The 8Bs in action: Transforming a manufacturing company in the digital age

Introduction

In the previous article, we explored the 8B model as an essential lever for optimising talent management in a constantly changing environment.

We saw how the Buy, Build, Borrow, Bind, Bounce, Bot, Bench, and Break strategies can be combined to meet skills needs and align human capital with your business strategy.

But let’s be honest: theory is good, practice is better!

You are probably wondering: “How can I apply these strategies in my specific context?” or “Where should I start and in what order should I deploy these levers?” These are legitimate questions that deserve concrete answers.

That’s why today, I’d like to move from theory to practice by illustrating these concepts with an example: the digital transformation of TechInd*, a medium-sized manufacturing company facing challenges that you will no doubt recognise.

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How to apply the 8B strategy to a digital transformation project in the manufacturing industry

TechInd is a company specialising in the manufacture of industrial equipment.

Faced with increased competition from new digital players in this sector, TechInd decided to embark on a digital transformation.

These new players, often more agile and innovative, are disrupting the market thanks to their ability to leverage digital technologies to optimise their processes, improve efficiency and offer more personalised products and services to customers.

Does this scenario sound familiar?

Initial diagnosis and approach adopted by TechInd for its transformation project

Context and challenges encountered

In a manufacturing sector undergoing major disruption, TechInd finds itself at a crossroads. A traditional company specialising in the manufacture of industrial equipment, it faces a dual challenge: radically transforming its business model while preserving its culture of industrial excellence.

Historically focused on selling physical products, TechInd must now reinvent itself by offering connected solutions and value-added services. This strategic shift is no longer an option, but a vital necessity for survival in an ecosystem where technological innovation is redrawing competitive boundaries.

The emergence of agile technology start-ups, capable of developing and marketing innovative products at lightning speed, is disrupting traditional market norms. These new players, without historical baggage but with a native digital approach, can quickly capture market share by offering smarter, more connected and more adaptable solutions.

Faced with this threat, TechInd has made the courageous choice to undergo a profound digital transformation. The goal is not simply to adopt new technologies, but to reinvent its business model. This transformation is based on four strategic areas:

• Internet of Things (IoT): Transforming passive equipment into intelligent, communicating systems
• Artificial intelligence (AI): Integrating predictive and self-optimising capabilities into processes
• Data analysis: Moving from a production-based approach to a data-driven approach
• Automation: Streamlining and optimising internal and external processes

Beyond simply adopting technology, TechInd must completely rethink its approach: reinventing its manufacturing processes, digitising its supply chain and transforming its customer relations. The ambition is to move from being a supplier of equipment to a strategic partner, capable of providing continuous added value to its customers.

This transformation is much more than a technical project: it is a profound cultural change that questions the very identity of the company.

HR challenges: Transforming without destabilising

TechInd’s digital transformation poses complex HR challenges that go far beyond simply recruiting technical skills. It is a matter of achieving a delicate balance: quickly filling a digital skills gap while preserving and promoting existing industrial expertise. Because true transformation is not about wiping the slate clean, but building on solid foundations!

Skills and Training: A dual development challenge

The first major challenge lies in managing a generational and technological gap. TechInd must orchestrate a two-speed skills development strategy:

• Upskilling experienced experts: Transforming experienced technicians and engineers into “technological hybrids” capable of combining their professional expertise with emerging digital skills.
• Integrating new talent: Recruiting digital profiles while supporting them in understanding the intricacies of the industrial world.

The challenge is not to replace, but to bring together different professional cultures. Training is no longer just technical; it has become a process of translation and dialogue between two worlds.

Corporate Culture: Reinventing without uprooting

Cultural transformation will probably be the most subtle challenge. How can a culture of innovation and agility be fostered in a traditional manufacturing company without denying its DNA?

There are many levers that can be activated:

• Promote individual and collective initiatives
• Create spaces and opportunities for cross-functional collaboration
• Develop a culture of testing and learning where mistakes become opportunities
• Establish recognition systems that reward innovation as much as operational performance

The goal: to move from a culture of compliance to a culture of exploration, without losing the company’s historical strengths.

