The Role of 4IR-5IR Leadership-Management in the Adoption of Formal Methods
Abstract
:1. Introduction
Research Questions and Objective
2. Materials and Methods
2.1. The Use of Qualitative Propositions
- Content propositions indicated by pCi for i ∈ {1, 2, 3, …}. A content proposition indicates attributes of building blocks of a framework and is looked upon as the attributes or descriptions of the contents of an entity in the framework.
- Association propositions indicated by pAj, j ∈ {1, 2, 3, …}. An association proposition indicates an association among two or more entities in the framework and is reminiscent of hypotheses in quantitative work but viewed qualitatively.
2.2. Ethical Clearance
3. Results
3.1. Formal Methods
- Proposition pC1a: The efficient use of FMs for system development necessitates the training of developers in discrete mathematics and logic to produce a formal specification.
- Proposition pA1: raining offered to employees may be technical for developers or managerial for upper management.
- Proposition pC2a: o facilitate the training of developers, a formal specification language selected from algebraic, process-based, and model-based approaches should exhibit relative simplicity, yet be expressive.
- Proposition pA2a: formal specification is associated with choices among one or more specification styles.
3.2. Fourth-Fifth Industrial Revolution (4IR-5IR)
- Proposition pC3: prominent 4IR technologies include, amongst others, the IIoT, AR, C/EC, Printing 4.0, blockchain, and (generative) AI, of which AI may be the most prominent in guiding the path for FMs usage as a technology.
- Proposition pC4: a Gartner–Hype™ cycle could be used to predict the industry’s uptake of FMs. Coupled with this would be predictions on the post-adoption use of FMs, i.e., the sustainable use of FMs.
3.2.1. Quality 4.0
- Proposition pC5: in moving from the 4IR to the 5R, humans should play a central role in the 4IR-5IR structures.
- ❖
- Regarding robots as leaders, their ethical behaviour is paramount.
- Proposition pC6a: having observed leadership in a prominent 4IR structure, management’s support of FMs may be at the executive or cross-functional level.
- Proposition pC7: modern 4IR frameworks, depicted as semi-structured diagrams, may still exhibit ambiguity that could be addressed through FMs.
3.2.2. FMs in the 4IR
- Proposition pC1b: The efficient use of FMs for system development necessitates the following:
- ❖
- Developers should be trained in discrete mathematics and logic to produce a formal specification.
- ❖
- Software tool usage should be included in FM courses.
- ❖
- Attention should be paid to the role of the 4IR in promoting FMs.
3.2.3. Towards the 5IR
- Proposition pC1c: the efficient use of FMs for system development necessitates the following:
- ❖
- Developers should be trained in discrete mathematics and logic to produce a formal specification.
- ❖
- Software tools supporting a high level of user experience to leapfrog into the 5IR should be included in FM courses.
- ❖
- Attention should be paid to the role of the 4IR in promoting FMs.
3.3. Leadership Perspectives
- Proposition pC6b: having observed leadership in a prominent 4IR structure, management’s support of FMs may be at the executive or cross-functional level to facilitate FMs adoption:
- ❖
- A transformational style with elements of consultative, participative, and adaptive styles may be preferred.
- ❖
- To facilitate the buy-in of team members, a servant leadership style should be preferred over an autocratic style.
Leadership in the 4IR
- Proposition pC8a: 4IR-5IR leaders should embody the leadership aspects of curiosity, learning agility, and a general leadership mindset.
- Proposition pC8: 4IR-5IR leaders, either robots or humans, should embody the leadership aspects of curiosity, learning agility, and a general leadership mindset. In addition to a conducive leadership mindset, 4IR-5IR leaders should perform the following:
- ❖
- Exert influence and inspire subordinates and peers.
- ❖
- Possess a learning agility linked to curiosity.
- ❖
- Stimulate the acquisition and creation of knowledge.
- ❖
- Be innovative, both regarding technical (4IR) aspects and commercialisation.
- ❖
- Underwrite ethical behaviour towards colleagues, human or otherwise.
- ❖
- Maintain transactional leadership and move towards transformational leadership, embedding the consultative, participative, adaptive, and servant leadership styles.
- Proposition pC9: maturity models for Leadership 4.0 frameworks ought to be enhanced for the 5IR and collectively adopted as part of 4IR-5IR FMs.
3.4. Pitfalls of Formal Specification
- Proposition pC10: FMs may elicit ambiguities in semi-formal 4IR structures, yet they may incur other challenges, such as combining definitions and operations.
3.5. Technology Adoption
- Proposition pC11: FMs may be viewed as a technology isomorphic to AI in the 4IR, making available to FM developers the advantages of the 4IR and the various technology adoption models and frameworks.
