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1、Empowering Small and Medium-Sized Enterprises through Digital Business Model InnovationW H I T E P A P E RM A Y 2 0 2 4Images:Getty ImagesDisclaimer This document is published by the World Economic Forum as a contribution to a project,insight area or interaction.The findings,interpretations and conc

2、lusions expressed herein are a result of a collaborative process facilitated and endorsed by the World Economic Forum but whose results do not necessarily represent the views of the World Economic Forum,nor the entirety of its Members,Partners or other stakeholders.2024 World Economic Forum.All righ

3、ts reserved.No part of this publication may be reproduced or transmitted in any form or by any means,including photocopying and recording,or by any information storage and retrieval system.ContentsForeword 3Executive summary 4Introduction 51 Digital business model innovation in manufacturing 72 Most

4、 common challenges to business model innovation 93 A path to digital business model innovation 10Conclusion 12Contributors 13Endnotes 14Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation2ForewordCountries around the world are continuously investing to stimulate i

5、nnovation in manufacturing and supply chains to drive productivity,competitiveness and sustainability,thereby facilitating economic and societal growth.In 2023,Brazil launched its policy for neo-industrialization guided by six missions,such as the digital transformation of the industry to increase p

6、roductivity to help its industry move beyond the domestic market and reinstate its relevance in the global economy.1With megatrends such as geopolitical tensions,emerging technologies and climate change altering the business environment and consumer needs,manufacturing companies,particularly small-a

7、nd medium-sized enterprises(SMEs),are under pressure to modernize and reposition themselves.For many years,leading manufacturers have been investing in their digital transformation journey to unlock value from data and Fourth Industrial Revolution technologies.However,financial and business constrai

8、nts have made investments in this journey challenging for SMEs.2Digital business model innovation which combines digital transformation with the reinvention of a business model to address new markets,products and services can help unlock efficiency and revenue streams.This creates new opportunities

9、for manufacturers,particularly SMEs,to transition from survival to sustained growth,competitiveness and longevity.This white paper is an output of the partnership between the World Economic Forums Centre for Advanced Manufacturing and Supply Chains and the Centre for the Fourth Industrial Revolution

10、 affiliate in Brazil.It describes the opportunity from and pathway to digital business model innovation,highlights the most common barriers that can be encountered on this journey and presents an example of a step-by-step process to rethink and innovate business models through new technologies.We tr

11、ust this work will help manufacturing and supply chain companies of all sizes in countries such as Brazil rethink their business models to unlock new value andmodernize their production systems.Kiva Allgood Head,Centre for Advanced Manufacturing and Supply Chains,World Economic ForumLiedi Bernucci L

12、iedi Bernucci,President,Institute of Technological Research(IPT),University of Sao PauloEmpowering Small and Medium-Sized Enterprises through Digital Business Model InnovationMay 2024Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation3Executive summaryThe global m

13、anufacturing sector is undergoing significant transformations driven by geopolitical tensions,emerging technologies and the sustainability imperative.These factors are fundamentally changing the business environment,altering consumer habits and presenting new challenges to global value chains.In res

14、ponse,leading manufacturers are re-evaluating their global value chain configurations and business models from bottom-up and end-to-end perspectives.This redesign is shaped by five key trends described in the World Economic Forum white paper on A Global Rewiring:Redefining Global Value Chains for th

15、e Future,including a shift towards multi-local value chains and a focus on customer value rather than cost efficiency.As manufacturing leaders reshape their value chains,increasing investment in multi-local supply chains,countries like Brazil are enhancing their competitiveness by prioritizing digit

16、alization and decarbonization of the industrial sector.Emerging technologies offer opportunities for manufacturing companies to not only improve efficiency and achieve sustainability goals but also to innovate business models and create new revenue streams,enabling economic and societal growth.By em

17、bracing digital business model innovation which combines digital transformation with the reinvention of a business model to explore new products and services,markets and segments,industrial companies can reinvent their business and position themselves for long-term success in anevolving global manuf

18、acturing landscape.Brazils manufacturing sector,including small-and medium-sized enterprises(SMEs),stands tobenefit significantly from embracing digital business models to enhance its positioning both domestically and internationally.However,challenges persist in technology adoption and business mod

