This study proposes an Industry 4.0 project implementation model oriented toward benefits realization management (BRM). It addresses the digitalization paradox, whereby substantial investments in digital technologies fail to translate into tangible organizational value and fills a gap in the literature by integrating BRM and Industry 4.0 into a unified implementation model.
The research adopted design science research (DSR), following a seven-step approach. A systematic literature review mapped existing BRM artifacts and identified structural gaps. Semi-structured interviews with 20 industry experts informed the artifact design, while the Delphi method with a panel of 10 experts was employed to iteratively evaluate and refine the model until consensus was reached.
The resulting model is structured around three macro-phases (benefits identification, realization and sustainment), nine sequential stages, three operational modes (project, transition and operations) and five decision gates. Crucially, it incorporates cross-cutting pillars, namely leadership, governance and ownership; communication and consensus; risk management and adaptability; focus and organizational culture; and capability and competencies, which permeate the entire life cycle of Industry 4.0 initiatives.
The model provides an integrative framework combining BRM and Industry 4.0 within a single artifact, extending implementation models that often confine benefits management to early project phases. It offers manufacturing practitioners and researchers a structured and methodologically grounded framework to identify, realize and sustain the expected benefits of digital transformation investments, offering a structured approach to mitigate the risks associated with the digitalization paradox within the industrial sector.
