Issue link: https://iconnect007.uberflip.com/i/1213413
48 PCB007 MAGAZINE I FEBRUARY 2020 3. Building foundational capabilities that sup- port the entire structure means using data to make better and faster decisions, devolving de- cision making to smaller teams, and develop- ing more iterative and rapid ways of execution. A key feature of digitizing IT is the commit- ment to building networks that connect devic- es, objects, and people. Once digital is defined, the next question is determining how the process of digital trans- formation can be executed. First of all, there are four types of digital transformation to be utilized • Business process • Business model • Domain • Cultural/organizational [2] 1. Business process transformation has been the main focus so far by using data, analytics, APIs, machine learning, and other technolo- gies to offer corporations valuable new ways to reinvent processes throughout the corpora- tion—with the goal of lowering costs, reducing cycle times, or increasing quality. 2. Business model digital transformation fo- cuses on finite areas of the business, aimed at the fundamental building blocks of how value is delivered in an industry. Examples of this kind of innovation are well-known, from Net- flix's reinvention of video distribution to Ap- ple's reinvention of music delivery (iTunes) and Uber's reinvention of the taxi industry. 3. Domain transformation is an area with little focus as new technologies are redefining prod- ucts and services, blurring industry boundaries, and creating entirely new sets of non-traditional competitors. For example, as Amazon, the on- line retailer, expanded into a new market do- main with the launch of Amazon Web Services (AWS); now, the largest cloud computing/infra- structure service is in a domain formerly owned by the IT giants like Microsoft and IBM. 4. Cultural/organizational transformation re- quires redefining organizational mindsets, pro- cesses, and talent and capabilities for the digi- tal world. Best-in-class corporations recognize that digital requires agile workflows, a bias to- ward testing and learning, decentralized deci- sion-making, and a greater reliance on busi- ness ecosystems. When we have defined what digital is and four different processes of digitalization, then how can this be used in mature industries such as PCBs? The PCB industry will reach 80.1 billion USD by 2023 [3] , and the produc- tion and data handling processes have practi- cally remained the same over the last decades. Numerous independent systems, global stan- dards, and self-developed systems exist, and few, if any, can speak the same language or automatically/digitally transfer data from one format to another. Are We Set for Digitalization in the PCB Industry? Is the industry ready for digitalization? I be- lieve so, and I will point out some challenges to overcome and opportunities to be grabbed for the brave actors, wanting to further devel- op an entire industry. Significant challenges and opportunities in the PCB industry are specifically related to how we handle, interpret, and transfer data. There is no global standard for how we should un- derstand the data we receive or how it should be constructed or summarized. Various actors