19、el evolution,especially among SMEs.The path to digital business model innovation in manufacturing requires investments,careful planning and consideration of factors such as organizational culture shifts,skill development,operational changes and technology testing.A structured approach involving mult

20、istakeholder perspectives,including supply chain participants,funding organizations and the government,is crucial for guiding companies,especially SMEs,through the complexities of digital business model innovation.Building on the World Economic Forums global approach and the January 2022 white paper

21、 Unlocking Business Model Innovation through Advanced Manufacturing,this white paper is an output of the partnership between the Forums Centre for Advanced Manufacturing and Supply Chains and the Centre for the Fourth Industrial Revolution Brazil.It aims to shed light on how to best empower SMEs thr

22、ough digital business model innovation,using Brazil as a reference country.It outlines the opportunity from and pathway to digital business model innovation,highlights the common barriers encountered.The report also presents a step-by-step process to successfully rethink and innovate business models

23、 through new technologies,thereby unlocking new value and fostering economic and societal growth.The insights and lessons gathered will serve as a reference for manufacturing companies,including SMEs,to guide decision-makers in facilitating the adoption of innovative business models through the digi

24、talization of industrial operations.Digital transformation and business model innovation present an opportunity for industrial companies to develop new levels of competitiveness and access global supply chains.Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation4In

25、troductionSeveral headwinds,such as geopolitical tensions,changes in consumer habits,inflation,availability of inputs for production,lack of talent,climate change and the energy transition,have put further strain on global value chains.These factors and resulting performance challenges are fundament

26、ally transforming the business environment,requiring manufacturing leaders to go beyond operations,productivity and efficiency improvements to remain competitive.The most forward-looking organizations have been re-evaluating their global value chains and operating and business models to adopt a more

27、 innovative,sustainable and inclusive approach to value creation that benefits customers,workers,society and the environment.According to the 2023 World Economic Forum white paper A Global Rewiring:Redefining Global Value Chains for the Future,the shifts in global value chain configurations are domi

28、nated by five main trends,summarized in Table 1.Intensifying global value chain disruptions present an opportunity for countries to reconfigure and modernize their manufacturing sectors.Trends towards reconfiguring global value chainsTABLE 1Source:World Economic Forum.(2023).A Global Rewiring:Redefi

29、ning Global Value Chains for the Future.Across the world,adapting to the new trends impacting manufacturing and value chains is critical to economic and societal prosperity.As manufacturing leaders reshape their value chains,increasing investment in multi-local supply chains,different countries have

30、 the potential to reinforce their position as manufacturing world leaders or establish themselves as new manufacturing hubs.Major economies are already strengthening their domestic production ecosystems and industrial policies to build resilience and attract investment while maintaining critical rol

31、es within a global economy.While the manufacturing sector generates higher value compared to other sectors,such as agriculture and retail,the Brazilian manufacturing sector,especially small-and medium-sized enterprises(SMEs),is still in the early stages of adopting technology and evolving business m

32、odels.This resulted in a stagnating number of manufacturing companies from 2010 to 2020.Additionally,the sectors share of gross domestic product(GDP)fell by a third in 30 years to 11%in 2022.3,4,5,6TrendDescriptionFrom global to globally connected multi-local value chainsGlobal value chains are movi

33、ng towards multiple globally connected but highly localized value chains relying on more local suppliers and customers.From“doing”digital to“being”digital across end-to-end operationsWith the decentralization of production and the reshaping of value chains,automation and advanced analytics will beco

34、me second nature,helping control inflationary pressure,increase visibility and agility,and reduce labour costs.From economies of scale to economies of skillIn this context,economies of scale based on cost reduction will be more difficult to achieve,requiring organizations to identify additional ways

35、 to gain competitive advantage.A key differentiator will be economies of skill,as new technologies require workforce upskilling and new talent to join the sector.From regulatory compliance to innovative sustainabilitySupply chain leaders are moving away from merely complying with legal and regulator

36、y requirements to ingraining sustainability at the core of their end-to-end operations.From cost-driven to customer-value-drivenCustomers seek innovative products and services associated with greater transparency and sustainability.As a result,value chains will encounter trade-off decisions between

