White Paper

MANUFACTURING NEXT
Intelligent, Agile, Automated,
and Cloud-Enabled

Sponsored by
SPONSOR PERSPECTIVE

The Future Manufacturing Enterprise:

Intelligent, Agile, and in the Cloud
The manufacturing industry is The shift in business models is likely to have far-reaching
experiencing the Fourth Industrial implications not only for the manufacturing industry but also
Revolution, created by the across adjacent industries and segments. For example, in
“combinatorial” effect of waves the automotive industry, the vehicle is a convergence point
of digital technologies peaking for insurance, infotainment, and smart city services, among
together. We see the advent of cyber others, leading to seamless multimodal transportation
physical systems, which are driving models. Similar models can be seen from the convergence of
SUSHEEL VASUDEVAN deep disruption in the industry value aircraft, airlines, airports, and their enabling service provider
HEAD, MANUFACTURING chain on one hand and enabling businesses into a marketplace. From the revenue model
AND UTILITIES BUSINESS convergence of industry ecosystems viewpoint, the operational assumptions of asset ownership
GROUP
on the other hand, leading to are being challenged by fractional ownership, asset-as-a-
TATA CONSULTANCY
SERVICES LTD new digital technology-enabled service, and pay-per-use models in the industrial machinery
capabilities. and shared mobility businesses. There is a need like never
before to understand the rapidly changing market behavior
A brand-new generation of agile and drive organization cultural change to adapt to the era of
organizations with their core competencies being reimagined agile, ecosystem-led, collaborative growth as we have seen in
as digital capabilities are moving to the cloud; embracing the agriculture and chemical businesses.
automation, robotics, and artificial intelligence and
harnessing the abundance of data to create new business As a partner to some of the world’s leading manufacturers,
models that enable personalized customer relationships. The including several Fortune 500 enterprises, we are seeing
rich dividends harvested by these new-generation firms can this change from close quarters even as we participate in
be seen in the form of creation of new customer segments, their transformation and help them embrace technology-led
attraction of capital, and development of innovative products business innovation. The TCS Business 4.0™ thought leadership
and services. framework is acting as a beacon, providing guided redirection
of energy to embrace risk and balance the business models to
The adoption of these new approaches is hastening the achieve targeted outcomes. We see the future manufacturing
shift from the traditional business-to-business (B2B) model enterprise as intelligent, agile, automated, and in the cloud.
toward the business-to-business-to-customer (B2B2C)
model. As traditional manufacturing firms get ready to battle We are pleased to sponsor this research project from Harvard
with the new-age businesses, there is a need for them to Business Review Analytic Services that brings you insightful
reconstruct the traditional linear value chain as an integrated and engaging perspectives from industry and academia on
collaborative ecosystem model. We see the new competitive this exciting journey. Read on.
advantage emerge from the ability to build an intelligent,
insight-driven enterprise that gives rise to new services
and business models and innovative capability-centric
differentiation.
MANUFACTURING NEXT
Intelligent, Agile, Automated, and Cloud-Enabled

Manufacturing is in the midst of a seismic shift, hastened by the FIGURE 1

emergence and convergence of technologies including cloud, big data, TRANSFORMATION TOPS
mobility, blockchain, augmented and virtual reality (AR/VR), machine THE AGENDA
learning, artificial intelligence (AI), and the internet of things (IoT). At A look at the importance of digital
manufacturing
the same time, a complex and uncertain geopolitical and regulatory
environment is increasing pressure on manufacturers to consider more LOW HIGH
PRIORITY
agile and flexible approaches. Increased competition—not only within PRIORITY
the sector but also from adjacent industries and from technology- 10%
driven startups—is also pushing manufacturers to rethink not only AVERAGE
PRIORITY
their systems, processes, products, and services—but also their very
22%
business models.
68%
Among the changes afoot is an evolution from a focus on creating value through
product engineering and operational efficiency to targeting customer centricity
and lifecycle services, from traditional products to smarter ones, and from
conventional B2B approaches to a more involved B2B2C model.
SOURCE: MCKINSEY DIGITAL MANUFACTURING GLOBAL EXPERT
Industry 4.0—what some have called the latest industrial revolution and the next, SURVEY, 2018
and perhaps most transformative, stage in the digitalization of manufacturing—
is taking hold. FIGURE 1 “[This] is a far more complex innovation than was the
internet 25 years ago,” says Marc Sachon, professor of production, technology, and
operations management at the University of Navarra’s IESE Business School. “It
encompasses a broad range of new technologies, both digital and physical, that—
taken together—will enable a significant acceleration of manufacturing processes
while allowing companies to have factories that are able to mass produce and
customize at the same time while being profitable—up to now impossible.”
Leading manufacturers are doing more than digitalizing, however; they are
rethinking their entire value chains and the ecosystems in which they will operate.
Many established brands—including Delphi, Cummins, General Motors, Rolls-
Royce, and Caterpillar—have embraced digital transformation and updated
their business models to stay relevant. Others will need to follow suit. In order
to do so in this dynamic environment, enterprises will need to be increasingly
intelligent, agile, automated, and cloud-enabled. That foundation is necessary
to tap into a host of increasingly intelligent and connected capabilities that can
help manufacturers reimagine not just their products and services but also their
fundamental business propositions.

