Core Insights - The article emphasizes the need for process manufacturing companies, such as those in energy and chemicals, to make long-term decisions amidst a volatile market environment, highlighting the importance of appropriate technologies to achieve "right the first time" outcomes [1][4] Market Environment - The current geopolitical instability underscores the necessity for local production capacity and flexible supply chains, with significant structural supply-demand shifts occurring [1] - By 2030, the chemical product markets in China and India are expected to grow annually by 7%, with China likely becoming the largest chemical market globally [1] - The Middle East is also projected to see significant growth, with an annual increase of 5% by the end of the decade [1] Challenges Faced - Global chemical companies are facing heightened challenges due to diverging factor costs and environmental regulations, particularly in Europe, where the market has significantly declined in 2023 [2] - European chemical companies are contending with some of the highest energy and raw material costs globally, leading to considerations of shutting down outdated production lines or reducing capacity [2] Key Design Elements for Process Manufacturing - Five critical design elements are identified for process manufacturing companies to focus on: 1. **Capital Roadmap**: High-interest environments typically slow capital expenditures, while declining interest rates can accelerate investment plans [4] 2. **Cross-Network Strategic Planning**: Companies may need to temporarily or permanently close factories or production lines to enhance profitability and cash flow [4] 3. **Manufacturing Plant Allocation**: Precise cost/benefit calculations are necessary when changing production locations, considering factors like workforce availability and capital expenditures [4] 4. **Personnel Planning**: Understanding personnel needs and costs is crucial when operational scopes and manufacturing capacities change significantly [4] 5. **Value Chain Adjustment**: Companies may pursue backward integration to reduce operational costs or streamline compliance processes [4] Prerequisites for Network Redesign - Successful network redesign requires rigorous data acquisition, wise selection of analytical tools, cross-functional collaboration, and a clear decision-making process [7][8] - Stakeholders from various departments should be involved in the redesign process to provide diverse perspectives and insights [7] - Flexibility and agility are essential for maximizing the value of scenario planning, necessitating repeatable models and effective processes to translate insights into actionable roadmaps [8] Conclusion - Despite the challenging environment, if approached correctly, network redesign can enhance operational efficiency and strengthen competitive positioning [10]

最终落脚点，在于解答AI时代最核心的问题——如何构建与培养支撑AI时代需要的人才队伍。 他们强调：正如登顶珠峰不仅需要远见的领导者（CEO）和指引方向的董事会，更离不开登山者（转型 中的中层管理者）与技术专家（熟练运用AI的职工）的紧密合作。 一、第一营地：数据即新石油 历经25年时间，投资数万亿美元的IT基础设施建设[尤其在企业资源计划(ERP)与客户关系管理(CRM)系 统等领域]，让全球企业置身于数据的海洋之中。 然而，我们反复听到的一个问题是，企业数据难以转化为具有可操作性的洞见。基于我们的实践经验， 企业在数据价值转化过程中，普遍存在三大认知误区。 《AI繁荣》 拉维·巴普钠、艾宁德亚·高斯 著 责编| 柒排版| 拾零 第 9073 篇深度好文：5610字 | 15 分钟阅读 随着AI技术在全球的快速发展，众多企业正积极投入智能化转型，期望抢占先机。但技术更新快、战 略方向不清晰以及人才不足等问题，让一个核心挑战更加突出：企业要如何规划和有效推进AI商业化 战略，才能降低失败风险，实现真正的商业价值？ 美国知名的商学院教授拉维·巴普纳与艾宁德亚·高斯在《AI繁荣》中用攀登珠穆朗玛峰的路线作比喻， 详 ...