37、cost,performance,resilience and sustainability.Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation5Brazils manufacturing sector in key numbersFIGURE 1of the worlds industrial production came from Brazil in 2023 the lowest since the 1990s.1.28%of industrial product

38、ion capacity was used in 2023,influenced by persistent challenges and exacerbated by the global supply chain crisis.79.3%of Brazils GDP was contributed by the manufacturing industry in 2022 just a third of the contribution it made 30 years ago.11%generated for each BRL 1 produced in the manufacturin

39、g sector.In comparison,other sectors generate:Agriculture:BRL 1.75Retail:BRL 1.49BRL 2.43manufacturing companies in 2020,a similar number to that of 2010.297,300Note:BRL=Brazilian realSource:BrazilianNational Confederation of Industry(CNI),Brazilian Institute of Geography and Statistics(IBGE),Fundao

40、 Getulio Vargas(FVG).The role of countries like Brazil in the global manufacturing sphere relies heavily on their ability to harness technology to lead modern,innovative production systems and transition to higher-value-added offerings.In fact,Brazil is actively advancing its neo-industrialization a

41、genda,with a notable emphasis on digitalization and decarbonization initiatives to drive productivity and global competitiveness.Concerted efforts are directed towards rejuvenating SMEs,acknowledging their significant contributions to overall employment and industrial output.Such geographical shifts

42、 in value chain design,novel technology trends,and strengthened domestic industrial agendas also create new opportunities for local companies of all sizes to undertake a transformative journey and access new markets globally.Leading manufacturers globally are progressing beyond the initial stages of

43、 digital transformation,using technology to enhance operational efficiency and drive innovative changes in their business models.The journey to digital business model innovation involves venturing into new products,services,markets and segments to bolster agility,develop novel revenue models and att

44、ain a competitive edge in accessing global supply chains.Despite these trends and potential,many manufacturers,especially SMEs,still face barriers to fully harnessing technologies to transform and innovate their business models.To address this,the Brazil Centre for the Fourth Industrial Revolution a

45、nd the World Economic Forums Centre for Advanced Manufacturing and Supply Chain collaborated closely to build on the insights from the World Economic Forums global approach and the Unlocking Business Model Innovation through Advanced Manufacturing white paper.The teams consulted with manufacturing e

46、xperts to identify best practice strategies,lessons learned and pathways to digital business model innovation.Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation6Digital business model innovation in manufacturing1Manufacturers can ensure continuity and growth by r

47、edesigning their business models and adopting new trends and technologies.Digital transformation exposes the entire organization to technologies that enhance efficiency,productivity and sustainability,including leadership,middle management and operations.It also extends the use of data for control a

48、nd decision-making,which helps to empower firms to innovate incrementally and radically.Digital business model innovation builds on the positive effects of digitalization;beyond efficiency improvements,companies can explore new products and services,markets,and segments and internationalize operatio

49、ns.Figure 2 describes a simplified representation of various sources that can drive business model innovation:any or all the five elements comprising a business model(value proposition,value generation,value delivery,value capture and people)are subjected to evolve.These changes are fuelled by compe

50、tencies development,digital technologies adoption and ecosystem development,all aligned with the new sustainability paradigm.They may also originate from traditional innovation sources such as products,services,processes and organizations.Combined,these sources can help reinvent business models expl

51、oring new markets,creating a new portfolio of products and services,and enabling new revenue streams.The innovation sources driving the evolution of the business modelFIGURE 2Business modelInnovation sourcesBusiness model innovationValuepropositionValuedeliveryValuecaptureValuegenerationPeopleServic

52、eProcessOrganizationProductCompentencies,digital technologies,sustainable ecosystemNew productsand servicesNew marketsNew revenue streamsLong-term competitiveness,with revenue growth and better margins,requires a deeper analysis of the business and the identification of opportunities for incremental

53、 improvements.This preparation sets the stage for a cycle of continuous evolution.In this cycle,organizational transformation is supported by the adoption of technologies that align with business objectives.As digital technology becomes second nature for manufacturers,expert systems support activiti