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 “From there, you can do all kinds of predicting this evolution for some
things: automate different lines, create time, but it’s now moving beyond hype
more flexible processes, reconfigure and happening on the ground.
more quickly, better predict what will
Change is happening in the forms of
happen, improve product quality, and
digitalization, automation, and new
link more closely with suppliers and
and distributed production systems.
customers,” says George Westerman,
These technologies are enabling
senior lecturer at the MIT Sloan School
digital performance management;
of Management and author of Leading
real-time and predictive maintenance;
Digital: Turning Technology into
substantial yield, energy, and
Business Transformation.
throughput optimization; next-gen
robotics and automation; digital twins;
Disruption Comes cyber-physical production systems;
to Manufacturing and more collaborative, connected,
The manufacturing sector has long and agile supplier and customer
been dominated by slim margins and relationships.
moderate returns with a focus on
cost and efficiency as differentiators. After decades of downward pressure
Traditional manufacturing and on price and competition based
production methods, however, are in on operational efficiency, this
the throes of a transformation, with change offers an opportunity for
the potential for not just incremental manufacturers to escape from the
improvements but also exponential downward spiral of commoditization.
change. Industry watchers have been As R “Ray” Wang of Constellation
Research writes, this period of time
“will not only jump-start growth but
will also create the environment for a
TCS INSIGHT manufacturing renaissance.”
Of course, this shift requires significant
investment, leadership buy-in,
TCS AND HONEYWELL: REVOLUTIONIZING THE AERO change management, new skills and
PARTS INDUSTRY WITH ADOBE COMMERCE CLOUD talent, and an appetite to embrace
the risk that comes with disrupting
There are over 20 aerospace e-commerce trading sites today, but no one has figured the business. The full value of new
out how to move the industry to true e-commerce. Honeywell is bringing the ease of capabilities like machine learning,
everyday online buying and selling to the aviation parts industry with GoDirect™ Trade. cloud, and IoT emerges at their
The new e-commerce platform will improve access to new and used aircraft parts for convergence. Piecemeal projects and
airlines, air transport, and business aviation customers by offering transparent pricing pilots deliver only limited benefits;
and the option to buy inventory directly from its website—a first-of-its-kind experience. broad and strategic application is
required for real change. “The old
Previously, buyers looking for aviation parts such as avionics, auxiliary power units, and rules don’t necessarily apply,” says
more would have to call numerous companies, wait days or even weeks to price a part, Dr. Jagjit Singh Srai, head of the Centre
and risk buying from a company that did not have the inventory immediately in stock.
for International Manufacturing at the
On GoDirect™ Trade, Honeywell is using blockchain technology to ensure every listing
University of Cambridge’s Institute for
includes images and quality documents for the exact part being offered for sale, giving
Manufacturing. “The ability to respond
the buyer confidence about purchasing the part. In addition, every part on GoDirect™
to fast-changing market requirements
Trade is immediately available for sale and shipping. There is no need to wait days or
becomes the game changer.”
even weeks for the seller to confirm availability.
ABB, for example, has long been a
Tata Consultancy Services (TCS) played a vital role from ideation to execution of pioneer in digital technology and
Honeywell’s vision of GoDirect™ Trade. Persona-based user journeys, right product fit to automation control systems for its
bring the vision to life, and continuous agile enhancements contributed to meeting the industrial customers and is several
project delivery deadlines. The aerospace marketplace runs on e-commerce technology years into its own transformation.
from Adobe Commerce Cloud, now a part of Adobe Systems Inc. Building upon
“Digital technology has been essential
experience from the Honeywell Aerospace Trading business, GoDirect™ Trade aims to
in our competitive differentiation;
build stronger connections between buyers and sellers. As with similar websites in other
it’s integral to our hardware, our
industries, online reviews of both buyers and sellers are encouraged.
software, and our services. But like
every other company, we are also

2 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
evolving our value chain using digital FIGURE 2
technology,” says Babu Kuttala, group
vice president, data and analytics,
THE AMAZON EFFECT
How companies are preparing the supply chain for rapid change
at ABB. “There is strong momentum
in the manufacturing sector for
Enabling collaboration across the supply chain
digitalization, which opens up
opportunities for new revenue models 51%
and business processes.” Improving forecasting with demand sensing
Meanwhile, Dow—operating in an 44%
industry historically slow to adopt
Leveraging data science for forecasting insights
new technology—is in the midst of
33%
its own renaissance. The 122-year-old
chemical company aims “to become
the most innovative, customer- SOURCE: JDA 2018 INTELLIGENT MANUFACTURING SURVEY
centric, inclusive, and sustainable
materials science company in the
world” after splitting into three parts.
“We are building a foundation of
for group IT. “We had a very strong
cloud capabilities, data analytics,
engineering and manufacturing
and new processes that will enable
culture, but now we see ourselves as
a digital Dow,” says Anna Reuhl,
a technology company, using digital
the company’s director of business
innovation to drive efficiencies and
process architecture and consumer
make smarter decisions.” The next
solutions. “Over the next 10 years, we
five years, adds Stuart Hughes, chief
will see a focus on new technologies
on the edge to gain efficiency and
information and digital officer (CIDO)
of Rolls-Royce, will be focused on using
CHANGE IS HAPPENING
improve customer experience. We
are a B2B company, but some of our
predictive analytics and automation to IN THE FORMS OF
customer-facing capabilities will
start to look more B2B2C. And data
optimize operations and deliver greater
value with fewer resources. DIGITALIZATION,
and IP (intellectual property) will
become more of a product or service A Focus on the Customer
AUTOMATION, AND
in the future, creating additional The increasing demands of customers NEW AND DISTRIBUTED
revenue streams.”
Bekaert, which manufactures
have driven more focus on them in
consumer industries, and that has PRODUCTION SYSTEMS.
taken hold in manufacturing as well.
wire for the rapidly evolving
Manufacturers must make changes
automotive industry, is embracing
now to address rapidly evolving
digital technologies to forge tighter
and increasing customer needs.
relationships both with automakers
FIGURE 2 At Dow, the goal of increased
and within its own supply chain
digitalization is clear: creating a
to increase its agility. “It helps us
digitally enabled value chain to
to accelerate the intimacy we have
elevate the customer experience.
always had as an organization with
“[We want] customers to be able to
our customers and suppliers,” says
come to us just as they would go to
Jan Quagebeur, vice president of
Amazon to get what they want when
enterprise architecture at Bekaert.
they want it,” says Lori Putt, Dow’s
Engine maker Rolls-Royce was one of global senior director of integrated
the first big manufacturers to harness supply chain and consumer solutions.
the power of data and machine learning “It’s about delivering that same
to transform its products into value- experience in the chemical industry.”
added services for its customers—and The company’s digital initiatives,
that work has only accelerated. “One of including increasingly sophisticated
the main cultural shifts is an increasing analytics and experiments with
drive from top down to instill a very blockchain technology, are designed
digital-centric culture within Rolls- to increase productivity, improve time
Royce,” says Ben Wilkinson, the to market, and deliver more modern
company’s head of solution delivery buying experiences.

