. Accessible, up-to-date, and reliable data can lead to better decisions about how resources are used.
Lunch for the next workday
The closing advice from the discussion was concrete: start discussing the problems internally, go out to the production floor and listen to those who work there, and eliminate anything that lacks the potential to succeed. Another piece of advice was to broaden the perspectives in decision-making by involving people with different backgrounds and experiences. Technical expertise needs to be complemented by a wider range of ways of understanding the business.
Summary of the Panel Discussion
The panel’s main point was that digitalization needs to be guided by the organization’s challenges and goals. Measurable improvements, documented deviations, and clear buy-in provide a better foundation for selecting initiatives. A cohesive system landscape and unified governance become essential as solutions scale up, while employee experience is needed for the change to work in practice. Prioritizing what to leave out creates room for the initiatives most likely to deliver value.
Which of these issues do you recognize in your own situation? We’d love to talk more about what’s causing friction in your day-to-day life, what initiatives you’re considering, and where it might be wise to start. Get in touch, and we’ll tailor our next conversation to your specific situation.