Major technological transitions: development opportunities and risks for the public and manufacturing sectors

The Digital Transformation is enabling public and private organizations to become more innovative, flexible, and competitive. It is a change that owes its vitality not only to the well-known experiences of the managers involved, which are well documented in the literature, but also, and above all, in our opinion, to the culture of innovation of all workers. Therefore, in this scenario dominated by major technological transitions, which require a renewed and even more active commitment of the entire workforce, human capital is and will increasingly be the main lever for the competitive development of companies and industrial districts: participation, as is already the case in many Italian manufacturing realities, in decision-making processes, collaboration in the construction of the quality of the organisation, of the company’s products and of its entrepreneurial success. In this context, we try to understand the role of a new effective and joint legislative process for the introduction of the law on participation, and thus finally for the full implementation of article 46 of the Constitution: “With a view to the economic and social advancement of labour and in harmony with the needs of production, the Republic recognises the right of workers to participate, in the manner and within the limits established by law, in the management of undertakings”. Training and financial investment are complementary and essential to ensure an effective and successful digital transformation of public administrations and industry, improving the efficiency, transparency and quality of services offered to citizens and businesses, while recovering production efficiency and margins. Digital transformation is revolutionising the world of work, especially in the public sector, and the world of human resources cannot be indifferent, considering that it is not just about technology, but also about cultural, creative, and organisational changes. For example, new technologies require the development of new skills, and it is thanks to these technologies that employees can be properly trained. The digital age has led to the emergence of new professions as analysts, communications and digital marketing specialists, and digital HR experts. The latter need to be aware of digital transformation trends and understand how virtual communication and digital networks work. Digital transformation has broadened the definition of human resources. The skills required have changed, and employees are a strategic success factor for organisations. HR departments need to understand and adapt to these changes and urgently focus on the professional development and growth of their organisation’s employees. In summary, digital transformation is redefining the role of HR, requiring new skills, and opening new opportunities. In both sectors, digital transformation requires a significant commitment from human resources to ensure success and maximise the benefits of digital initiatives. It is crucial for public and private organisations to fully understand the implications of this revolution and to prepare adequately for the future. Training, skills development and change management are the key to supporting and guiding employees through this transformation process.