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“We had a very strong engineering and Industrial conglomerate Honeywell
likewise wanted to create a more user-
manufacturing culture, but now we see friendly online buying experience
for its aerospace customers. Building
ourselves as a technology company, upon its experience in aerospace
trading, the $41.8 billion company
using digital innovation to drive efficiencies utilized blockchain technology to
modernize its online aviation parts
and make smarter decisions,” says Ben sales. The new platform will improve
access to new and used aircraft parts
Wilkinson, head of solution delivery for for airlines, air transport, and business
aviation customers by offering
group IT at Rolls-Royce. transparent pricing and the option
to buy inventory directly from the
website—a first-of-its-kind experience
in the industry. Previously, buyers
hunting for aviation parts such as
avionics, engine parts, or even specific
nuts and bolts would have to call
TCS INSIGHT numerous companies, wait for days
or even weeks to price a part, and risk
buying from a company that did not
have the inventory in stock. The use
DELIVERING PERSONALIZED CUSTOMER EXPERIENCE of blockchain technology ensures
IN THE CHEMICAL INDUSTRY authenticity. Every listing includes
images and quality documents for
Over the past decade, the chemical industry has seen a significant wave of M&A activity. the exact part being offered for sale.
Limited organic growth opportunities in developed markets have led to consolidation In addition, each item is available for
and portfolio realignment among major companies. According to Young and Partners, immediate sale and shipping, and both
these opportunities have resulted in over $650 billion worth of M&A deals (size more buyers and sellers are encouraged to
than $25 million) over the past decade, with over $300 billion of deal closures in the write reviews of their experience.
past two years (2017 and 2018). The complexity of such transactions has also increased
due to multiple mega deals exceeding $20 billion and the growing trend toward the
“merger of equals.”
A Call to Services
Rolls-Royce’s civil aerospace
As the industry continues to be reshaped by M&A, companies that are part of such customers now expect the company
deals need to ensure they focus on the often overlooked but most critical part of the to deliver digital solutions. It was
deal—the customer. Several studies in the past have concluded that almost 50% of once enough to produce an engine
the M&A deals fail to deliver better business value. Customer satisfaction and loyalty and make sure it operated efficiently.
can play a very crucial role in determining the deal outcomes and can also help in Today, “customers want to see all
gaining more opportunities for cross- and upsell. In the “age of the digitally connected that data from the engine; they want
customer,” M&A transformational plans of companies should focus not only on gaining access to and insights from a digital
better synergies, scale, and market access but also on providing a consistent customer twin of that engine to help them make
experience across the merged entities. better decisions,” says Rolls-Royce’s
Wilkinson. “And we’re delivering that
TCS was part of the transformational effort of one of the mega M&A deals in the chemical
information not just through user
industry to create a “web presence” for the separate business entities, shaped after the
interfaces but also APIs to provide
deal. Deploying agile methodology, TCS helped create a unified online digital experience
them access to intelligence to help
irrespective of the origin of the brand. The resulting system provides a browsing
them run their business.”
experience based on analytics of the users’ habits and interests. It also provides a
precise tracking of how each product advertisement is reaching the customers and thus For example, Rolls-Royce offers
helps in quick planning of changes required in the promotion and enables a campaign airlines advanced data analytics
targeted on a “segment of one,” referred to as personalization. The implementation to track factors such as passenger
resulted in strong customer engagement and improvement in turnaround time for load, fuel burn, wind speed,
new customer experiences. This is the new world of MARTECH—marketing enabled altitude, and weather patterns, and
by technology. Reduction in downtime, cloud shift, agile execution, and change in to make predictions to reduce fuel
technology solutions stack helped in reducing operational costs. The agile model of consumption across their fleets.
systems transformation was one of the key elements in making this initiative successful. They’ve also implemented analytics to
enable better predictive maintenance

4 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
 FIGURE 3
processes. “That’s given us better
ability to manage efficiency of our FUNCTIONAL IMPACTS OF DIGITALIZATION
maintenance shop, aligning staff and Manufacturers are prioritizing supply chain, product development, and production.
inventory,” says Wilkinson. “We’re
now looking to take that a step further Supply chain
to predict when specific parts of an 55%
engine will need to be replaced so we
can do things like just-in-time delivery, Product development
reducing the time and disruption 48%
related to engine maintenance for
our customers.” Production
43%
In order to deliver better customer
experiences and solutions, Strategy
manufacturers are working to increase 41%
efficiency in their supply chains
and better connect with both their Finance
suppliers and customers. Indeed, the 37%
supply chain is the leading focus for
digitalization efforts in the industrial SOURCE: STANTON CHASE 2018 GLOBAL INDUSTRIAL EXECUTIVE SURVEY
sector. FIGURE 3
Bekaert makes products that are
Hughes says, “but with the modern
crucial in the reinforcement of tires.
customer expectation for speed
The quality of steel that goes into
and agility, we have to be very open
the wire it produces can impact its
with one another.”
customers’ production processes.
“Better connecting and integrating Dow’s value chain involves thousands
with tire manufacturers to increase of raw material suppliers along with
cost efficiency and quality on both hundreds of service providers that
sides is a selling argument for us,” says help move their goods around the THE SUPPLY CHAIN IS
Bekaert’s Quagebeur. To do that, the
company exchanges data not only with
world. The company has been working
to create end-to-end connectivity THE LEADING FOCUS FOR
its customers but also with its steel
suppliers so that they can adapt their
with suppliers, logistics providers,
and customers to create a more
DIGITALIZATION EFFORTS
production quality to Bekaert’s end
customers’ needs more effectively.
demand-driven approach to its supply
chain operations. As Dow works to
IN THE INDUSTRIAL
“We link their data with our shop floor
to understand what the circumstances
ensure visibility with customers and
logistics providers, it is creating an
SECTOR.
are that might help them produce end-to-end connectivity of the value
a more enhanced quality of steel,” chain. Creating such a fully integrated
Quagebeur adds. digital supply chain takes significant
investment and effort. Only a minority
Rolls-Royce is making similar
of companies have achieved such
inroads with its suppliers. “One of
integration today. FIGURE 4
the most difficult things we face in
manufacturing today is managing
the short lead time of customers with Tapping into a New
the long lead times of suppliers,” Tech Ecosystem
says Hughes, the company’s CIDO. Many manufacturers have spent
“The way that is playing out [at Rolls- the past few years evolving their
Royce] is that our supply chain is application and usage of existing
becoming much more integrated— enterprise technologies such as ERP
both in terms of mindset and IT in order to extract the full value of
systems.” By opening up systems, those systems and get a better data-
Rolls-Royce’s suppliers can see when based picture of their operations.
the priorities of its customers change With that foundation in place, they
and make adjustments accordingly. have the opportunity to explore a
“In the past, manufacturers tended host of emerging digital capabilities
to treat their suppliers with mistrust,” that will accelerate their Industry

