Network technologies play a critical role in enabling secure, reliable, and resilient operations across industries such as energy, public services, and critical infrastructure. For organisations providing these solutions, success depends not only on technical performance but also on understanding how different stakeholder groups prioritise outcomes such as regulatory compliance, service quality, operational continuity, and business growth

Artificial Intelligence (AI) is increasingly transforming knowledge-intensive industries by improving information processing, supporting strategic decision-making, and enhancing operational efficiency. In sectors such as mergers and acquisitions (M&A) and project finance, AI-enabled solutions have the potential to improve analytical capabilities, streamline document-intensive processes, and support more effective investment decisions. However, organisations often have different expectations regarding the outcomes they seek from these technologies, making alignment around priorities an important part of successful adoption.

Digital technologies such as Manufacturing Execution Systems (MES) and Smart Factory solutions are increasingly being adopted to improve visibility, productivity, quality, and decision-making within manufacturing organisations. However, digital transformation initiatives often involve multiple stakeholder groups with different expectations regarding what constitutes success. Understanding these expectations early in the implementation process can help organisations align priorities, improve communication, and support more effective technology adoption.

To address this challenge, we developed a structured decision-making approach using the Analytic Hierarchy Process (AHP). Through pairwise comparison, the tool enables participants to evaluate and prioritise a range of business, operational, and human-centred outcomes associated with digital technology adoption. The process provides a transparent mechanism for capturing and comparing perspectives across stakeholder groups.

Employers have a responsibility to safeguard dignity in the workplace, yet digitalisation that is not people‑centred can put dignity, equality, wellbeing, and human rights at risk. Because discussions about dignity can feel uncomfortable or personal, they are often difficult to begin. The Dignity at Work discussion cards help organisations explore these sensitive issues through fictional scenarios that prompt reflection while balancing dignity with technological innovation.

EDGE Digital Manufacturing, a specialist in digital readiness and strategy whose tools support the Made Smarter Adoption programme, has helped over 1,000 manufacturers on their digital transformation journeys. The company delivered interactive workshops at the Nottinghamshire Digital Awareness Conference 2026, an event designed to equip local businesses with the knowledge and tools to adopt digital technologies effectively and sustainably.

The UK Environment Agency operates in a complex, highly scrutinised public‑sector environment where digital transformation is both a strategic priority and a public responsibility. To understand the potential role of artificial intelligence, the Agency held a workshop with staff from varied roles and levels to explore how AI could add value to their work. The workshop focused on identifying which outcomes should guide responsible AI adoption to deliver user‑centred services and use public funds effectively. Comparing priorities across groups helped surface areas of alignment and difference, supporting more transparent, evidence‑informed discussions about future digital transformation.

Organisations increasingly recognise digitalisation as a strategic priority; however, many struggle to assess its impact on the workforce. Existing measurement frameworks tend to prioritise technological and financial indicators while giving limited attention to issues such as the impact of digitalisation on the workforce of companies, employee engagement, organisational readiness, and human capability development. This creates a critical measurement gap that can undermine the effectiveness of digital transformation initiatives

Responsible employers strive to protect and respect the dignity of all workers, but digitalisation can undermine this if not guided by people-first principles, affecting equality, wellbeing, and even basic rights. In manufacturing, discussing dignity can be challenging, as starting these conversations is difficult and often feels potentially uncomfortable or overly personal.

Digitalisation can transform both workplaces and the nature of work, but if new technologies are introduced without a people‑centred approach, they risk undermining dignity, equality, wellbeing, and even human rights. Yet conversations about dignity in manufacturing can feel difficult or personal, making it hard to know where to begin. Our Dignity at Work Discussion Cards offer a simple, engaging way for businesses to explore these issues through fictional scenarios that illustrate the balance between dignity and technological innovation.

