Where Humans Lead and Machines Follow: Rethinking Manufacturing
19/08/2025 Infor
By Andrew Kinder, Senior Vice President Industry Strategy, Infor
The future is here and it’s only getting smarter. Step into almost any factory today in the UK and you’ll see more than just advanced machines on the factory floor. Behind the scenes, sophisticated algorithms predict disruptions before they happen, streamline operations, and optimise processes.
But as machines get smarter, so too does the demand for people who work alongside them. The requirement for skilled talent across the UK is rising, not in spite of technology, but rather because of it.
Technology as a tool, people as the drivers
From AI-driven production scheduling to predictive maintenance, today’s automated systems rely heavily on human oversight. These technologies require people to configure, manage, analyse and interpret the data that they produce and adapt them to real-world complexities.
And therein lies a problem: a growing skills gap. The most productive manufacturing organisations now have a 22.7% greater access to skilled workers than the least productive. Those leading the way in technology adoption are also investing in their people to maximise their and the business’ potential.
The myth of fewer workers
There’s a common misconception that smart technology equates to fewer people. That utilising the right AI or automation platform means operations will be able to simply run themselves. But industry leaders already know that this is rarely the case.
In fact, the reality is far more complex. Automation is indeed streamlining repetitive tasks, AI is flagging issues before they happen, and advanced analytics are unlocking a new level of accuracy to forecasting and planning. But it’s the human workforce that provides judgement, context, and adaptability - skills that are growing ever more crucial as operations shift towards digitalisation and data-driven processes.
Failing to acknowledge this vital balance is where organisations are at risk of stumbling. Investing heavily in new platforms isn’t enough, if you manufacturing leaders don’t ensure teams can use them effectively. Take AI-powered production scheduling for example, these systems can optimise shift patterns, flag late shipments, or even predict defects. But, without people to interpret those insights, verify the logic, and adapt plans to real world conditions, the tech loses its value.
Tools by themselves rarely deliver meaningful results. But the teams using them effectively will.
Intelligent systems, skilled teams
Despite the clear need for smarter systems and upskilled teams, economic uncertainty continues to temper confidence across the manufacturing sector. According to Make UK’s Q2 Manufacturing Outlook report, growth forecasts have been downgraded for 2025, and while investment intentions remain positive overall, many firms are treading cautiously.
But while it may seem counter-intuitive, companies that are pulling ahead are those that see workforce advancement as a strategic asset. Those seen as the most productive are already investing 26% more in workforce development than their peers. Often tools like GenAI and AI agents help Operators by automating tasks, guiding them through work and connecting rewards and incentives to the learning of new skills. Capabilities all essential for the future.
What’s needed now is a longer-term view. The roles evolving in manufacturing today look very different to those of from the past ten years. They need fluency in technologies such as machine learning, robotic automation, and digital twin simulation to stay competitive.
Developing a lasting foundation for talent
Traditional training models alone are no longer enough. To address this, manufacturers should consider establishing partnerships with local education providers, developing internal academies for upskilling existing staff, or rotating workers through different departments to deepen systems knowledge. Programmes like Make UK’s National Manufacturing Skills Taskforce and local skills enhancement plans (LSIPs) are helping align technical needs with upcoming recruitment pipelines.
At the same time transparency is key. If manufacturers want to succeed in overcoming the skills gap, they can’t afford not to bring their people along for the journey. Employees must understand why new technologies are being introduced and how their roles will evolve. If employees don’t grasp or trust the tools, the technology will create barriers instead of smoothing processes. Involving workers in early discussions, explaining the reasons behind the transformation and offering clear development paths are all critical to driving adoption.
Building for the future
The legacy of the UK’s manufacturing history cannot be sustained unless manufacturers act and operate with new speed and agility. The right tools, people, and decisions are essential. Ultimately, human resilience is just as important as system resilience. The most competitive and adaptive organisations are those with a confident, well-trained, and well-supported workforce.
Manufacturers who understand that choosing between technology and talent is not grasping the point and instead focus on bridging the current skills gap and investing in their workforce as much as in their platforms – are the ones that will succeed. This approach helps build a strong future; one filled with opportunities as well as potential challenges for their businesses.
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