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FIGURE 4
4.0 evolutions. “There is a whole raft
SUPPLY CHAIN INTEGRATION of new technologies: automation,
Where organizations are today robotics and co-bots, machine learning,
and analytics connecting digital
We have adopted some digital supply chain functions, but these are not fully integrated. information through organizations
34% and through the supply chain,” says
the University of Cambridge’s Srai.
We are exploring digital options, but have not begun integration efforts. “Manufacturers are going through a
30% phase of technology experimentation.”
We operate a fully integrated digital supply chain. Adoption of emerging technology
18% in other sectors has been rapid and
rampant—in large part because they
We are pre-digital.
were disrupted by digital upstarts
18% much sooner. Manufacturers have
only recently begun tapping into this
SOURCE: JDA 2018 INTELLIGENT MANUFACTURING SURVEY new technology ecosystem, which
can be challenging. In January 2019,
IoT Analytics identified more than 300
leading vendors that supplied new
products and services that are driving
TCS INSIGHT the Fourth Industrial Revolution.
Keeping on top of the fast-moving
tech space is one of the Rolls-Royce
EMBRACING SAFETY WITH TIRE MONITORING SYSTEMS IT group’s biggest struggles. “Part of
In the modern era of connected and autonomous vehicles, “sensorization” of the issue is seeing the woods for the
components has led to the integration of real-time information on vehicle and trees,” says Wilkinson. “There is a huge
environmental aspects such as traffic and road conditions with vehicle dashboards and set of technologies we could pick, but
driving systems. As a result, smart tires with embedded sensors are moving beyond the we’ve found it better to talk to others
traditional tire pressure management system (TPMS) applications. and rely on our partners to make the
most informed choices. The idea of
Tire-related crashes claimed 738 lives in the United States in 2017, according to the collaboration and being tech-aware
National Highway Traffic Safety Administration website. Due to a surge in accidents, becomes ever more crucial.” The days
TPMS became a legal requirement for all the vehicles sold in the U.S. in 2007 and in the of relying on a couple of enterprise
European Union in 2014 in order to alert the drivers of underinflation events. Properly architects to plan for the future are
inflated tires maximize tire life by 4,700 miles and save 11 cents per gallon on fuel. over. “We increasingly need to build
For truck and bus fleet operators, tire monitoring systems have helped reduce the strong networks and continually review
overall operating costs while improving fleet safety. Tires used in off-road applications and assess our choices,” Wilkinson
such as construction, earthmoving, and mining are expensive and designed to carry says, “and make sure we have the right
heavy loads. The optimal usage of these tires has a significant impact on fuel and tire architecture in place that allows us to
maintenance costs. switch new technology in and out.”
TPMS offers information on the tire temperature, which helps indicate misalignment In late 2017, Rolls-Royce launched its
of wheels and senses acceleration and direction of wheel spin. The system reports R2 Data Labs, which is an acceleration
dangerous conditions of the tires and alerts if any need to be replaced. Additionally, tires hub for data innovation. A small
can help keep a check on environmental factors such as the road surface conditions. team is tasked with looking at new
When integrated with the vehicle control system, TPMS helps the drivers adjust their technologies to solve difficult business
driving style for the tire and road surface conditions. problems. “It’s one of the important
ways we understand the opportunities
TCS has worked with a leading tire manufacturer to build a tire monitoring system of new technology,” Hughes says. “Test
based on cloud storage that enables tracking of real-time information on tread depth, and learn, test and learn.”
inflation pressure, and other key parameters. Mobile-enabled advanced reporting
indicators such as cost-per-hour, cost-per-ton, and so on help operators optimize tire While the company would be unlikely
performance and lower operating costs, thereby creating a win-win situation for tire to consider a small startup to support
manufacturers and their customers. core business processes, it nonetheless
engages them to solve one-off
problems. For example, it invited
advanced analytics companies to
determine the best way to position its

6 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
“THERE IS A WHOLE RAFT OF NEW
TECHNOLOGIES: AUTOMATION,
ROBOTICS AND CO-BOTS, MACHINE
LEARNING, AND ANALYTICS CONNECTING
DIGITAL INFORMATION THROUGH
ORGANIZATIONS AND THROUGH THE
SUPPLY CHAIN.” DR. JAGJIT SINGH SRAI,
UNIVERSITY OF CAMBRIDGE

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 TCS INSIGHT

BUSINESS 4.0™: DIGITAL TECHNOLOGIES DRIVING THE FOURTH INDUSTRIAL REVOLUTION

Through its Business 4.0™ thought leadership framework, TCS TCS’ research1 brings forth a few lessons to guide manufacturers
helps clients leverage digital technologies in their growth and as they progress on their Business 4.0™ journey:
transformation journey. The framework defines the transformation
efforts required to build the differentiating competencies that New Businesses and Business Models Mean Everything
drive competitive advantage in the digital era. Big data analytics, It is no exaggeration to say that the rise of digital technologies
artificial intelligence, and the internet of things, which have peaked threatens traditional manufacturers with extinction. Many
together, are now being combined with an elastic cloud-enabled established brands have embraced digital transformation and
scalability to create cyber-physical systems. These systems are updated their business models to stay relevant. Others must
now the major drivers of the Fourth Industrial Revolution. prepare to follow suit.

Digitally “prepared” organizations are in a better position to Strong Leadership Is Key to Business 4.0™
harness the abundantly available resources, talent, capital, and To adopt the Business 4.0™ behaviors vital for transformation
more important, data for their new businesses and operating and for success in the digital world more broadly, strong and
models. Firms that have adopted the Business 4.0™ behaviors— consistent messages from the top are required. Without this,
driving mass personalization, embracing risk, leveraging the entrenched risk aversion can defeat ambitions to develop
ecosystem, and creating exponential value—will not only offer new revenue streams or to share data and germinate ideas in
their clients better value but will also enhance their financial platform-based ecosystems.
performance.
Agile Should Guide Businesses from the Factory Floor Up
TCS recently surveyed 1,231 respondents from firms across Agile practices benefit manufacturers across the business, not
11 industries and 18 countries to understand their digital just in the IT department. Accelerated development and fail-fast
transformation plans. The sample included 186 executives from approaches make it easier for managers to experiment with new
the manufacturing sector. Manufacturers that have adopted product and service ideas.
Business 4.0™ behaviors assert that their top and bottom lines
have seen a direct benefit. They are also finding that inculcating For Process Redesign, Think Machine First™
such practices in their corporate cultures sets them on the path to Business 4.0™ demands that automation technologies, already
delivering higher business growth and not just greater efficiency. prominent in product development and on the shop floor, become
The barriers to progress can be formidable, particularly where the default in executing all processes in the business.
these involve people and culture, but the industry’s strengthening
digital foundations offer hope that they can be surmounted.