54、es at all levels of the organization,and decisions are increasingly being made based on data.Furthermore,technologies are embedded in products and services,providing new levels of reliability and functionality and reshaping the relationship between customer and supplier.Empowering Small and Medium-S

55、ized Enterprises through Digital Business Model Innovation7From continuous improvement to digitalization to digital business model innovationFIGURE 3 Digital business model innovationContinuous operations improvementCurrent business model evolving information avaliabilityEnablesOrganizes forDigitiza

56、tionData value extractionDigitalizationSource:Adapted from:Bican,P.M.&A.Brem.(2020).Digital Business Model,Digital Transformation,Digital Entrepreneurship:Is There A Sustainable“Digital”?Sustainability,vol.12,no.13,pp.5239.https:/doi.org/10.3390/su12135239.Continued computerization,systems integrati

57、on and data standardization facilitate the maturation of the organizations culture towards the daily and efficient use of information systems.Dashboards and reports summarize data,consolidate it and enable comprehensive reading across the company.Therefore,innovating on a digital business model requ

58、ires that a process enabled by data takes shape in the organization,from continuous operations improvement to digitization,digitalization and data value extraction to,ultimately,digital business model innovation(see Figure 3).7Continuous operations improvementContinuous operations improvement involv

59、es organizing processes,optimizing resources,avoiding waste and eliminating unnecessary activities.This takes the organization to a new level of quality,agility and profitability.DigitizationDigitization promotes the collection and storage of data digitally,eliminating paper,making room for the dema

60、nd for information systems and improving the effectiveness of controls.Technologies such as the internet of things(IoT),connectivity and cloud computing allow the expansion of the scope of data collection and storage,covering points such as the operational status of equipment and the pace ofproducti

61、on.DigitalizationAt this stage,the focus is to enable the flow of data between the various information systems in operation,allowing other areas of the company to have access to information to carry out their functions in a more agile and efficient manner.The relationship between data sources,such a

62、s financial,production and maintenance,expands the ability to interpret the companys current situation and plan actions.The knowledge obtained from the continuous adoption of technologies enables the company to better interact with its customers,partners and suppliers,expanding the channels for deli

63、vering value,interaction and collaboration.Innovation actions are facilitated and gain a new dynamic,enabling the organization to manage the use of resources better.Data value extractionData manipulation and storage technologies such as big data,cloud computing,machine learning and artificial intell

64、igence(AI)enable capabilities suchas pattern identification and prediction,which drive the company to become even more efficient and productive.As expertise in technologies and their potential applications grows,organizations can reap the benefits and witness enhanced business performance as well as

65、 mature their culture to adapt and operate in a data-centric paradigm.This evolutionary path sets the stage for digital business model innovation for manufacturing companies,using their skills,capabilities and ecosystem to create more sophisticated products and services,access global markets and gen

66、erate new revenue sources.This evolutionary path sets the stage for digital business model innovation for manufacturing companies,enabling them to access global markets and generate new revenue sources.Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation8Most commo

67、n challenges to business model innovationSeveral challenges hinder business model innovation.Applying digital technologies and innovating the business model is a multifaceted task.Beyond investments in new technologies,careful planning and consideration of factors such as organizational culture shif

68、ts and skilling,as well as the involvement of the entire organization across several departments,are needed.As such,in the search for the path to digital business model innovation,companies face many challenges,some internal to the organization and others external.Understanding these roadblocks open

69、s a new path to think through and derive proper solutions.Table 2 summarizes these challenges based on interviews with industrial companies,government entities,academia and industry associations and a vast analysis of academic articles.2Challenges faced by companies when innovating business modelsTA

70、BLE 2The number of challenges and the intensity with which they present themselves differ for each company.Addressing them requires a structured approach with thorough planning and orchestrated execution with theleaderships full support and involvement.CategoryChallenge Strategy Lack of clear strate

71、gy and roadmap New business paradigm with multi-faced environmental considerationsMarket readiness Economic conjuncture and competition Inability to absorb new value propositionInvestment needs High costs associated Financial challenges Access to funding(e.g.for technology adoption,training and deve

72、lopment)Ecosystem partnering Identifying the right technology partners Lack of established partnershipsGovernance Inadequate organizational structure Lack of defined processes Unclear roles and responsibilities to create and manage innovation projectsSkills and capabilities Difficulties attracting a

