我们相信，受全球劳动力结构变化、颠覆性技术突破、市场需求变化、中国市场国产化替代加速等多 重因素影响，全球及中国智能制造和自动化行业有望在2030年进入高增长时代。 '平台化、敏捷化、 智能化'三大技术趋势将驱动行业发展。制造业企业应全面拥抱'开放、智能、融合'的智能制造软硬件 平台，选择开放融合的合作伙伴，抓住工业自动化行业技术变革带来的效率提升机会。 管鸣宇 麦麦肯锡全球资深董事合伙人 制造企业智能化转型也需要因时而变，从四个方面内外兼修，实现成功变革。首先战略先行、整体规 划；其次分段投资、聚焦价值；同时要全面拥抱AI、融入开放生态；最后磨练团队、拥抱变革，打造 兼具工业经验与数字技能的复合型团队，营造从'要我变'到'我要变'的文化氛围。 作者：管鸣宇、方溪源、方寅亮、谭永超、汪成建 全文阅读时间约为14分钟。 伴随工业4.0的蓬勃发展和生成式AI领域的技术颠覆，全球智能制造和工业自动化行业变革提速。预计 到2030年，中国、日韩和西欧等先进制造市场有望率先实现自动化革命。 届时，高价值且可延展的自动化技术将全面应用于端到端业务流程，智能工厂具备完全集成的 IT/OT 技术栈，无处不在的高阶数据分析成为 ...

Core Insights - The company is experiencing a phase of recovery in the infant formula market, although the overall birth rate remains under pressure in the coming years [1][2] - The company plans to strengthen its core infant formula business, accelerate new product launches, and implement refined channel operations to explore new market growth opportunities [1][2] Company Strategy - The company has identified three core strategies: focus on core business and advantages, agility in responding to consumer needs, and enhancing team cohesion to tackle market challenges [1] - The company has achieved double-digit revenue growth for four consecutive years, indicating the effectiveness of its strategies [1] Market Performance - In 2024, the company's revenue from its professional nutrition business in China is projected to reach €1.218 billion, with operating profit increasing to €227 million [2] - The company's brand, Friso, has shown strong growth in the Chinese market, contributing significantly to overall revenue [2] Market Trends - The overall sales of infant formula are expected to decline by 5.9% in 2024, but the decline has narrowed to 0.8% in the first quarter of this year [2] - The high-end segment of the infant formula market is growing faster than the mid-range segment, with consumers increasingly prioritizing quality and experience [2] Investment in China - China is a crucial market for the company, and it plans to increase investments in the region while enhancing local market responsiveness [3] - The company is considering moving product testing to China to improve the efficiency of new product launches [3]

Core Insights - Zhang Zhanhong, the new president of FrieslandCampina's professional nutrition division in China, emphasizes the company's successful strategy evidenced by four consecutive years of double-digit growth in the Chinese market [1] - The company is focusing on three core strategies: focus, agility, and cohesion to strengthen its core business and enhance operational efficiency [1] Company Performance - FrieslandCampina's revenue in 2024 decreased by 1.1% to €12.9 billion, while operating profit increased to €527 million and net profit rose to €321 million [3] - The professional nutrition business, including the brand "Friso," saw a revenue increase of 6% to €1.218 billion, with operating profit up by 16.4% to €227 million, driven by strong growth in the Chinese market [3] Market Trends - The overall sales of infant formula are projected to decline by 5.9% in 2024, with a smaller decline of 0.8% in the first quarter of 2025, indicating a potential market recovery [2] - There is a direct correlation between marriage rates and the infant formula market, with a 20% decrease in marriage registrations in 2024, which may impact future birth rates [2] - New consumer trends show that younger parents prioritize milk source, quality, and functionality, seeking natural, organic, and high-quality products [2]