Embrace Risk Drive Mass Customization

CLOUD INTELLIGENT

ABUNDANCE

AUTOMATED AGILE

Create Exponential Value Leverage Ecosystems

1 To learn more, visit www.business4.tcs.com/manufacturing

8 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
turbine engines in the kiln to increase development and fail-fast approaches
yields and lower failure rates. “It was a make it easier for companies to
point problem, not a system we would experiment and improve upon new
need forever,” says Hughes, “and they product and service ideas.
brought special skills, a hunger, a
Dow likewise has digital innovation
different attitude.”
centers prototyping, piloting, and
scaling the use of new capabilities THE DAYS OF RELYING
Beyond Pilot Purgatory
As manufacturers embrace new
in the areas of AI, robotics, big data
analytics, blockchain, and more.
ON A COUPLE OF
technology capabilities and partners,
“the key challenge is the change of
Rolls-Royce’s R2 Data Labs has mixed-
discipline teams of data experts
ENTERPRISE ARCHITECTS
mindset: from mechanical engineering
to computer science,” says the
working in collaboration with other
teams across the company. They utilize
TO PLAN FOR THE
University of Navarra’s Sachon. “Even
more importantly, they need to learn
DevOps practices to explore data,
uncover and test new ideas, and turn
FUTURE ARE OVER.
to modify their business models.” those ideas into new predictive, data-
Manufacturers are doing significant based services in areas such as asset
experimentation in this Industry 4.0 availability, efficiency, maintenance,
era. “But they are struggling with and compliance.
adoption,” Srai observes. “There’s
Perhaps most importantly,
a phrase we use—pilot purgatory.
organizations need leaders with a
They conduct some very nice pilots
strategic vision for transformation
that make their organizations feel
in order to move beyond the
that they’re not missing the boat.
experimentation phase to enterprise
But they fail to scale up.” While the
transformation. At Rolls-Royce, for
majority of manufacturers surveyed
example, digital strategy has been
by McKinsey in 2018 had completed
elevated to an executive-level priority,
digitalization pilots in the areas
and the leaders created new functions
of connectivity, intelligence, and
within the business to ensure that
automation, fewer than 30% of them
there is continued focus on it.
had completed enterprise-wide
implementations. FIGURE 5
ABB has always had a strong
engineering culture. In 2016, the FIGURE 5
company began to bring more digital
leadership on board to infuse the MANUFACTURERS STRUGGLE WITH ENTERPRISE-WIDE
company with more of a digital
mindset. “The digital world innovates
DIGITALIZATION
Doing pilot studies doesn’t necessarily speed up adoption.
at a pace that is much faster than the
physical world. As digital represents At what stage are you in adopting specific digital manufacturing solutions at your company?
an increasing share of the value
proposition of manufactured products,
this leads to a culture clash in
• •PILOT COMPANY-WIDE ROLLOUT

established manufacturing companies, Connectivity (solutions that improve and facilitate operational performance, management, and collaboration,
such as augmented reality or digital performance management)
as they have to shift mindset
64%
from ‘100% reliable’ to ‘testing on 23%
client,’” says Sachon.
Intelligence (applications such as analytics, prediction models, and digital twins of products and processes to enable
ABB did what Srai says many leading predictive maintenance or demand forecasting, for example)
manufacturers have done: create
70%
a separate unit to explore and 29%
expand the use of game-changing
technologies. In that way, legacy Flexible Automation (solutions that use new digital equipment to increase efficiency through flexible deployment in the
production system, such as autonomous guided vehicles or robotic exoskeletons)
processes and cultural norms don’t
hinder transformational efforts. 61%
24%
Indeed, agile practices benefit
manufacturers across the business, not
just in the IT department. Accelerated SOURCE: MCKINSEY DIGITAL MANUFACTURING GLOBAL EXPERT SURVEY 2018

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Industry 4.0 also demands a new approach As ABB links machine data with ERP
data, it will be able to optimize the
to adopting, implementing, and optimizing factory floor.
Industry 4.0 also demands a new
new technology applications—one that is approach to adopting, implementing,
and optimizing new technology
increasingly intelligent, agile, automated, applications—one that is increasingly
intelligent, agile, automated,
and cloud-based. and cloud-based.
Many of the advances Rolls-Royce has
made have also been enabled by the
cloud. “We have a cloud-first strategy
in many areas,” says Wilkinson. “For
example, our Monte Carlo simulations
A Foundation for for predictive maintenance are very
Sustained Change computationally complex and would
In order to take advantage of these be expensive if we weren’t able to use
increasingly advanced digital cloud computing on demand. It not
capabilities, manufacturers need a only saves us money but also reduces
modern IT environment. “You need the barrier of entry to do these things
an infrastructure that allows you to in the first place. We’re now able to
collect all the data from different types use big data and IoT and connect our
of sensor devices and integrate it and systems to our assets and process it all.”
analyze it. That is a big challenge,”
Rolls-Royce first began using machine
says Tom Davenport, President’s
learning to provide customers with a
Distinguished Professor of IT and
full-service package for its engines two
Management at Babson College and
decades ago. As it is able to process
digital fellow at the MIT Center for
even more of the data it collects, it
Digital Business. “It’s one of the big
can begin to predict when an engine
reasons why IoT has yet to take off in
is likely to need attention and address
a bigger way.”
it before it fails, so airplanes spend
Clean, extractable data and a robust more time in the air and less on the
data management discipline are ground. It is also able to use AR/VR
needed. “It’s a challenge, but we to guide engineers remotely through
know it’s something we had to do,” repairs out in the field and will be
says Kuttala. Success in Industry 4.0 using the same technology to upskill
initiatives is in part determined by its workforce and reduce error rates. It
the quality of data available. Bekaert’s also has plans to apply AR to validate
Quagebeur strongly agrees. “We have quality during assembly. Data being
seen quite a few analytics projects hit collected on digital twins of its engines
roadblocks because of data quality is also being used heavily to guide
issues,” he says. “That puts even more informed decisions on the design of
pressure on us to further digitize and future engines.
MANUFACTURERS HAVE automate our shop floors.”