As part of an Innovate UK BridgeAI-funded initiative, Logidot is developing an AI assistant designed to transform warehouse operations through natural-language interaction, real-time location intelligence, and an AI-powered simulator. Before introducing this technology to customers, we conducted an internal workshop with senior leaders and technical experts to examine priorities, surface assumptions, and align expectations across the organisation. This case study shares key insights from that session and how they will shape the next stage of development.

Can structured decision-making tools, like the AHP metrics tool, complement and deepen engagement with client organisations, leading to repeatable and robust approaches identifying a rank order of KPIs?

Although new and innovative digital technologies promise enhanced efficiencies and productivity across industries and sectors, their adoption is still challenging. This is because their adoption involves multi-dimensional change, which must be carefully managed and coordinated amongst different people and groups who are involved or affected. Engaging these stakeholders is key to success.

Although new and innovative digital technologies promise enhanced efficiencies and productivity across industries and sectors, their adoption is still challenging. This is because their adoption involves multi-dimensional change, which must be carefully managed and coordinated amongst different people and groups who are involved or affected. Engaging these stakeholders is key to success.

Digital transformation offers significant opportunities for companies looking to improve operations, enhance competitiveness, and stay ahead in their industries. However, selecting the right technologies to invest in and understanding the potential impact of those investments can be complex and uncertain. Organisations often struggle to align internal priorities and make confident decisions without a clear, structured way to assess the outcomes of digital adoption. This challenge is especially common in sectors undergoing rapid technological change, where the stakes for making the right investment decisions are high.

Digital product passports are being introduced across sectors to improve material traceability for the whole life of e.g. products and materials.  The digital passport in this case study is a digital twin¹ of an electric car battery which contains detailed information about the product's materials, design, manufacturing process, supply chain, maintenance history, usage patterns, and so on. The information provided on the digital passport can enhance transparency across product value chains, such as meeting recycling requirements for electric vehicle (EV) batteries

Manufacturing Execution Systems (MES) provide valuable data-driven insights that enable companies to manage critical functions such as planning, scheduling, tracking, and quality control more effectively. However, the question remains: are organisations fully realising the potential value of their MES systems? And if not, what is stopping them and what action can be taken?

The government's transition strategy to a net-zero energy sector relies heavily on the increased use of digital technologies.  The oil and gas industry provide 80% of all jobs in the energy sector (OEUK, 2024), but over time, jobs are expected to transition from oil and gas to renewable energies (wind, carbon storage, etc.).

Digital technologies can potentially deliver significant economic, environmental, and societal benefits. However, with so many digital solutions available, the key question is which of the available options best meets the needs of the organisation, its workforce, society, and sustainability. We use the concept of legitimacy as a way to facilitate rich conversations which explore different stakeholder perspectives, helping to inform decisions about technology adoption.

Digital technologies are reshaping industries and job roles within the manufacturing sector.  However, a persistent stereotype associates digital technologies primarily with men, often undermining women's perceived abilities in this field. This raises an important question: Does this stereotype manifest itself as unconscious bias?  If so, it may create barriers for women, possibly limiting their career opportunities and progression.  Understanding and mitigating these biases is crucial for fostering a more equitable and inclusive labour market

Digital technologies have the potential to deliver significant economic, societal, and environmental benefits. However, the challenge is that the UK manufacturing sector is not adopting these technologies as quickly as our competitors. Given that around 99% of UK manufacturing companies are classified as small or medium-sized businesses (SMEs), it is crucial to ensure that these organisations are considered and that research outputs are translated into relevant insights and tools for them.

Digital technologies have the potential to support the workforce with demanding job roles by enabling and enhancing human capabilities. Cell and Gene Therapy (CGT) manufacturing companies are heavily regulated to ensure patient safety, however the processes for manufacture and quality control are still quite manual and can place a physical and mental toll on the operator. By using digital technologies to identify where tasks become more challenging, companies can improve workflow design, reducing difficulty for operators, and ultimately minimise risk to the healthcare product.