Technoscene (South Africa)

The Fourth Industrial Revolution (4IR) is upon us, emerging at a rapid pace and providing digitalisation and technology systems that can improve the agility and efficiency of the South African petroleum industry. Owing to the dynamism of and unfamiliarity with 4IR ways of working, leaders are grappling with how changes brought upon by 4IR affect their role in the organisation. In this study, the current leadership styles employed in the South African petroleum industry were investigated, and the type of leadership style required to lead a 4IR organisation effectively was determined, in order to provide recommendations of changes that leadership needs to undergo to best support the 4IR. A conceptual model was developed in which the study was sub-divided into a pre-4IR phase, transitioning to the 4IR phase, and then to fully functioning 4IR organisations. A structured questionnaire was sent to leaders in the South African petroleum industry, in which they were asked their views on leadership theories, factors influencing leadership, and leadership models pertinent to each of the three phases of 4IR. The findings of the study show that, for leaders to thrive in 4IR, they must move away from authoritarian, bureaucratic, and task-orientated leadership styles and embrace transformational, people-orientated, and charismatic leadership styles. Keywords Leadership 4.0; leadership theory; leadership styles; petroleum industry; 4IR; 4IR transitional phases

Presented at the 31st annual conference of the Southern African Institute for Industrial Engineering (SAIIE), held virtually from 5-7 October 2020.

The future being shaped by Industry 4.0 has arrived. Tools are available that anticipate the future, approximate it, estimate it, and select a preferred future; but do we know how to make disruptive futures part of our business and lives? Building on technology readiness levels and manufacturing readiness levels, future readiness levels and a future readiness index are suggested in this paper. The future readiness levels (FRL) are based on readiness at the capability levels of technology, behaviour, event, and future thinking. A future readiness index (FRI) is then determined, based on the entire future thinking space (technology, behaviour, events, and capability to do future thinking). Once the FRL and FRI are known, it will become clear what strategic interventions are required to thrive in a preferred future. The existing and desired situations in future readiness are compared, and the gaps are addressed. This approach provides a tool for the internal monitoring and evaluation of the state of the organisation to remain sustainable and competitive in a future that is fast arriving; to compare organisations competitively in a similar cluster; to benchmark at industry level; and ultimately to have the potential to measure the future readiness of nations.