SIGNIFICANT WORK TO ABB has been implementing

cognitive computing and machine
Smarter, Nimbler Manufacturing
A modern IT infrastructure and
DO TO FULLY CONNECT learning capabilities to improve
factory floor productivity. “We are
approach is also enabling those in
manufacturing to adopt transformative
NEW AND EXISTING focused on developing common
information models and master data
technologies on the shop floor. Smart
robotics, increasing automation,
DATA STREAMS TO management practices. This ensures and additive manufacturing are all

THEIR SUPPLY CHAINS, data quality and integrity so that

we can link data seamlessly within
integral to the future of manufacturing,
says Sachon. “Their impact will be

PRODUCTION FACILITIES, our business process value chain,”

Kuttala says. “Information models
significant, as they change the playing
field at the physical level, allowing
AND EMPLOYEES. are the foundation of digitization.” for acceleration,” Sachon adds.

10 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
“Real-time data in itself is useless if you FIGURE 6
cannot act on it.” A FUTURE FOR CONNECTED FACTORIES
Manufacturers have significant work Most manufacturers have significant opportunity to connect their factories.
to do to fully connect new and existing
data streams to their supply chains, • •2017 2022

production facilities, and employees. Fully connected data to production, supply chain, and workers
FIGURE 6 In addition, this next phase 43%
of manufacturing demands that 64%
automation technologies, already
Data captured from multiple sources but remains in silos
prominent in product development
27%
and on the shop floor, become the 19%
default for all process execution in the
Some data being captured, but there is no connection to systems or staff
business. Moving more boldly in this
21%
direction to upgrade old equipment 11%
and digitalize production requires
a roadmap for the future to guide
No connected machines, sensors, or mobile devices
investments, solution choices, and 8%
6%
implementations.
Bekaert has implemented data lakes SOURCE: ZEBRA TECHNOLOGIES 2017 MANUFACTURING VISION STUDY
at its plants, where data science
professionals help managers assess
and improve operational effectiveness
based on the correlation of data from around the world while maintaining FIGURE 7
back-end enterprise systems with that knowledge centrally, while additive
from programmable logic controllers manufacturing changes the economics DIGITAL TWINS POISED TO
(PLCs)—the computers that monitor of production. “Normally companies TAKE OFF
inputs and outputs and make logic- seeking economies of scale would Current or near-future implementation of
based decisions for automated centralize manufacturing,” says digital twins is apparent in organizations.
processes and machines. Srai. But both digital twins and 3D
printing present an opportunity to
Digitalizing and automating factories
distribute production and explore
requires significant investment,
making more customized products.
particularly with many of the older
assets in place at Bekaert. “We have
“We may see manufacturers move 13% 62%
toward micro factories enabled by
a global footprint with a legacy
digital twin technology producing a
history of machinery,” Quagebeur
variety of products,” Srai says. “We’re
says. Indeed, sunk costs in existing
working with a number of facilities of organizations of IoT users are
assets have been a hurdle for many implementing either in the process
embracing smaller-scale production
manufacturers. But the returns for internet of things of establishing
lines for fast-moving consumer goods (IoT) projects use digital twin use or
Bekaert have been substantial. “We see
and assembling products using 3D digital twins today. plan to do so.
significant advantage in bringing data
printing technology.”
analytics nearer to the shop floor,” says
Quagebeur. “There is also potential in Over time, that could transform
SOURCE: GARTNER IOT STUDY, 2018
digitalizing and automating our whole the way manufacturers think about
shop floor so we are much quicker operations. “Large-scale remote
in responding to incidents and can factories become less attractive
free up operators to focus on higher- and smaller, regional operations
value work.” That not only increases become more desirable. Response
efficiency and uptime, Quagebeur times become faster. Holding large
says, but also can deliver substantial inventories becomes unnecessary,”
energy savings. says Srai. “When [that is] combined
with digitalization, manufacturers
Technologies like digital twins and
can become faster and more agile in
3D printing are also opening up new
responding to real market demand
ways of thinking about manufacturing.
with a completely different, connected
Digital twins, which Gartner predicts
supply chain that can enable them to
will soon enter mainstream use, FIGURE 7
identify individual preferences.”
create the ability to distribute capacity

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 TCS INSIGHT

CONNECTED CARS 4.0: AGILE, INTELLIGENT, AUTOMATED, PERSONALIZED,

AND IN THE CLOUD
SBD Automotive is a global team of specialists in automotive It is no longer about simply connecting the vehicle, but about
technology research. For more than two decades, SBD has the value that connection adds on a daily basis so the vehicle
focused exclusively on connected, autonomous, and secure experience gets better over time, much like a consumer expects
cars. Its industry thought leaders and experienced professionals from his/her mobile device. Forward-looking automakers are
understand the day-to-day challenges the industry faces. Through leveraging connectivity, software-as-a-service, and platform-
a unique understanding of the “bigger picture,” SBD helps as-a-service enablers from leading partners like TCS to enable a
anticipate opportunity and avoid unnecessary costs. 4.0 connected car experience and enable groundbreaking use
cases, such as:
Automotive manufacturers face incredible opportunities (and
challenges) when it comes to optimizing the value of connected • Shared Mobility: Leading car-sharing service providers already
cars, as do critical stakeholders such as dealers, mobility service leverage fully connected cars to unlock and start vehicles,
providers, third-party developers, and most importantly, the create analytics to optimize asset locations, and increase
vehicle owner and enabling a better and safer overall end-user utilization as well as to offer advanced connected services to
experience. drivers and passengers.
For the first time since automakers started to integrate cellular • Over-the-Air (OTA) Updates: These include remotely updating
phone connectivity into vehicles, beginning in 1996, the questions and fixing software code on the vehicle, keeping navigation
are no longer whether we can or should connect cars. Based on map content fresh, reducing trips to the dealer, adding new
SBD Automotive forecasts, 42% of all new vehicles sold in 2019 features on demand enabling new revenue streams, and
globally will be shipped with a built-in connection to the cloud, personalizing the vehicle—especially important for increasingly
and by 2025, that number will nearly double (82%). shared assets.
• External Data Monetization: This refers to selling or trading
connected car data to third parties—connectivity unlocks new
revenue streams, but partners must manage complex privacy,
WHY WILL NEARLY ALL CARS GET CONNECTED? consent management, and regulatory challenges.
• Advanced Diagnostics and Prognostics: Leveraging
DRIVING STYLE
connected car data offers internal benefits such as reducing
SECURITY
NAVIGATION
warranty claims by predicting failures before they occur,
INFOTAINMENT improving overall vehicle quality, and accessing data for future
MAINTENANCE vehicle development.
CONVENIENCE
SAFETY • Autonomous Vehicle (AV) Fleets: AVs on the road need to
EV SPECIFIC share new observations about their surrounding environment,
CONSUMER
APPEAL improve their AI algorithms, and enable a near real-time
learning loop in the cloud, which feeds other vehicles through
robust connections.
OEM BENEFIT B2B DATA
SALES • Electric Vehicles: Connectivity and real-time data are
REMOTE SOFTWARE
UPDATES
absolutely essential for communicating with the charging
REDUNDANCY
OPTIMIZATION infrastructure and grid, optimizing the time to charge,
WARRANTY identifying station locations and availability, and remotely
ANALYSIS
RECALL managing and optimizing battery systems.
MANAGEMENT