Change Management: A negotiated transformation

Resistance to change is not an obstacle, but a signal to be understood. Behind every reluctance lie legitimate concerns that need to be listened to and addressed. In the case of TechInd, this resistance could be interpreted as a form of collective intelligence, a necessary tension that would force the organisation to refine its approach and strengthen its coherence.

Key principles of successful change management that TechInd could implement:

• Total transparency: Communicate constantly, explaining the “whys” before the “hows”. TechInd could introduce bi-monthly “Live Transformation” sessions where management would share not only the progress made, but also the difficulties encountered. This transparency would create a climate of trust where concerns could be expressed without taboo. Rather than promising a smooth ride, the company would acknowledge the complexity of the journey and invite everyone to contribute to the solutions.
• Active participation: Involve employees in designing the transformation. “Participatory Innovation Labs” would allow field teams to reinvent their own practices. This bottom-up approach would often yield more relevant solutions because they are rooted in operational reality. More than a management technique, it would be a fundamental recognition: those who do the work are often best placed to imagine how to do it differently.
• Individualised pathways: Recognise that everyone goes through change at their own pace. TechInd could break down its transformation into differentiated “adoption pathways”, offering several paths to the same destination. A 58-year-old senior engineer would not approach the digital shift in the same way as a young graduate – and that would be perfectly normal. This personalisation would demonstrate organisational emotional intelligence that respects professional identities that have sometimes been built up over several decades.
• Support mechanisms: Put psychological and professional support mechanisms in place. Beyond technical training, TechInd could deploy a network of “transformation coaches” trained in active listening and change management. These mechanisms would recognise the emotional dimension of any profound transformation and legitimise the need for support as a professional approach rather than an admission of weakness.

The approach that TechInd could adopt would remind us that transformation is above all a dialogue, sometimes tense but always necessary. Imposed change would generate resistance and disengagement; negotiated change, even if it progressed more slowly at first, would build much stronger foundations. This transformation would not so much be a deployment of technologies as an ongoing and evolving conversation with all employees.

The human factor at the heart of transformation

Beyond technical skills, TechInd will need to cultivate essential human qualities, the soft skills that, much more than technology, will determine the success of the transformation:

• Curiosity: This willingness to explore the unknown, question established approaches and take an interest in innovation is the cornerstone of renewal. Without this intellectual curiosity, even the best tools remain under-exploited, confined to reproducing old methods in new containers.
• Adaptability: In an environment where change is the norm rather than the exception, the ability to quickly adjust practices, reinvent oneself and bounce back from obstacles is a major competitive advantage. Adaptability is not innate but is cultivated through daily practice of change.
• Learning ability: Beyond the occasional acquisition of skills, it is the ability to learn continuously, to unlearn and then relearn that will distinguish high-performing employees. TechInd will need to promote this “meta-skill” by creating environments where lifelong learning becomes natural and valued.
• Open-mindedness: When faced with unprecedented problems, solutions will often emerge from cross-disciplinary approaches, unconventional perspectives and alternative approaches. Openness to diverse perspectives, tolerance for ambiguity and acceptance of uncertainty will become strategic assets.

True digital transformation is not technological, it is fundamentally human. Tools change, interfaces evolve, algorithms improve, but it is men and women who, through their commitment and collective intelligence, make the difference. TechInd must never lose sight of this essential truth: technology is only an amplifier of human intentions and skills.

With this in mind, training will not be limited to the transmission of technical know-how, but will extend to the development of these fundamental human qualities, thus creating fertile ground in which transformation can take root for the long term.

Project horizon: A step-by-step transformation

TechInd’s digital transformation is part of a three-year strategic plan, designed not as a straight line but as an adaptive trajectory.

Why three years? Because sustainable transformation cannot be decreed; it must be built, tested and continually readjusted.

