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The readiness assessment tool is comprehensive in its nature. It looks beyond the technology to consider 6 core dimensions, with 37 sub-dimensions of industry 4 readiness. The core dimensions include:

• Products and services
• Manufacturing and operations
• Strategy and organisation
• Supply chain
• Business model
• Legal considerations

Drawing on expertise in developing supply chain maturity assessment tools, the assessment is designed around four readiness levels (beginner, intermediate, experienced and expert). 

The tool is structured around each of the 6 core dimensions. For each dimension, there is a detailed breakdown of the relevant sub-dimensions and descriptions for the associated maturity levels. By selecting the descriptor that best describes your company’s current level of readiness, you can start to build a picture of your company’s current Industry 4 readiness. This can be repeated to reflect your company’s 5-year ambition, and the gaps between current and future ambition identified. It serves as a basis for enriching and expanding the discussion to help ensure that businesses are proactively harnessing the opportunities that the cyber-physical age presents.

Personalised Industry 4 report

This tool has been designed to enable you to create a personalised report of your company’s current Industry 4 readiness and 5-year ambition, whilst providing a comparison to the average Industry 4 readiness of participating companies.

The utilisation of AI is having a major impact on the function of society and business. It is an essential technological driver, which leads, in addition to better productivity, also to new ways of working, processes and business opportunities. The composition of work will change and there will be new professions. A central issue is how we can best exploit the opportunities brought by digitalisation and AI in creating added value and enhancing productivity. This applies to both the private and public sectors. There are also ethical questions to be pondered when the decision-making shifts partly from humans to machines.

The first step is to understand the level of your organisation’s AI. After that, selecting potential improvement steps becomes possible. VTT’s AI Maturity Tool can be used as a free-of-charge self-assessment web tool, which produces a basic visualisation of AI maturity. It gives a baseline of current AI maturity in six dimensions, which can be used for recognising the most important and urgent development targets depending on the nature of the business and size of the organisation.

The six dimensions of the AI Maturity Tool include Strategy and Management, Products and Services, Competence and Cooperation, Processes, Data and Technology.

The tool is focused on two areas:

• Circular Business Model Potential
• Commitment to the Circular Transformation

In order to evaluate the relationship between the circular transformation of a business model and the value creation in a firm, we have to understand the nature of the circular transformation and its impact on the economic value creation. We can assess the increase of the economic value with the improvement of the firms’ profitability (multiple measures), competitiveness, level of internationalisation and the total factor productivity. However, to evaluate the degree of circularity, we the apply Circularity assessment model.

Unlike the economy as a whole, for a firm to be considered circular, that is, to practice a circular business model, it does not need to maximise its capability to recover and regenerate resources deployed within its own value-creating processes. Circularity as a firm’s strategic orientation, exercised through the functioning of an organisation according to circular business models, is manifested by a set of capabilities to contribute to the circular economy.
That means we have to establish a practical, yet universally representative measurement of the ability to closing, narrowing or slowing the loops. Such ability is manifested by a consistent set of competencies, relations, organisational and management practices, aiming at such a desired effect.

On one hand, these competencies and practices can be consistently evaluated across the firm’s value chain in a degree of their full exploitable potential (circular business model potential). On the other hand, their actual level depends on the managerial abilities and overall organisational practices to seize the business model potential (commitment). Here is why the Circularity assessment model figures as a useful measurement construct (or a tool) of the firm’s circularity, considered its composite characteristic, represented by a score, which is a result of this measurement, focused on the evaluation of a firm’s business model.

A digital competencies and skills assessment tool is designed to evaluate and measure an individual’s proficiency in various digital skills and competencies. These tools are particularly relevant in today’s technology-driven world, where digital literacy and capabilities play a crucial role in personal, academic, and professional success. The assessment tool typically encompasses a range of digital competencies and skills to provide a comprehensive evaluation, define competencies gaps and use this information to advise proper education path to reach needed competencies for wished skill.