USAGE-BASED CRM TCS plays a key role in working with leading automakers and its
DESIGN AND AV
OPTIMIZATION partners around the globe in enabling innovative solutions to fully
AFTER-SALE leverage the promise of vehicle connectivity, cloud, and analyzing
REFERRALS
the underlying data enabling the promises of Connected Cars
4.0—agile, intelligent, automated, personalized, and in the cloud.
SOURCE: SBD AUTOMOTIVE, WWW.SBDAUTOMOTIVE.COM

12 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
“It makes sense that this intelligence FIGURE 8
and rapid reconfiguration will
allow much smaller batches and
MANAGING CHANGE
Most important skills for leaders working on Industry 4.0 projects
even custom manufacturing,” says
Westerman. “Just as marketing is Change-management skills
rapidly evolving toward an analytics- 42%
enabled way of addressing market
segments of one, manufacturers may Cross-functional management
be able to do the same.” 38%

Technical skills
Workforce 4.0 12%
Industry 4.0 transformation can be
enabled by new digital capabilities and Motivational skills
increased intelligence and automation 4%
on the shop floor. However, the
biggest hurdle to transformation is not High ethical values
technology but people. “The change in 2%
mindset required to make this work is Other
substantial,” says Quagebeur. 2%
Legacy cultures and skills have proven
to be significant issues across the SOURCE: STANTON CHASE 2017 GLOBAL INDUSTRIAL SURVEY: LEADERSHIP IN THE INDUSTRIAL LANDSCAPE
industry. “Manufacturers are finding
they have a skills deficit—and not just
on the shop floor, at every level in the
organization, all the way up to senior Manufacturers should expect—and
management,” says Srai. “Yes, there’s know how to manage—resistance to
a general deficit in digital skills, but all change. FIGURE 8 To adopt new behaviors
this is a secondary issue to how you vital for transformation and adapt to
manage this level of transformation the digital world, strong and consistent
where technology is changing so messages from the top are required.
quickly beyond what you understand.” Without this, entrenched risk aversion
It’s taken time for Rolls-Royce to can defeat ambitions to develop new
build a “prevailing digital culture” revenue streams or to share data and
in an engineering organization with germinate ideas in platform-based
a 100-plus year history. “We had ecosystems. That has been the case
to think carefully about the best at Rolls-Royce where, Wilkinson says,
way to promote digital culture and there has been an “increasing drive
engagement,” Wilkinson says. “We from the top down” to instill a very
created a digital community and made digital-centric culture.
digital training available so people had “An interesting cultural shift has
access to various ways to learn.” In the happened here. We have 2,000 people
beginning, many employees had little working on big data and digital at R2
understanding of what new analytics Data Labs. But we are also offering
tools could do, for example. “When courses and training for non-IT people
new systems come through, that can to learn about the opportunities
be a real shock,” says Hughes. digital offers, to go through agile boot
camp, or understand how user-centric
More immersive learning has proven
design can enable users to create new
valuable, sending new users to work in
technologies quickly,” Hughes says.
another division already applying new
systems or processes or using VR or Design thinking has also been a game
minimally viable products that enable changer in the cultural shift from
employees to try the new technologies engine manufacturer to tech company.
before they are fully implemented. “We can take a problem and work as a
“Because once the system is live, they group to solve it in the simplest way,”
need to be able to change and adapt says Hughes. “Of course, that works
their ways of working,” Hughes says. well for developers. But the true value

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“Industry 4.0 is not one but many new technologies that have to be
orchestrated across the global value chain. This is a highly complex
undertaking, and so it will not come overnight,” says Marc Sachon,
professor of production, technology and operations management at
the University of Navarra’s IESE Business School.

FIGURE 9 Westerman. “Reskilling is becoming

COMBATING A GLOBAL TALENT SHORTAGE a new priority for firms, and digital
is providing new opportunities to
What are the most effective methods of developing skills and competencies for successful
transformation? do it well,” Westerman says. FIGURE 9
Those companies that are unable to
do so may find themselves dependent
Reskilling
on consultants or vendors for the
49%
capabilities required, Westerman adds.
Collaborating with industry partners
36% The Way Forward
Much of the new technology and
Supporting job rotation
27% processes adopted by manufacturers
in the past have been incremental
Collaborating with educational institutions and experimental. But leaders
27% are recognizing that they need to
embark on a strategy for end-to-end
transformation. “Within five to 10
SOURCE: MANUFACTURING IN MOTION: TRANSFORMING FOR A NEW INDUSTRIAL ERA, THE ECONOMIST INTELLIGENCE UNIT, 2017
years, we will see significant adoption
of digital technologies, automation,
and emerging production technology,”
says Srai. “That means adoption needs
is in working with nontechnical teams
to happen in the very near term. If
where, with the facilitation of design
it’s not in your plans in the next three
thinking coaches, they become part
years, you will be part of the legacy
of the process and the changes are
manufacturing story.”
less scary for them.” The best way to
get people on board is to demonstrate The road to Industry 4.0 will be a
to them a “sea change in operations long one, but leading manufacturers
that enables them to imagine what are already seeing benefits from their
was previously unimaginable,” says investments in new technologies,
Wilkinson. “It’s very powerful to be processes, people, and skills.
able to go into parts of the business, “Industry 4.0 is not one but many
show them what is possible with big new technologies that have to be
data or cloud, and then witness their orchestrated across the global value
realization that it could materially chain. This is a highly complex
affect or transform their area of undertaking, and so it will not come
the business.” overnight,” Sachon says. “The overall
effect will be an increased agility of
To get to that point, of course,
global value chains.”
manufacturers need people with
the digital skills to envision what’s
possible. Many companies may
need to look to consultants or
technology providers for this, observes