Group 1: Organizational Change Demand - The current demand for organizational change among companies is driven by the need to survive and develop in an economic downturn, emphasizing a "lighter and more agile" state [1] - The concept of organizational change is characterized by extreme front-line pressure, project-based operations, and performance-driven management [1] Group 2: Project Economy - The rise of the project economy is evidenced by the increasing share of projects in Germany's GDP, which reached 41% in 2019 [2] - Only 35% of global projects are deemed successful, indicating significant waste of resources, time, and opportunities [2] Group 3: Shift from Operations to Projects - Traditional operational organizations are seen as rigid, while project-based organizations are linked to long-term value and organic growth [3] - Companies are increasingly shifting to project-based work to seek breakthroughs, as traditional roles hinder innovation [3] Group 4: Conditions for Project Value - For projects to generate business value, they require adequate resources and supportive policies [4] Group 5: Organizational Structure and Resource Allocation - Many companies' projects are under-resourced, lacking the necessary support from middle and back-office functions, which remain bureaucratic [5] - Successful companies are restructuring to empower middle-office functions and deploy business partners to frontline operations [6] Group 6: Incentivizing Project Contributions - The shift towards project roles raises questions about compensation, necessitating a new incentive structure based on contribution rather than traditional salary models [8][9] - The complexity of compensation in project-based organizations requires innovative approaches to ensure fair distribution of rewards [9] Group 7: Project Management Evolution - Traditional project management methods are outdated, focusing too much on standardization and process rather than results [11] - Agile development has emerged as a more effective project management approach, emphasizing customer engagement and iterative progress [12][13] Group 8: Organizational Transformation Challenges - Many companies claim to have adopted project-based structures, but their understanding often differs from the true essence of project management [10] - Successful organizational change requires top-level commitment and careful planning, rather than just enthusiasm from project managers [13]

英国央行首席经济学家皮尔：在应对重大变革时需要"灵活性和敏捷性"。 ...

英国央行首席经济学家Pill：在重大变化面前需要"灵活性和敏捷性"。 ...

Core Insights - The acceleration of technological iteration and deepening industrial integration is driving the evolution of R&D project management tools into strategic assets for corporate innovation [1][2] - The market for R&D project management tools in China is projected to reach 4.15 billion yuan by 2025, indicating significant growth potential for domestic vendors amid a trend towards localization [2][4] Industry Trends - The integration of software and hardware in R&D is becoming mainstream, particularly in sectors like automotive and semiconductors, necessitating enhanced cross-disciplinary collaboration and version synchronization [2][11] - The shift towards cloud-based, digital, and customizable R&D project management tools is essential to address challenges such as process rigidity and data silos [2][11] - The SaaS market for software R&D project management in China is characterized by a high concentration of major players, with Feishu Project, JIRA, and ONES holding 37%, 27%, and 15% market shares respectively [4][6] Tool Categories - R&D project management tools can be categorized into three types: software R&D management tools, hardware R&D management tools, and integrated software-hardware R&D management tools [4][6] - Each category is designed to enhance R&D efficiency and optimize resource allocation, addressing the challenges posed by shortened product innovation cycles and accelerated technological integration [6][12] User Experience Focus - The primary function of R&D project management tools is to systematically construct, analyze, improve, and monitor project processes, thereby reducing management costs and increasing the likelihood of project success [8][12] - Addressing common pain points across software and hardware sectors can unlock further market opportunities for solution providers [8] Future Directions - The digital transformation of R&D is expected to lead to the emergence of process-oriented organizations that enhance operational efficiency and responsiveness to market changes [11][12] - The adoption of Agile Integrated Product Development (IPD) is anticipated to provide greater flexibility in product development, enabling rapid iteration and immediate feedback [12] - The future of R&D project management tools will focus on deep integration with AI, enhanced security compliance, and the proliferation of low-code solutions, transitioning from efficiency tools to strategic digital infrastructure [12]

