借助人工智能与工业5.0转型挖掘价值
内容总结：
工业5.0转型：打破数据孤岛，以人为中心方能释放AI真正价值
当前，全球产业正从以自动化、智能化为核心的“工业4.0”，向一个更强调人机协作、可持续发展和价值重塑的新阶段——“工业5.0”演进。这一转型的核心目标，并非单纯追求效率提升，而是通过打破数据壁垒、重构技术架构，最终赋能于人、创造战略增长与生态可持续性。
然而，现实与愿景之间仍存差距。一项针对全球250位行业领袖的调查显示，大多数企业的投资仍聚焦于效率提升。尽管数据证实，以人为中心和可持续发展的应用场景能创造更高价值，但它们却面临投资不足的困境。研究指出，企业未能充分释放工业5.0潜力的主要原因包括：文化与协作壁垒、战术性且未对齐的技术投资，以及优先考虑效率而非增长与福祉的用例选择。
安永美洲区工业与能源转型负责人萨钦·卢拉指出：“实现工业5.0的承诺，要求企业超越成本与效率，聚焦于增长、韧性与以人为本的成果。这不仅需要新技术，更需要新的工作方式——人机协同，且价值衡量标准不仅是节省了多少成本，更是创造了哪些新机遇。”
力拓集团铁矿石数字化总经理克里斯·韦尔强调，转型必须目标明确：“我们不是为了数字化而数字化。必须非常清楚我们要攻克哪些环节及其原因。每个领域都应有实现最佳价值的独特路径。”
专家分析指出，工业5.0转型的成功关键，不仅在于技术修复，更在于强化战略、文化与领导力等以人为本的要素。企业虽在数字化上投入巨大，但若不能解锁工业5.0赋予人的全部潜能，投资恐难转化为战略增长。未来，打破数据孤岛、重构协作模式、聚焦价值创造，将是企业在这场深刻变革中制胜的关键。
中文翻译：
赞助内容
借力人工智能与工业5.0转型，挖掘深层价值
要兑现工业5.0的潜力，企业需打破数据孤岛、重塑技术架构，从而构建以人为本的数字化运营体系。
本文由安永特约呈现
多年来，工业4.0转型始终围绕人工智能、云计算、物联网、机器人及数字孪生等智能技术的融合展开。而工业5.0标志着一场关键转变：从单纯整合新兴技术，转向大规模协同运作。在工业5.0框架下，技术互联网络的目标更为深刻——不仅是实现自动化，更是赋能人类潜能，并提升环境可持续性。
工业5.0开启了人机协作的新纪元。它通过消除数据壁垒、优化基础设施与运营模式、提升资源利用效率，颠覆传统商业模式，创造新型企业价值。但若缺乏系统的价值追踪机制，投资可能仅带来边际效率提升，而非战略性增长。
安永美洲工业与能源转型负责人萨钦·卢拉指出：“企业要实现工业5.0的愿景，必须超越成本与效率思维，聚焦增长韧性及以人为本的成果。这不仅需要新技术，更需要新的协作方式——让人与机器共同创造价值，且价值衡量标准不应仅局限于节省开支，更应关注新机遇的开拓。”
《麻省理工科技评论》洞察栏目对全球250位行业领袖的调研显示，当前大多数工业投资仍以效率为核心目标。尽管数据表明，以人为本及可持续的应用场景能创造更高价值，这些领域却资金不足。研究发现，多数机构未能充分释放工业5.0的价值潜力，主要受以下因素制约：
- 文化、技能与协作壁垒；
- 战术性且方向偏离的技术投资；
- 用例优先排序侧重效率，而非增长、可持续性与福祉。
根据安永与牛津大学赛德商学院的研究，实现工业5.0转型的障碍不仅在于技术改进，更需强化战略、文化与领导力等人本要素。企业虽在数字化转型上投入巨大，却未必能充分释放工业5.0的人力潜能。
力拓集团铁矿石数字化总经理克里斯·韦尔表示：“我们并非为数字化而数字化——我称之为‘追逐数字幻影’。必须明确每一项工作的目标与意义。每个领域都应有实现最佳价值的独特路径。”
本内容由《麻省理工科技评论》定制内容团队“洞察”制作。内容并非由《麻省理工科技评论》编辑部门撰写，而是由专业作者、编辑、分析师及插画师完成调研、设计与撰稿，包括问卷撰写与数据收集。若使用人工智能工具，仅限辅助性制作环节，且均经过严格人工审核。
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Sponsored
Finding value with AI and Industry 5.0 transformation
The promise of Industry 5.0 can be realized by breaking down data silos and reimagining technology architectures to enable human-centric digital operations.
In association withEY
For years, Industry 4.0 transformation has centered on the convergence of intelligent technologies like AI, cloud, the internet of things, robotics, and digital twins. Industry 5.0 marks a pivotal shift from integrating emerging technologies to orchestrating them at scale. With Industry 5.0, the purpose of this interconnected web of technologies is more nuanced: to augment human potential, not just automate work, and enhance environmental sustainability.
Industry 5.0 has ushered in a radically new level of collaboration between humans and machines, one that removes data silos and optimizes infrastructure, operations, and resource use to disrupt business models and create new forms of enterprise value. But without discipline in tracking value creation, investments risk being wasted on incremental efficiency gains rather than strategic growth.
“To realize the promise of Industry 5.0, companies must move beyond cost and efficiency to focus on growth, resilience, and human-centric outcomes,” says Sachin Lulla, EY Americas industrials and energy transformation leader. “This requires not just new technologies, but new ways of working—where people and machines collaborate, and where value is measured not just in dollars saved, but in new opportunities created.”
An MIT Technology Review Insights survey of 250 industry leaders from around the world reveals most industrial investments still target efficiency. And while the data shows human-centric and sustainable use cases deliver higher value, they are underfunded. The research shows most organizations are not realizing the full value potential of Industry 5.0 due to a combination of:
• Culture, skills, and collaboration barriers.
• Tactical and misaligned technology investments.
• Use-case prioritization focused on efficiency over growth, sustainability, and well-being.
The barrier to achieving Industry 5.0 transformation is not only about fixing the technology, according to research from EY and Saïd Business School at the University of Oxford, it is also about bolstering human-centric elements like strategy, culture, and leadership. Companies are investing heavily in digital transformation, but not always in ways that unlock the full human potential of Industry 5.0.
“We’re not just doing digital work for work’s sake, what I call ‘chasing the digital fairies,’” says Chris Ware, general manager, iron ore digital, Rio Tinto. “We have to be very clear on what pieces of work we go after and why. Every domain has a unique roadmap about how to deliver the best value.”
This content was produced by Insights, the custom content arm of MIT Technology Review. It was not written by MIT Technology Review’s editorial staff. It was researched, designed, and written by human writers, editors, analysts, and illustrators. This includes the writing of surveys and collection of data for surveys. AI tools that may have been used were limited to secondary production processes that passed thorough human review.
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