A gradual, step-by-step approach

The three-year horizon has been designed as a dynamic sequence, with three distinct but interconnected phases:

Year 1: Foundations and alignment

• Laying the technological and cultural foundations
• Accurately diagnose skills gaps
• Launch the first training programmes
• Initiate the first experiments

Year 2: Acceleration and adaptation

• Gaining momentum on pilot projects
• Gradually generalise new practices
• Adjust strategies based on initial feedback
• Strengthen team commitment

Year 3: Industrialisation and innovation

• Consolidating the transformations undertaken
• Scaling up across the entire organisation
• Develop new business models
• Prepare for the next phase of innovation

Intermediate objectives as a compass

Each year will be punctuated by specific, tangible and measurable objectives. These milestones serve several purposes:

• Maintain momentum: Keep teams engaged by demonstrating concrete progress
• Steering the transformation: Enabling rapid adjustments
• Communicate: Show project progress to the various stakeholders

An agile and learning-based approach

This three-year horizon is not a rigid straitjacket, but a flexible framework. Agility will be the watchword: the ability to adapt quickly and reorient strategies based on results and market developments.

Regular progress reviews will enable us to:

• Analyse results
• Capitalise on successes
• Learn from difficulties encountered
• Readjust the trajectory

Beyond 3 years: Preparing for the future

While three years are needed to transform the organisation in depth, this is only the beginning of a longer journey. The ultimate goal is to create a learning organisation capable of continuous transformation.

Digital transformation is not a project with a defined end, but a permanent state of mind.

Strategic orchestration of the 8Bs: A systemic approach to transformation

Now that you understand the context of TechInd and its digital transformation project, let’s dive into the heart of its implementation strategy, particularly the application of the 8Bs.

I would like to reiterate that this methodology is not simply a catalogue of HR best practices, but a truly dynamic transformation ecosystem in which each talent management lever plays a specific role in organisational change.

The 8Bs represent a holistic and dynamic approach to resource and skills management:

• Buy (recruit): Attract new talent
• Build: Develop internal skills
• Borrow: Mobilise external resources
• Bind (retain): Retain strategic talent
• Bounce (redeploy): Reorient employees
• Bot (automate): Integrate technological solutions
• Bench (build reserves): Develop a talent pool
• Break: Transform organisational models

Far from being a linear sequence, this approach functions as a dynamic ecosystem in which each element interacts with and enhances the others. TechInd understands that transformation is not a project, but an organic and continuous process.

We will see how this approach makes perfect sense when deployed in a coordinated and progressive manner.

Let us examine how TechInd could structure its transformation:

Phase 1: Foundations (Year 1)

• Buy + Build: Targeted recruitment of a Chief Digital Officer and three IoT experts (Buy), who devote 30% of their time to training existing product engineers (Build). Note this approach: new talent is recruited not only for their skills, but also for their ability to pass them on. A double return on investment!
• Bot + Break: Installation of an administrative task automation system (Bot) while teams are reorganised into agile product/technology cells (Break). This combination is particularly effective: automation frees up time to focus on transformation, while reorganisation creates an environment conducive to change.

Phase 2: Acceleration (Year 2)

• Borrow + Bind: Partnership with a start-up specialising in user interfaces to develop the customer application (Borrow) while implementing a loyalty programme for “hybrids” (employees who are proficient in both the business and the technologies) with project bonuses and accelerated career paths (Bind). This is a strategy that many overlook: when you start developing your talent, that’s also when they become attractive to your competitors. Hence the importance of combining development and retention.
• Bounce + Bench: Redeploy maintenance technicians to “customer technical advisor” roles (Bounce) while a programme to identify key profiles in data analytics is rolled out (Bench). This approach is a double win: it leverages existing expertise by redirecting it towards creating customer value, while preparing for the future by identifying high-potential internal talent.

Phase 3: Consolidation (Year 3)

• Build + Bot: Intensification of internal training via a digital academy (Build) alongside the deployment of an AI predictive maintenance solution (Bot). At this stage, the company capitalises on the experience gained to institutionalise skills development, while pushing intelligent automation further.
• Break + Buy: Creation of a cross-functional innovation laboratory (Break) reinforced by the strategic recruitment of experts in industrial artificial intelligence (Buy). This final phase marks the embedding of innovation in the company’s DNA, supported by cutting-edge skills in industrial AI.

