graduate student from 01.01.2023 to 01.01.2026
Moscow, Russian Federation
This study provides a comprehensive analysis of digital transformation processes in modern manufacturing enterprises. The relevance of the research is driven by the contradiction between the urgent need to implement Industry 4.0 technologies to maintain competitiveness and the high failure rate of such initiatives in practice. The author examines in detail the key barriers hindering technological breakthroughs: a deficit of investment capital, a shortage of highly qualified IT personnel, socio-cultural resistance from employees, and integration issues between modern software and legacy equipment. Special attention is given to the dynamics of import substitution of industrial software from 2022 to 2025, illustrating the transition of domestic business from initial shock to confident adaptation. It is argued that the main reason for the failure of corporate IT projects is the so-called "technology fallacy"—an excessive focus on digital tools at the expense of human capital development. The critical need to shift from fragmented ("patchwork") automation to the systemic formation of strategic agility is substantiated. As a result, practical recommendations for management are proposed: synchronization of digital and general business strategies, shifting the focus to transforming corporate culture, iterative implementation of innovations through pilot zones, and active use of state support mechanisms.
digital transformation, manufacturing enterprise management, Industry 4.0, import substitution, strategic agility, digital barriers, industrial software, technological sovereignty, corporate culture, technology fallacy, predictive analytics
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