As large scale digitization continues to reform business processes, one critical challenge organizations are currently facing is managing the staggering amount of data flowing. Further, with large datasets comes the added complexity of insuring a cyber secure environment and shielding the information security management system (ISMS) from undesirable manipulations. Today’s drastic rise of cyberattacks urges the need for effective security frameworks to guard against unauthorized access and malicious acts impeding business operations. The latter of which compelled organizations to adopt holistic information security approaches, commonly implemented via ISMS frameworks. Further, to maintain an effective ISMS, ongoing monitoring and measurements are highly required. Considering the aforementioned points, this paper explores how organizations measure the effectiveness of their ISMS focusing on key performance indicators, metrics, and foundational components involved in information security management by categorizing metrics into governance, risk, and incident response as well as determining the maturity level based on ISO alignment, the presence, specificity and automation of KPIs. Based on empirical interviews with eight diverse organizations, the research findings reveal a wide range of maturity among organizations, from those lacking clear defined KPIs to those with sophisticated multi-layered systems. While special attention is paid to incident-response management, companies with a strong ISMS stand out because they use automated and proactive metrics for strategic reporting, whereas companies with a weaker ISMS often do not have organized KPIs and depend on random manual audits. Based on these results, the present work suggests an analysis framework for evaluating ISMS effectiveness. While previous studies have struggled to define clear ISMS measurement practices, this paper aims to provide insights on measurements by identifying the core building blocks of ISMS and revealing how they are evaluated to drive continual ISMS improvement.

This chapter examines how Smart Manufacturing 5.0 can operationalize circularity in manufacturing by enabling value-retention loops such as reuse, repair, refurbishment, remanufacturing, repurposing, and recycling. It argues that circularity is not realized through policy ambition alone, but through engineering, planning, control, and verification across the full product lifecycle. Building on R-strategy logic, the chapter frames circularity as a set of industrial decision and execution problems distributed across design, production, service, reverse logistics, recovery, and compliance. It analyzes how core Smart Manufacturing 5.0 capabilities, including cyber-physical connectivity, artificial intelligence and analytics, digital twins, human-centric operations, and cross-enterprise data governance, support these decisions by improving observability, reducing uncertainty, and coordinating circular workflows. A central contribution of the chapter is the positioning of Digital Product Passports and advanced traceability as foundational infrastructure for scalable circular manufacturing. Without persistent identity, lifecycle lineage, interoperable data, and verifiable evidence, higher-value loops remain difficult to execute safely, economically, and at scale. The chapter further discusses the main shortcomings of current approaches, including fragmented data, weak interoperability, governance and liability concerns, reverse-flow uncertainty, and the implementation burden of complex digital architectures. It concludes that the practical path toward circular manufacturing is traceability-first and staged: establish persistent product identity, minimum interoperable datasets, and lifecycle event capture, then progressively integrate decision support, optimization, and compliance-ready evidence across value networks.

The proposed evaluated Capability Maturity Model (CMM) for long-term management of Zero Defect Manufacturing (ZDM) implementations, ZDM-CMM, is intended as a tool for organizations initiating or advancing their ZDM initiatives. This ZDM-CMM offers guidance on key perspectives crucial for successful ZDM development, deployment, and potential objectives for measuring maturity and progress over time. The evaluation of the ZDM-CMM highlights use in balancing conflicting objectives such as speed, cost, and quality, with sensitivity analysis recommended to determine their relative importance. While additional objectives were suggested, the current model provides a foundational framework to be refined with further experience. The CMM, designed primarily for tracking maturity rather than comparing implementations, emphasizes the significance of considering various perspectives early in ZDM project planning to ensure comprehensive management. Although not yet widely adopted, the companies that participated in the evaluation expressed interest in using the CMM for visualization of progress and holistic assessment of ZDM efforts. Further, the ZDM-CMM is expected to provide significant insights for project planning, potentially saving time, resources, and ensuring thorough consideration of critical ZDM aspects. 

The whitepaper provides an overview of how it is possible to extend the lifecycles of connected offerings comprising for instance hardware, software, a support-service system and long-term management of operation. These offerings may span from products, products with add-on or integrated services, solutions, product-service systems, industrial product-service systems, and functions, etc. The selection of business model for an offering has a large impact on how the provider and customer/user can maintain, update and support the offering and keep it operational with a high level of availability and cybersecurity. In addition, new ways of designing the sales agreements or contracts may also lead to an increased level of re-circularity, extension of lifecycles and less ecological impact. This requires that an offering’s lifecycle is foreseen and planned for already at the initial conceptual, requirement engineering, and design phases, rather than trying to add this at a later stage at a much higher cost and effort. The total cost of ownership perspective is applied and compared to the initial cost perspective, which currently often is used.

The paper addresses, based on a qualitative study comprising five companies, requirements for interoperability concerning Zero Defect Manufacturing (ZDM) in an Industry4.0 context. The results outline a strong link between well working interoperability and achieving the benefits from ZDM efforts. Further, the results also outline the need for getting out the right data from production processes and keep high data quality supported by management attention and a clear vision. The results are aligned with existing literature and studies but bring up more details on requirements on evolving interoperability for ZDM in terms of data quality and how the analytic output can be used for decisions based on the reliability and confidence levels. In addition, the increased need for cybersecurity within ZDM is highlighted where also cybersecurity requires interoperability to function well over time. 

This paper introduces an evaluated initial model for how product lifecycles can be extended considering new and emerging existential design aspects concerning both general as well as digital/connected products. The initial model, which is cyclic, includes reverse logistics of components and raw materials, as well as information on how to manage data at the end of lifecycles. The aim is to improve long-term sustainability with a high degree of circularity while also achieving increased profitability and competitiveness. Further, we highlighted that product providers must start to evaluate and prepare for how to improve product durability, manage long and extendable lifespans, and achieve circularity with reverse logistics to close the loops. Additionally, updatability and upgradability are also required to stay current with time and create value while being cybersecure. Otherwise, customers’ expectations, various legal and regulatory aspects, as well as other existential design aspects can halt or even terminate a product’s lifecycle.

The case study, spanning three contexts, concerns a multi-usable cloud service platform for big data collection and analytics and how the development pace and efficiency of it has been improved by 50–75% by using the Arrowhead framework and changing development processes/practices. Furthermore, additional results captured during the case study are related to technology, competencies and skills, organization, management, infrastructure, and service and support. A conclusion is that when offering a complex offer such as an Industrial Product-Service System, comprising sensors, hardware, communications, software, cloud service platform, etc., it is necessary that the technology, business model, business setup, and organization all go hand in hand during the development and later operation, as all ‘components’ are required for a successful result.

The paper addresses the need for a policy document in organizations concerned with Operational Technologies (OT) within their production and operational environments, and secondly how such an OT policy was developed and crafted by a Swedish municipality and its water production and wastewater management department. The first initial design criteria was to clearly distinguish the IT environment from the OT environment and the second design criteria was to achieve an improved, affordable and maintainable cybersecurity level for the OT environment. The results of the paper are an initial OT policy and an action plan for the necessary technical and organizational change in the OT environment.