Results obtained

This coordinated approach would enable TechInd to achieve several significant advances:

• Acceleration of innovation: Significant reduction in product development cycles thanks to cross-functional teams and new integrated skills. Ideas circulate more quickly and products reach the market in considerably less time.
• Preservation of intellectual capital: Retention of historical business expertise while enriching it with digital skills, creating a differentiating value in the market. Far from feeling threatened, historical experts become the drivers of transformation by combining their in-depth product knowledge with new technological possibilities.
• Diversification of the business model: Gradual development of a range of connected services generating new sources of recurring revenue. TechInd is no longer perceived solely as an equipment supplier, but as a technology partner offering integrated solutions.
• Employee engagement: Noticeable improvement in the social climate and reduction in voluntary departures despite the context of major transformation. Internal surveys reveal a stronger sense of belonging and increased pride linked to the modernisation of the company.
• New corporate culture: Emergence of a more agile mindset that is open to experimentation, promoting continuous innovation. Teams spontaneously propose improvement initiatives and adopt a test-and-learn approach that was previously absent from the corporate culture.

The logic behind this orchestration of the 8Bs

You may be wondering why this particular sequence and not another? First of all, it is important to bear in mind that there is no single correct solution. Several strategies can be considered and yield the same results. Several factors must be considered, such as the organisation’s level of maturity in terms of anticipation and skills development, corporate culture, allocated budget, and transformation implementation deadlines.

However, what these different strategies will have in common is a consistent and progressive approach.

Here is an explanation of the strategy proposed for TechInd:

Why start with Buy + Build + Bot + Break?

These four levers are essential foundations:

• Buy quickly provides the crucial skills that are lacking
• Build initiates knowledge transfer
• Bot frees up resources to focus on transformation
• Break creates the organisational environment conducive to change

Without these solid foundations, the other levers would have little chance of success. It’s like building a house: you don’t start with the windows, you start with the foundations!

Why Borrow + Bind + Bounce + Bench in the acceleration phase?

At this stage, the company has the necessary foundations to:

• Borrow: effectively leverage external specialist resources
• Bind: retain talent that is beginning to be sought after
• Bounce: redeploy employees to higher value-added roles
• Bench: identify internal talent who will drive future transformation

Why end with Build + Bot + Break + Buy?

In the consolidation phase, the aim is to:

• Build: institutionalise skills development with a digital academy
• Bot: push automation towards more advanced applications such as AI
• Break: embed innovation into the very structure of the organisation
• Buy: acquire cutting-edge skills to prepare for the next wave of innovation

What lessons can your organisation learn?

The example of TechInd teaches us several key principles that can be applied to your own context.

Let’s start with combination rather than isolation: 8B strategies rarely work in isolation; their power lies in their intelligent orchestration, which creates synergies that exceed the simple sum of isolated actions.

Strategic sequencing is another key lesson. Not all strategies are relevant at the same time; careful timing allows the necessary capabilities to be built gradually for each phase of the transformation. This logical progression avoids premature initiatives that are likely to fail because the groundwork has not been laid.

A judicious balance between external input and internal development also appears to be a key factor for success. External strategies (Buy, Borrow) bring new skills and a fresh perspective, while internal approaches (Build, Bind, Bounce) enhance and transform existing human capital. These two dimensions should reinforce each other rather than oppose each other.

TechInd’s transformation also demonstrates the importanceof determined but measured progress. Successful transformations are rarely sudden revolutions that disrupt the company, but rather structured evolutions where each step carefully prepares for the next, creating continuous and consistent momentum.

Finally, we observe that valuing existing human capital remains a differentiating factor. Transformation does not mean wiping the slate clean, but rather building on existing strengths by reorienting them and enriching them with new perspectives.

And in your context?

Do you recognise yourself in some of TechInd’s challenges? Are you wondering where to start with your own transformation?

The first step is to establish an accurate diagnosis of your current situation and your strategic objectives for the next 3-5 years. This will naturally reveal the skills gaps that need to be filled and the optimal sequence of strategies to be deployed.

Remember: Strategic Workforce Planning is not a one-size-fits-all solution, but a tailor-made approach that must be adapted to your unique context. However, the principles of orchestration and sequencing of the 8Bs remain universally applicable.

Do you have questions about applying the 8Bs in your specific context? Feel free to share them in the comments!

*TechInd is a fictional case study that summarises several real transformations observed in the manufacturing sector.

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