Core Viewpoint - The company has successfully diversified its market presence and improved operational efficiency through innovation and strategic market expansion, particularly in response to changing trade dynamics with the U.S. [1][2][3] Group 1: Market Diversification - The company, specializing in children's knitted clothing, has shifted focus from a heavy reliance on the U.S. market, which previously accounted for over 95% of its exports, to exploring new markets in Canada, Japan, South Korea, and Singapore [2] - Following the U.S.-China trade tensions, the company proactively sought to reduce its dependence on the U.S. by participating in international textile exhibitions in Germany, France, and Japan, successfully securing new orders despite language barriers [2] - As of early 2023, over 50% of the company's products are now sold in markets outside the U.S., with exports to the U.S. dropping to less than 10% of total sales [2] Group 2: Technological Innovation and Efficiency - The company has focused on technological advancements, developing new processing techniques that enhance product quality, such as antibacterial and stain-resistant baby cotton fabrics, which have increased product value [3] - Implementation of smart manufacturing processes has led to a 20% increase in production efficiency, allowing for real-time monitoring of equipment and production parameters [3] - Industry experts suggest that companies should continue to diversify their international market presence and enhance their production capabilities to capture higher value in the supply chain [3] Group 3: Future Aspirations - The company aims to increase its presence in the domestic market and is exploring opportunities in the "Belt and Road" initiative, targeting markets in Pakistan and Malaysia [4] - Plans are in place to participate in more international trade events to secure additional orders and expand market reach [4]

以下文章来源于食研汇FTA ，作者hot 食研汇FTA . 发现美味、有趣、健康的食品，让食品创新更简单。 2025年5月8-10日，FBIF2025食品饮料创新论坛在上海国家会展中心举办。在包装创新的分论坛上， 来自中国、英国、美国、俄罗斯、巴西等国家的演讲嘉宾轮番上阵，分享全球前瞻的趋势洞察、品牌战 略与包装设计创新理念和案例。 图片来源： pexels 包装的"敏捷设计" 在FBIF2025食品饮料创新论坛的包装创新分论坛，前RBI&可口可乐设计总监Nuno Alves以"快节奏时 代的敏捷设计"为主题，分享了品牌如何在瞬息万变的市场中通过敏捷设计思维保持竞争力。 Nuno Alves 图片来源：FBIF2025食品饮料创新论坛 Nuno Alves指出，灵活性是解决问题的被动调整，而敏捷性则是主动预判并提前构建解决方案的能 力。这种思维转变的关键在于两点： 1）模块化系统： 品牌需抛弃过时的"设计指南"，转而建立可扩展的模块化设计框架。例如，可口可乐 在疫情期间为覆盖11个国家的活动设计了一个"活动底盘"，通过极简主义的通用模板快速适配不同市 场的需求。 2）跨文化协作： 敏捷设计不是"一刀切"，而是 ...

WHITE PAPER 拥抱人工智能时代现代软 件开发实践。 由...赞助 SPONSOR PERSPECTIVE 在当今快节奏的商业环境中，企业快速开发软件应用的能力不仅是一种竞 争优势，更是一项必需品。以更快的速度交付更多软件的压力达到了前所 未有的高度，对于未能跟上步伐的公司而言，潜在的财务和声誉风险也显 著增加。 技术革新正支撑着对快速软件开发的需求。低代码/无代码平台的承诺正在 实现，让企业内部的新用户无需编码技能即可创建任何所需的技术解决方 案。过去需要数月才能完成的项目如今几天内即可完成，这一切得益于能 在几分钟内构建的解决方案和应用。 这种软件开发的速度和效率对于企业在现代数字领域中进行创新、适应和 发展至关重要。然而，这种便捷性和速度也带来了新的挑战。曾经是提高 生产力的途径，如今却为一种新的运营混乱打开了大门。企业必须能够并 自信地快速开发、部署具有先进治理控制的定制人工智能（AI）解决方案 ，以确保业务不会因安全问题而受阻。 在以前所未有的速度进行创新的过程中，企业面临关键问题：速度与控 制能否共存？能否在混合多云基础设施上实施有效且全面的监控？鉴于 应用程序编程接口的激增、不断发展的生 ...