17th November 2023
“The shock of the new” highlights the dynamic relationship between innovation and the human response to change. It acknowledges that whilst change can be challenging, it can also lead to profound advancements and opportunities for societal and sustainable development.
You may recognise the term. It is borrowed from a BBC modern art documentary of the same name. The documentary influenced much of the approach to the stories in this campaign series – because it is not too difficult to relate how emerging markets and technologies, much like the world of modern art, will challenge established norms and expectations.
There is a unique thing happening across market sectors in manufacturing today, including emerging ones and the technologies associated. No matter where you look, there is a common thread propelling society, sustainability, and industries forward with purpose.
Clean energy, clean mobility, sustainable consumption, and machines that contribute to a circular economy will come in many shapes and sizes, but they all share this same sense of purpose. In an era where environmental concerns are at the forefront of global discourse, the UK manufacturing sector would be clever to position its expertise at the centre of solving the problem.
The Shock of the New campaign though, urges the UK manufacturing community to not miss the window of opportunity and warns that a fragmented approach won’t cut it.
Contributing solutions to some of the world’s biggest challenges will require UK manufacturers to work better together and overcome the “shock of the new” sooner rather than later.
Over 70 pages, collecting every story from the Shock of the New campaign.
Deep analysis on emerging markets and technologies, barriers, opportunities, and the critical need for an effective collaboration blueprint.
Guest contributions from Matthew Aldridge (igus), Rowan Crozier (Brandauer), Scott Thompson (Niche Vehicle Network), & Emilio Loo Monardez (WMG)
Bonus material includes the story behind the campaign’s AI generated artwork, and concluding comments summarising the project.
A deep analysis of emerging markets and technology, “The shock of the new” highlights the dynamic relationship between innovation and the human response to change. It acknowledges that whilst change can be challenging, it can also lead to profound advancements and opportunities for societal and sustainable development.
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A deep analysis of emerging markets and technology, “The shock of the new” highlights the dynamic relationship between innovation and the human response to change. It acknowledges that whilst change can be challenging, it can also lead to profound advancements and opportunities for societal and sustainable development.
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The fourth industrial revolution has a new engine and manufacturing is on the cusp of its most transformative era since the invention of the assembly line.
Recent history has been defined by turbulence and supply chains have become the front line of disruption. These shocks have acted as both a warning and a wake-up call.
At the heart of the green transformation lies a somewhat critical element: skills. Shock of the New reacts to the 2024 Global Green Skills Report.
The Shock of the New campaign returns, as Tony Hague states that if the UK continues to outsource its green technology production overseas, it risks squandering a once-in-a-generation opportunity.
Over 70 pages, collecting every story from the Shock of the New campaign. Includes bonus content and available for instant free download.
What if by understanding what works across other regions, successful approaches can be combined to build a collaboration blueprint for UK manufacturers to call their own.
In an era where environmental concerns are at the forefront of global discourse, the UK manufacturing sector finds itself at a crossroads. To flourish, there is a compelling argument that it must undergo a profound transformation towards sustainability.
The Greentech landscape and opportunity for innovation and investment is driving the sustainability agenda and encompasses a wide range of new technologies.
There are various types of machines and devices that contribute to the circular economy by enabling resource conservation, waste reduction, recycling, and the reuse of materials. The demand increase in these varieties has been more progressive in recent years.
When adopting new technologies and exploring emerging industries, there is often a disruptive element involved. They can challenge established norms, disrupt traditional industries, and require individuals and organisations to adapt to new ways of doing things.
Ian Knight, Chief Information Officer at PP Control & Automation (PP C&A) challenges the prevailing, often vague narrative around AI adoption and reframes the conversation around a more practical starting point: operational constraints.
Artificial intelligence is no longer a distant concept for manufacturers. It is already being explored across quotation, production planning, engineering, quality, supply chain and customer service functions. Yet, for many organisations, the gap between experimentation and meaningful operational impact remains difficult to close.
A leading aquaculture specialist – that is changing the way fish are vaccinated safely – has signed a major manufacturing deal.
On paper, defined discipline-specific suppliers can look organised. However, every additional supplier introduces another handoff, and every handoff creates another point where time, quality, communication and accountability can be lost.
Very rarely does growth not surface because an OEM lacks ambition. Shortcomings arise because operating models built to support such ambition don’t evolve quickly enough.
Recent weeks have brought two important industry moments into sharp focus, concluding that demand for AI and automation is rising, but investment, skills, and long-term thinking must follow.
For decades, one question has sat at the heart of operational strategy for machine builders and OEMs: make or buy? It’s a familiar debate and it isn’t the wrong question by any means, but perhaps it is an incomplete one.
In most machine building businesses, change is still treated as an exception. A late-stage drawing revision, component substitution, or wiring tweak discovered during build. Each one is handled, resolved, and signed off. And then everyone moves on. But what if that’s the wrong way to think about it? What if change isn’t the disruption to the system but the system itself?