73、nd retaining talent needed Lack of relevant technical competences Absence of soft and leadership skillsCorporate culture Absence of stakeholder engagement and communication strategy Resistance to change Risk aversion Short-termism Conflicting internal interestsInfrastructure Absence of suitable tech

74、nology(e.g.cloud),energy or logistics infrastructureLegal structure Trust Data and intellectual property protection Standards and regulationPrivacy and security Data privacy CybersecuritySources:Adapted from:18 interviews;Bocken,N.M.,&Geradts,T.H.(2020).Barriers and drivers to sustainable business m

75、odel innovation:Organization design and dynamic capabilities.Long range planning,53(4),101950;Gadekar,R.,Sarkar,B.,&Gadekar,A.(2022).Assessment of risks for successful implementation of Industry 4.0.Recent Advances in Computer Science and Communications,15(1),111-130;Horvth,D.,&Szab,R.Z.(2019).Drivi

76、ng forces and barriers of Industry 4.0:Do multinational and small and medium-sized companies have equal opportunities?Technological forecasting and social change,146,pp.119-132;Madrid-Guijarro,A.,Garcia,D.,&Van Auken,H.(2009).Barriers to innovation among Spanish manufacturing SMEs.Journal of small b

77、usiness management,47(4),pp.465-488;Mller,J.M.(2019).Assessing the barriers to Industry 4.0 implementation from a workers perspective.IFAC-PapersOnLine,52(13),pp.2189-2194;Rb,J.,Bahemia,H.,&Schleyer,C.(2017).An examination of barriers to business model innovation.In 2017 International Conference on

78、Engineering,Technology and Innovation(ICE/ITMC),pp.335-350;Kamble,S.S.,Gunasekaran,A.,&Sharma,R.(2018).Analysis of the driving and dependence power of barriers to adopt Industry 4.0 in the Indian manufacturing industry.Computers in Industry,vol.101,pp.107-119;Kumar,P.,Bhamu,J.,&Sangwan,K.S.(2021).An

79、alysis of barriers to Industry 4.0 adoption in manufacturing organizations:An ISM approach.Procedia Cirp,vol.98,pp.85-90.Empowering Small and Medium-Sized Enterprises through Digital Business Model Innovation9A path to digital business model innovationA structured process guides organizations throug

80、h developing and implementing new business models,involving continuous decision-making andstakeholder engagement.3When driving digital business model innovation for new products,markets or services,the guiding questions listed in Table 3 are crucial.They have demonstrated effectiveness in offering a

81、 starting point and establishing a foundation to address the challenges outlined chapter 2.8,9Guiding questions when initiating digital business model innovation initiativesTABLE 3Source:Adapted from:Mintzberg,H.(1980).Structure in 5s:A Synthesis of the Research on Organization Design.Management Sci

82、ence,vol.26,no.3,pp.322-341.Answering these questions enhances visibility and sensitivity to the potential for business innovation.Structuring such initiatives is crucial due to the involvement of various actors in the organization and the need for constant decision-making throughout the process.Mor

83、eover,a critical success factor lies in the organizations ability to develop a new line of business while sustaining the current operation and revenue generation.This entails activities such as maintaining and enhancing the existing business and strategically choosing specific vital elements,includi

84、ng skills,capabilities,products,processes and markets,to test and bring the initiative to life.To effectively develop the planning and execution of such shifts in business models,a structured process can help to serve as a reference and a checklist on what should be done at each stage.Figure 4 prese

85、nts a simplified step-by-step approach,10 which aims to be adaptable and friendly for small-and medium-sized industrial companies looking to reinvent their business model.TopicQuestionRationaleStrategyHow can the organization be more adaptable to marketchanges?Outlining key characteristics needed to

86、 enable collaboration within and outside companys boundaries as well as increase agilityStructureHow will operations be affected,from the shopfloor tosenior management?Anticipating shifts in work set-up and roles andresponsibilitiesProcessesHow will the processes evolve as a result of the shifts int

