For many SME manufacturers, digital transformation is often framed as a technology challenge.
But for the hundreds of businesses engaging with Made Smarter’s leadership programmes, a different picture is emerging. The real transformation is happening in how leaders think, how teams work together, and how organisations approach change.
At the heart of this achievement are Made Smarter’s two flagship leadership programmes: Leading Digital Transformation (LDT), a three-month course for senior leaders to develop digital strategies, and Leading Change for Digital Champions (LCDC), a shorter programme equipping operational teams to deliver change on the ground.
We asked recent graduates of the LDT programme and two LCDC cohorts, including the first to be staged in Cumbria, what they gained from the experience.
From reactive to strategic leadership
One of the most immediate impacts of the programme is giving leaders the space and structure to step back from day-to-day operations and think more strategically.
The Rakem Group, a Bury-based manufacturer and distributor supplying chemicals and specialist manufacturing services, has been investing heavily in skills development, with four staff from across the organisation involved in LCDC and LDT programmes.
Finance Director Jenni Byrne said: “The programme has helped us think much more carefully about systems and processes across the organisation, particularly as we work to improve how our digital tools connect and support the way our teams operate.”
That sentiment is echoed by Claudia Diop, HR Manager at Visual Architects, a Denton-based event design company.
“The LDT programme helped me identify issues that can get lost when you are heavily involved in the day-to-day running of the business,” she said. “One of the biggest changes for us has been introducing a more structured way of working, with clearer accountability, regular meetings and better-defined responsibilities across the leadership team.”
For others, it is about bringing structure to previously informal ways of working.
Will Westle, co-founder of Crossfell Campers Ltd, a Penrith-based manufacturer of bespoke camper van conversions, said: “As a very small business, most of our ideas and plans had always just lived in my head. The course helped me bring more structure to that journey.”
People at the centre of change
While technology is the enabler, participants consistently point to people as the deciding factor in whether change succeeds or fails.
Charlotte Crossley, ISO Manager at Fylde Electronics, a Preston-based manufacturer of signal conditioning and test equipment, said: “A big learning for me has been that change is much more successful when people are involved at the beginning and understand why it is happening.”
That same message is reflected by Louise Powdrill-Leavey, Office Manager and Head of Logistics at Chalice Supplements, a Liverpool-based manufacturer of supplement gummies.
“One of the biggest takeaways from the programme was the importance of engaging people across the company when you’re introducing new processes,” she said. “Getting that buy-in from staff is essential if you want changes to succeed.”
There is also a growing recognition that leadership is not confined to senior roles.
Lewis Edwards from Acrastyle UK, a manufacturer of high-voltage sub-station protection and control equipment based in Ulverston, said his key takeaway was that change can happen at any level of the organisation, not just from senior leadership.
“It’s about individuals taking ownership and playing an active role in driving improvement within the business,” he said.
Even at leadership level, adapting to different people is key.
Julia McDonald, Commercial & Marketing Director at Bomac Electric Limited, a Knowsley-based manufacturer of precision electrical components, said: “Everyone approaches change at a different pace, and understanding that helps you bring teams with you more effectively.”
From theory to application
Another defining feature of the programmes is the focus on practical tools for real-world application.
Mike Seaton, Production Manager at Embossing Rollers, a Heywood-based specialist engraver, said: “I enjoyed learning how to use some of the new tools, like SWOT analysis, and thinking about how we embrace change within the leadership of the company.”
Charlotte Crossley at Fylde Electronics also highlighted the value of these frameworks.
“The tools we were given were really useful because they help you think beyond the day-to-day and look at the bigger picture, what you are trying to achieve and why,” she added.
For Richard Garton, Manager at Smith Bullough, a Wigan-based manufacturer of non-standard fasteners, the collaborative sessions were equally valuable.
“The brainstorming sessions were particularly useful because they allowed us to step back and discuss different project challenges with people from other businesses.”
Connecting systems, processes and people
For many manufacturers on the LDT programme, digital transformation is less about a single piece of technology and more about connecting existing systems and processes.
Jenni Byrne at The Rakem Group highlighted the importance of integration, particularly around improving how digital tools support day-to-day operations.
At Visual Architects, Claudia Diop pointed to the need to better understand bottlenecks and build capacity for growth, while maintaining a collaborative and creative culture.
And for fast-growing businesses like Chalice Supplements, the challenge is introducing structure at pace.
“Our business has grown very quickly over the past few years, and as we scale production we’ve realised we need more structure around how projects and changes are managed across the business,” Louise Powdrill-Leavey said.
At Fylde Electronics, the focus has been on preserving knowledge and improving communication.
Charlotte Crossley said the programme helped her “bring that information together through an ERP system, while also improving communication across the business”.
The power of shared experience
One of the most valued aspects of the programmes is the opportunity to learn from other manufacturers.
Andrew Goward, Head of Operations at Vebro Polymers, a Wilmslow-based manufacturer of high performance resin flooring systems, highlighted “the opportunity to network with other manufacturers, understand their objectives, and share experiences about how different organisations are approaching change”.
Wojciech Zawalski, Production Manager at Polish Village Bakery, a Trafford Park-based manufacturer of traditional European breads, added: “It was also very valuable to hear from other companies about the challenges they face. When you talk openly with other manufacturers, you realise many businesses are dealing with similar issues and learning from each other is very helpful.”
Mike Seaton at Embossing Rollers echoed this: “The networking has also been really valuable, hearing other people’s stories and learning from their experiences.”
Turning ideas into action
Ultimately, the success of any programme is measured by what happens afterwards.
Christopher Ball, Production Lead at Agreka Build Ltd, a Middlewich-based modular construction manufacturer, said: “The sessions helped us think more carefully about how digital technology can be implemented within our organisation and where it can have the biggest impact.”
“The brainstorming exercises were particularly useful because they encouraged us to step back and analyse how new ideas could be introduced into the business in a practical way.”
For Will Westle at Crossfell Campers, the impact is ongoing.
“It’s given me tools that I’ll continue to use as we develop the business, whether that’s refining our processes, introducing new technology, or planning the next stage of growth.”
Building confident digital leaders
Digital change works best when it is embraced at every level of the organisation. By empowering strategic leaders and building a network of digital champions, Made Smarter is creating vital links between leadership and the shopfloor, helping businesses overcome barriers, improve communication, and embed new technologies in ways that deliver lasting benefits.
LDT is delivered in partnership with Manchester Metropolitan University and the University of Salford, combining workshops, webinars, case studies and site visits to help participants develop a bespoke digitalisation strategy for their business.
LCDC complements this with a bite-sized, blended programme focused on practical implementation, including workshops and a visit to an Amazon fulfilment centre, giving participants first-hand insight into digital technologies in action.
Graduates also join a growing Digital Champions Network, creating opportunities to share insights, collaborate and continue their digital journey. To learn more visit madesmarter.uk/adoption/develop-your-digital-leadership