STEERING INTO DIGITALIZATION

Charles Tisdell plays a critical leadership role in the digitalization agendas of AB InBev, the world’s largest brewing company, as global director of connected brewery IIoT and automation. No one knows better about the global and local challenges facing the brewing industry. In an exclusive interview, Emilian Axinia of COPA-DATA talked with Charles to explore his many years of experience of digital transformation strategies, technologies, and opportunities.

INTERVIEW: EMILIAN AXINIA, DIRECTOR INDUSTRY MANAGEMENT FOOD & BEVERAGE

Emilian Axinia: Hi Charles, when we first met, you were leading a dynamic „digitalization train“ at AB InBev. What do you remember about the early days?

Charles Tisdell: First, thanks for the opportunity to share my many years of experience leading digital transformation. Let’s start with a quick definition to set the stage; a definition that I am 100 percent aligned with.

Digital transformation is the integration of digital technology with various aspects of an organization’s operations, resulting in fundamental changes to how it operates and delivers value to its customers. Based on this definition, my journey started some 20+ years ago when I was part of delivering the first TCP/IP networks, PLCs, VFDs, HMIs, and WIFI in our facilitates across North America to transform our business. Back then, this was truly transformational.

Inspiring memories! Tell us more about the impact this had on the company’s business.

Tisdell: Those transformations helped make Anheuser-Busch the world’s biggest brewer with over 68 percent market share in North America. Over the last 10 to 15 years, our focus has turned to technologies such as cloud computing, big data, AI, and the IoT. The goals remain the same: to optimize business processes, improve efficiency, enhance customer experiences, and drive innovation. Then, as now, my favorite aspect of transformation is working closely with plant management, technicians, and operators to solve a specific problem. I love to give people the opportunity to fully participate in the transformation journey as opposed to taking a topdown approach.

What was the key motivation to drive digitalization?

Tisdell: The key motivation or expectation over the years continues to be increased operational efficiency to drive productivity across the supply chain. To deliver on this, front-line workers must be empowered with tools that provide data-driven insights to make decisions in real time, tools to improve collaborative teamwork and to break down silos, and to enable seamless communication across departments, teams, and stakeholders.

Some may imagine digitalization in a global company as not being easy to move or steer. How would you suggest coping with this mission?

Tisdell: Unlike 20 years ago, digital transformation is now mostly about people and process transformation. Machines, servers, and networks today are very efficient and are more of a commodity. Using digital technology to drive people and process changes creates several challenges and hurdles that must be removed. Successfully addressing these hurdles requires a holistic approach that involves strong leadership, collaboration across departments and between OT and

IT, effective change management, investment in talent and skills, and a long-term commitment to the transformation journey.

What are the hurdles?

Tisdell: Quickly listed, I would mention the following hurdles that must be dealt with to get the tanker turning: the resistance to change, legacy systems and infrastructure, a lack of digital skills and talent, data privacy and security concerns, siloed departments and a lack of collaboration, as well as scalability and infrastructure challenges, return on investment, uncertainty, regulatory and compliance factors, and managing cultural and organizational change.

Can you give us an example?

Tisdell: Given that most global companies like ours grow through acquisitions, a common example of a hurdle would be legacy systems and infrastructure. This adds to the complexity of delivering digital transformation at scale.

Legacy systems may require upgrades or replacements to enable a smooth digital transformation which can be very expensive to mitigate. This is where partnering with a company like COPA-DATA can help you build that IIoT and data layer while maintaining or migrating away from legacy infrastructure. It enables the use of other niche systems to deliver targeted solutions like predictive maintenance and advance process controls.