- Proposition pA3: governors and management ought to embrace the opportunities and technologies offered by the 4IR and, therefore, FMs as a technology.
- Proposition pA4: 4IR-IR technologies coupled with technology adoption structures inform the use of FMs as a viable 4IR-5IR technology.
- Proposition pC12: FMs’ adoption for reliable system development should be guided by underlying policies, legislation, and standards, including the emerging FMBoK and company-specific standards.
- ❖
- The company should furthermore embark on a strategy for FMs adoption.
- Proposition pA5: legislation governs using 4IR-5IR technologies and determines the training offered to a company’s FM practitioners, management, and governors.
- Proposition pC13: the initial adoption of FMs for reliable system development should support the ongoing, post-adoption use of these techniques in line with sustainable FM use.
3.6. Governance as Leadership-Management
- Before setting out on FM usage:
- Employ the services of (1) an FMs expert and (2) one or more consultants.
- Decide which phase(s) of the software development life cycle (SDLC) could be formalised.
- Augment traditional processes with FMs; do not replace all the traditional processes.
- Invest in good support tools for FMs. The support tools should not be harder to use than the FM itself. An example is the tedious use of Even-B/Rodin in discharging proof obligations arising from set-theoretic specifications [12].
- Proposition pC14: before adopting FMs, the management and developers should perform the following:
- ❖
- Conduct a thorough risk analysis and determine the return on investment (ROI).
- ❖
- Investigate and study former successes of FMs.
- ❖
- Liaise with early adopters of FMs.
- Proposition pC1: the efficient use of FMs for system development necessitates the following:
- ❖
- Developers should be trained in discrete mathematics and logic to produce a formal specification.
- ❖
- Software tool usage should be included in FM courses.
- ❖
- Attention should be paid to the role of the 4IR in promoting FMs.
- ❖
- FMs experts and consultants should form part of the training programme.
- ❖
- Formal academic and industry-related qualifications are required for FMs experts.
- ❖
- Professional status should be available for FMs practitioners, and attractive remuneration packages should be offered.
- Proposition pC15: IT governors and company stakeholders should decide which part(s) of the SDLC could be augmented or replaced with FMs. Plausibly, not all traditional processes should be replaced (cf. Stidolph and Whitehead [26] for relevant pointers).
- Proposition pC2b: To facilitate the training of FMs developers, a formal specification language selected from algebraic, process-based, and model-based approaches should exhibit relative simplicity yet be expressive. Coupled herewith is the adoption of good support tools to facilitate FMs’ development.
- Proposition pC2: The following would facilitate the training of FM developers:
- ❖
- A formal specification language selected from algebraic, process-based, and model-based approaches should exhibit relative simplicity, yet be expressive.
- ❖
- Functional support tools for the requirements definition, formal specification, and subsequent transformation (refinement) into a correct system should be adopted.
- Proposition pA2: a formal specification is associated with choices among the following:
- ❖
- One or more specification styles.
- ❖
- Tool support regarding automated, interactive, or hybrid reasoning.
- ❖
- Transformation into a correct system.
- Proposition pC16: owing to possible risk and ROI considerations, adopting FMs for system development would be a governance, i.e., a leadership-management (L-M) function, rather than an IT management function.
- Proposition pC6: as supported by a prominent 4IR structure, management’s support of FM adoption may be at the executive or cross-functional level:
- ❖
- A transformational style with elements of consultative, participative, and adaptive styles may be preferred.
- ❖
- To facilitate the buy-in of team members, a servant leadership style should be preferred over an autocratic style.
- ❖
- Employee freedom and the organisational culture of the ICT section should be considered when adopting FMs.
3.7. Conceptual Framework
4. Discussion
5. Related Work
6. Conclusions
6.1. Advancing Theoretical Knowledge
6.2. Practical Implications
6.3. Limitations
6.4. Future Work
Funding
Data Availability Statement
Conflicts of Interest
References
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van der Poll, J.A. The Role of 4IR-5IR Leadership-Management in the Adoption of Formal Methods. Systems 2024, 12, 306. https://doi.org/10.3390/systems12080306
van der Poll JA. The Role of 4IR-5IR Leadership-Management in the Adoption of Formal Methods. Systems. 2024; 12(8):306. https://doi.org/10.3390/systems12080306
Chicago/Turabian Stylevan der Poll, John Andrew. 2024. "The Role of 4IR-5IR Leadership-Management in the Adoption of Formal Methods" Systems 12, no. 8: 306. https://doi.org/10.3390/systems12080306