14 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
THE BEST WAY TO GET PEOPLE ON
BOARD IS TO DEMONSTRATE TO THEM A
“SEA CHANGE IN OPERATIONS THAT
ENABLES THEM TO IMAGINE WHAT WAS
PREVIOUSLY UNIMAGINABLE,” SAYS
BEN WILKINSON, HEAD OF SOLUTION
DELIVERY FOR GROUP IT AT ROLLS-ROYCE.

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There are a number of actions that SHARE SUCCESSES WIDELY. This shift will require strategic vision
manufacturers can take to accelerate Fear, uncertainty, and doubt naturally to move from pilots to enterprise
their transformations today. accompany significant change. adoption, new skills and talent to
One of the best ways to overcome deliver on that vision, and an appetite
GATHER BASELINE DATA ON
EXISTING OPERATIONS. organizational resistance to change for risk and experimentation necessary
is to celebrate victories and make the to overcome inertia and shake up
“You’ve got to know what’s happening
possibilities—and their benefits to the status quo. But the biggest risk,
in your systems and processes first,”
areas of the business and individual it seems, is not embracing this new
says Westerman. “Take advantage of
employees—clear. paradigm of manufacturing for the
existing monitoring systems, gather
post-digital future.
the data, and from there you can RETHINK TRADITIONAL TRAINING
begin to think about digitization and AND UPSKILLING.
automation and restructuring.” Industry 4.0 can fundamentally alter
a multitude of roles. Employees will
BUILD A STRONG IT FOUNDATION.
need to get comfortable with new
Technologies like machine learning,
ways of working sooner rather than
AI, and IoT demand a modern
later. Immersive forms of learning—
technology environment and sound
spending time in areas of the business
data management to provide value.
that are already working in new
Manufacturers who are further along
ways, AR/VR assisted training—can
in their transformations first addressed
prove more effective than traditional
their existing enterprise systems and
training programs.
processes, ensuring that they can
support the data life cycle needs of START WITH ONE OR TWO
these technologies. TRANSFORMATIONS TO
PROVE IT WORKS.
DEVELOP AN INNOVATION ECOSYSTEM.
Prioritize areas that can unlock
Think about the types of skills and
several waves of potential value
technologies that hold the most value
and then consider building on
for the organization, and begin to
those successes for exponential
partner with startups, innovators,
growth. Initial successes can serve
providers, universities, suppliers,
as proof points, leading to a greater
and customers who are exploring
willingness to take a chance on more
the same areas.
substantive investments.
CULTIVATE A DIGITAL CULTURE.
STRIVE FOR ONGOING ITERATION.
Historically, manufacturing has been
Industry 4.0 technologies are evolving
about repeatable processes, increasing
rapidly, and the opportunities for new
efficiency, and cutting costs. This new
processes, products and services, and
manufacturing era, however, requires
even business models will continue to
new thinking. Many manufacturers
emerge over time. Those organizations
have created entirely new business
that approach this period as an
units to drive the kinds of change
opportunity for learning and growth
required for digital transformation
and integrate lessons learned over time
and then seek to scale that throughout
into their long-term strategies are more
the enterprise.
likely to succeed in the future.
EXPERIMENT HEAVILY;
SCALE SELECTIVELY. Manufacturing is at a tipping point. It’s
become clear that the old approaches—
Industry 4.0 offers nearly endless
wringing additional costs and
opportunities that manufacturers
efficiency out of the system—have
might benefit from. But no one
reached a point of diminishing returns.
company can—or should—pursue
At the same time, an abundance of
them all. “Understanding what
increasingly sophisticated technology
the most important things are to
capabilities now exist that are enabling
your company is crucial,” Srai says.
forward-thinking companies to
“Manufacturers must go through a
reimagine their operations, their
phase of experimentation to very
products and services, their customer
quickly identify which make the most
and supplier relationships, and even
sense for them.”
their fundamental value propositions.

16 Harvard Business Review Analytic Services White Paper | Manufacturing Next: Intelligent, Agile, Automated, and Cloud-Enabled
ABOUT TCS MANUFACTURING BUSINESS UNIT
As a preferred partner, TCS helps leading manufacturers globally to future proof their business
through strategic interventions and transformation programs. Leveraging its rich experience across
the manufacturing value chain and the ability to connect the boardroom to the shop floor, TCS
Manufacturing Business Unit (MFG BU) brings to them a vision of the “Manufacturing of the Future” and
a complete implementation road map to realize their aspirations. Helping customers leverage new-age
digital technologies to drive growth and transformation while continuing to work with them to reduce
operational expenditure and drive increasing levels of efficiency and productivity enables TCS MFG BU to
build capabilities for their sustainable growth.
 hbr.org/hbr-analytic-services

ABOUT TATA CONSULTANCY SERVICES

Tata Consultancy Services (TCS) is an IT services, consulting, and business solutions organization that has
been partnering with many of the world’s largest businesses in their transformation journeys for the past
50 years. TCS offers a consulting-led, cognitive-powered, integrated portfolio of business, technology,
and engineering services and solutions. This is delivered through its unique location-independent, agile
delivery model, recognized as a benchmark of excellence in software development.

A part of the Tata group, India’s largest multinational business group, TCS has over 450,000 of the world’s
best-trained consultants in 46 countries. The company generated consolidated revenue of US $20.9 billion
in the fiscal year ended March 31, 2019, and is listed on the BSE (formerly Bombay Stock Exchange) and
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work with communities around the world have earned it a place in leading sustainability indices such as
the Dow Jones Sustainability Index (DJSI), MSCI Global Sustainability Index, and the FTSE4Good Emerging
Index. For more information, visit www.tcs.com.

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