87、he business model?Mapping digitalizations foreseen impact on current business processesRewardsHow can engagement and commitment be built throughout the entire journey?Identifying the most suitable change management approaches and upskilling or reskilling needsPeopleHow can a team be built to support

88、 the initiative?Designing an environment and culture that supports andencourages change to achieve et objectivesEmpowering Small and Medium-Sized Enterprises through Digital Business Model Innovation10Executing digital business model innovation a simplified processFIGURE 4Digital business model inno

89、vation1243At initiation,the main goal is to identify the pain point to be solved and the new business model opportunity at stake.This requires understanding the companys business priorities and the broader ecosystem of partners and suppliers.For example,manufacturing companies must understand whethe

90、r price competition is increasingly exerting pressure on their margins.Existing knowledge and processes can enable them to enter markets where they do not currently operate,compete with new rivals offering more advanced and affordable solutions,understand the potential of emerging technologies and u

91、nderstand the unmet needs of their customers.In ideation,the objective is to generate several ideas for business models to explore business possibilities regarding value proposition and determine themeans necessary to produce and deliver.With a qualitative focus,the integration phase will distinguis

92、h the best business concepts and integrate ideas to develop a business plan.In this phase,a deeper understanding of the mechanisms that generate value exists.The business model involving customers,partners and suppliers will be tested and validated.With the results of the tests,it will be possible t

93、o develop an action plan for implementation.In implementation,action plans are put into practice,and the new business model is operationalized.As the new model succeeds the previous one,monitoring and alignment activities must be carried out,such as developing new skills and adjusting management pra

94、ctices to the new reality.Finally,stakeholders,especially customers,must evaluate the model to identify points for adjustments and improvements.Source:Adapted from:Bachmann,N.&Jodlbauer,H.(2023).Iterative business model innovation:A conceptual process model and tools for incumbents.Journal of Busine

95、ss Research,vol.168:114177.https:/doi.org/10.1016/j.jbusres.2023.114177.Start with formal support from leadership Analysis Current business model Current value streams Customers Ecosystem Threats and opportunities Set objects Select Technologies Value streams Design the business model prototype Test

96、 the prototype Integrate the new business model Idea generation Exploration Technologies New value streams New business models Execute Adjust business model Manage Transformation Risks and sustainability AssessInitiationInitiation IdeationImplementationEmpowering Small and Medium-Sized Enterprises t

97、hrough Digital Business Model Innovation11ConclusionManufacturing companies can use new technologies and advanced digital maturity to drive efficiency,agility and sustainability,as well as rethink current business models and explore new markets to expand their global reach.Digital business model inn

98、ovation can help manufacturing companies reimagine their business transition from survival to sustained growth,competitiveness,and longevity.This positions them for long-term success in an evolving global manufacturing landscape.Addressing a wide array of challenges that might hinder digital busines

99、s model innovation requires the development of a collaborative ecosystem.In this ecosystem,manufacturers work with government support to establish regulations and industrial policies that promote stability and business dynamicity while aiming for integration into global supply chains.Such initiative

100、s require a comprehensive approach,aligning different functions and securing engagement and commitment at all levels.This entails establishing a clear vision and strategy and implementing a structured,step-by-step process to guide internal and external stakeholders through the journey.Equally crucia

101、l is the focus on peoples development across all organizational levels,involving acquiring new skills to deploy and operate new technologies and promoting the right mindset to break away from traditional thinking.To support this path,particular attention should be paid to SMEs,recognizing their role

102、 as vital job creators and acknowledging their economic vulnerability.Supporting SMEs involves helping them expand their horizons beyond immediate survival goals and providing them with the necessary knowledge and resources for sustainable long-term growth.The Brazilian policy for neo-industrializat

103、ion,through its six missions(e.g.mission 4:digital transformation of the industry to increase productivity),seeks to strengthen the whole industrial sector in strategic areas to drive societal and economic growth.Moving forward,the World Economic Forums Centre for Advanced Manufacturing and Supply C

104、hains will continue promoting an exchange of best practices,lessons learnt and use cases.These exchanges will guide companies of all sizes in successfully deploying technologies at scale and unlocking value from innovative digital business models.Empowering Small and Medium-Sized Enterprises through

