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Across industrial plants worldwide, the same story repeats: advanced equipment and software are ready but not used to their full potential. The reason lies not in technical limitations, but in the human factor. New technology can be implemented in a week, but changing the mental model of employees takes years.

Resistance emerges at all levels. Workers cling to habits that give them a sense of control and security, even when those processes are slow and inefficient. Middle management sometimes defends the status quo due to a lack of understanding of the technology or fear of losing authority. Organizational culture often slows down any change that requires a different way of thinking and working.

Such situations are often accompanied by poor assessments. When problems arise during the transition, blame is often shifted to those driving the change, even though the causes are frequently technical or organizational in nature.

Bridging the Gap

• Launch small, measurable pilot projects to demonstrate the value of the new approach.
• Engage “change ambassadors” among employees to share experiences and reduce fear.
• Clearly communicate the benefits and relief that new technology brings.
• Gradually increase the share of the new way of working until trust is built.

Ultimately, the key to success lies in building organizational readiness for change. Technology can speed up work and reduce errors, but without acceptance from the people who use it, it remains just untapped potential.