Brenna Sniderman

Stress overload can impact work and organizational success. However, with planning and human-centered responses, organizations can help build resilience among the workforce and enable them to adapt positively with the business.

Disruptive change need not come at the expense of existing business models. With Industry 4.0 technologies, organizations can optimize current processes as well as develop new strategies with a focus on innovation.

As resilient leaders seek to shepherd their organizations and stakeholders through the COVID-19 crisis, trust will be critical to the recovery—specifically, four dimensions of trust.

​For manufacturers looking to implement a smart factory, considering lessons from those who have done it can provide direction forward and pave the way to greater value.

Beyond simply understanding the ethical issues that technology may raise, using technology responsibly requires organizations to apply a consistent method for identifying ethical courses of action.

C-suite executives deploying 4IR technologies have a tough ethical terrain to navigate. Putting in place a policy for ethical usage of technology could benefit their businesses—and society.

Cognitive technologies can profoundly transform the digital supply network, not just changing the nature of work, but also augmenting the role of the worker and the entire ecosystem.

While still in its early phases, 4D printing technology has potential to transform organizations with customized and adaptive solutions for supply chain challenges.

Implemented well, asset performance management (APM) can do more than improve maintenance. By connecting systems across an enterprise, it can deliver insights to optimize operations, safety, and drive financial results.

Imagine a smart military depot—one that anticipates weapons’ maintenance needs and provides visibility into the entire sustainment ecosystem. How can military services create—and use—such a facility?

With some aerospace and defense organizations lagging in the adoption of Industry 4.0, what can A&D companies do better to achieve digital transformation?

With some aerospace and defense organizations lagging in the adoption of Industry 4.0, what can A&D companies do better to achieve digital transformation?

Three converging technologies are changing the way many businesses will approach the next wave of digital transformation.

With the vast opportunity offered by Industry 4.0, a Deloitte global survey explored how companies plan to invest in digital transformation, revealing several disconnects between strategy and actions.

An understanding of behavioral factors can help individuals decide whether to adopt innovations—or ignore them.

​We're in the middle of a fourth Industrial Revolution—and this one goes far beyond manufacturing. Smart, connected technologies are transforming how parts and products are designed, made, used, and maintained. And by ushering in a digital reality, they are transforming organizations themselves.

For companies looking to implement digital supply networks, the future of work could involve human-machine teaming that creates new, distinct roles for human workers, allowing them to add value based on their own unique strengths.

Effective leadership often means handing projects over to your team members and empowering them to successfully complete them on their own. But what if your employees don’t feel a sense of personal responsibility? A digital workplace can complicate matters further.

The smart factory represents a leap forward from more traditional automation to a fully connected and flexible system—one that can use a constant stream of data from connected operations and production systems to learn and adapt to new demands.

It's hard to wire a wind turbine while juggling a thick technical manual, or to ask offsite experts for help without being able to show them exactly what you see. Augmented reality can help, overlaying digital data onto the real world to give workers immediate access to vital information.

As additive manufacturing goes mainstream, it is increasingly possible to manufacture fully functional electro-mechanical parts, opening the door to innovative new possibilities in electronics design, production, and use.

Managing some of the largest, most complex supply chains in the world, the federal government could adopt digital supply networks (DSNs), enabled by Industry 4.0, to meet the diverse objectives of its numerous agencies. Four federal archetypes—buyer, seller, server, and regulator—provide a lens to using the DSN.

As additive manufacturing (AM) becomes prevalent, organizations looking for more AM value opportunities must go beyond installing machinery to developing enabling capabilities such as talent, quality assurance, and organization redesign. Companies that have found such value share their stories.

The fourth industrial revolution, or Industry 4.0, is upon us. Brenna Sniderman spoke with Tanya Ott on how systems—connected via the Internet—can now analyze data, and learn from and adjust to their environment to inform future activity.

Even if your devices and products look the same as they did before they got smart and connected, they’re fundamentally different—now they’re members of a larger community of products, processes, and stakeholders. Making objects capable of filling those new roles is a serious design challenge.

As the need for post-crisis humanitarian aid increases, additive manufacturing (AM) can have a profound impact on aid efforts. While it can start by addressing the single largest challenge in relief work—getting the aid on site—AM also has the potential to drive a new, sustainable approach to aid.

Industry 4.0, which combines digital and physical advanced technologies, can potentially transform the chemicals industry, itself the backbone of many end-market industries. Through the dual areas of business operations and growth, these technologies enable “smart” supply chains and factories, as well as create new business models.

The marriage of advanced manufacturing techniques with information technology, data, and analytics is driving another industrial revolution—one that invites manufacturing leaders to combine information technology and operations technology to create value in new and different ways.

Additive manufacturing can be transformative, yet many engineers use these technologies only rarely. Behavioral economics suggests why many companies are holding back, and how to move past both organizational inertia and engineers’ mental blocks and fears about expanding the use of AM.

Why aren't more manufacturers using 3D printing? One reason is that AM-produced parts and products must be of consistent quality, strength, and reliability, and guarantees have been hard to come by. The good news: A well-planned quality process can solve the problem.

As the Internet of Things (IoT) permeates people’s daily lives, potentially useful information can now be created at every turn. But sometimes customers, companies, or both can find themselves disadvantaged by IoT-enabled deployments. Host Tanya Ott spoke to Michael Raynor and Brenna Sniderman of Deloitte Services LP on how to balance this power struggle.

The connected vehicle has been the most visible and familiar example of Internet of Things technology. But as cars become increasingly software-driven, the real IoT developments in the auto industry are behind the scenes, as automakers and software providers both lay claim to the driver’s seat.

The data flowing through the Internet of Things can change the relationships between customers and companies, sometimes benefiting both parties. But sometimes customers, companies, or both can find themselves either failing to benefit from or potentially disadvantaged by various IoT-enabled deployments, compromising the sustainability of a given strategy.