105、 Digital Business Model Innovation12ContributorsAcknowledgementsLead authorsMemia FendriRegional Manufacturing Agenda Lead,Advanced Manufacturing and Supply Chains,World Economic ForumAldo RussoCentre Head,Centre for the Fourth Industrial Revolution BrazilCentre for the Fourth Industrial Revolution

106、Brazil Rodrigo da Luz BarcellosLocal Fellow,Universidade Federal do Rio Grande do SulWorld Economic ForumMario Canazza Engagement Lead,Americas,World Economic Forum LLCThe World Economic Forum and the Centre for the Fourth Industrial Revolution thank the following individuals for their active contri

107、butions and strategic guidance throughout this project.Jefferson AlmeidaPurchasing Supplier Development,Bosch Nstor Fabian AyalaProfessor and Researcher,Universidade Federal do Rio Grande do Sul(UFRGS)Guillaume BarrauldChief Executive Officer,DynamoxJlia de Andrade Bertazzi Project Manager,VDI-Brasi

108、l Associao de Engenheiros Brasil-AlemanhaCristiane BulchiInnovation Manager,Mercedes Benz Leonardo Comparsi de OliveiraDirector,AnLabMauricio FinottiDirector,iSenseBruno Diesel GellertChief Executive Officer,PeerdustryFlavio MaedaHead,Digital LatAM,AfryJos Henrique Videira MenezesSpecial Assessor,Em

109、brapiiJulio MonteiroOperations Director,BoschAnapatricia MoralesProfessor and Researcher,Universit fdrale de lABC(UFABC)Rogrio NakamuraHead,Manufacturing for Excellence,SEG AutomotiveHenrique RozenfeldProfessor and Researcher,So Carlos School of Engineering,University of So PauloAndr SilvaChief Exec

110、utive Officer,SelcoCarlos ViscontiProduct and Open Innovation Manager,CNH IndustrialPaulo Puppin ZandonadiInnovation Coordinator,SEBRAE ProductionRose ChilversDesigner,Studio MikoLaurence DenmarkCreative Director,Studio MikoMartha HowlettEditor,Studio MikoEmpowering Small and Medium-Sized Enterprise

111、s through Digital Business Model Innovation13Endnotes1.Ministrio do Desenvolvimento,Indstria,Comrcio e Servios.(2024).Plano de Ao para a Neoindustrializao 2024-2026.https:/www.gov.br/mdic/pt-br/composicao/se/cndi/plano-de-acao/nova-industria-brasil-plano-de-acao.pdf.2.World Economic Forum.(2020).Acc

112、elerating the Impact of Industrial IoT in Small and Medium-Sized Enterprises:A Protocol for Action.3.Confederao Nacional Da Indstria.(2024).Revenue and hours worked in production advance in February.https:/.br/estatisticas/indicadores-industriais/.4.Ibid.5.IDC Latin.(2023).Predictions Brazil 2023.Yo

113、uTube.https:/ Nacional Da Indstria.(2024).Revenue and hours worked in production advance in February.https:/.br/estatisticas/indicadores-industriais/.7.Madrid-Guijarro,A.,Garcia,D.,&Van Auken,H.(2009).Barriers to innovation among Spanish manufacturing SMEs.Journal of small business management,vol.47

114、,issue 4,pp.465-488.https:/ in 5s:A Synthesis of the Research on Organization Design.Management Science,vol.26,no.3,pp.322-341.9.Galbraith,J.(2001).Designing a reconfigurable organization.Galbraith Management Consultants.10.Horvth,D.,&Szab,R.Z.(2019).Driving forces and barriers of Industry 4.0:Do mu

115、ltinational and small and medium-sized companies have equal opportunities?Technological forecasting and social change,vol.146,pp.119-132.https:/ Small and Medium-Sized Enterprises through Digital Business Model Innovation14World Economic Forum9193 route de la CapiteCH-1223 Cologny/GenevaSwitzerland

116、Tel.:+41(0)22 869 1212Fax:+41(0)22 786 2744contactweforum.orgwww.weforum.orgThe World Economic Forum,committed to improving the state of the world,is the International Organization for Public-Private Cooperation.The Forum engages the foremost political,business and other leaders of society to shape global,regional and industry agendas.