What it takes to become “Anti-fragile” enterprises
The Coronavirus pandemic has turned the fate and existence of many factories upside down: each will be marked by deep scars and new awareness of how to transform and evolve especially in terms of safety.
A capacity referred to as “antifragility”: a term coined in 2012 by writer Nicholas Taleb to refer to the ability to react to change by following new paths, adapting to new needs and finding in them more opportunities for growth.
Of all the sectors affected by this world revolution, many will give in, bent by the crisis, failing to act, others will hold their own, surviving with great effort and sacrifice, and still others will completely shed their skins, making profound transformations in the way they work. It is in this ability to be able to ride the threatening waves, taking new routes and changing business models that the essence of that antifragility aimed at true evolution is revealed.
Crises force changes
The crisis we are going through has not only caused a drop in turnover, but in many cases has changed supply and demand, forcing companies to move in new directions, without having to transform apparatus and machinery: what becomes vital is the adoption of new approaches, of more agile, interconnected, digitized organizational models. All this is possible by entering the world of Artificial Intelligence, a technology made of data and machine learning-a new era in which computers perceive the world, detect new patterns and find new correlations. Transforming business, products and operations is not enough unless we also take action on workers, training them to have a new relationship with machines and to become problem-solvers: this is being antifragile and moving forward.
