The world won’t settle. We live in what futurist April Rinne calls a state of “flux”—a relentless, unpredictable, no-turning-back swirl of change. In her talk, How to Make Change Suck Less, Rinne gave leaders a toolkit not for controlling uncertainty—but for becoming better at moving with it.

This isn’t about being fearless. It’s about being ready. Rinne, who’s worked in more than 100 countries and experienced profound personal tragedy, doesn’t speak from theory. At age 20, she lost both parents in a car crash. Her life flipped. She didn’t have a choice but to see differently—and that lens became the foundation of what she now teaches global leaders: developing a flux mindset.

Flux, she says, isn’t just change. It’s change that never stops, never stabilizes. Think Everything Everywhere All at Once, but real life. And no kung fu skills required—just the willingness to upgrade your leadership habits. Rinne laid out three “flux superpowers” that leaders need right now: slow your pace, let go of control, and learn to see what others miss.

Run slower to move smarter. That’s not a contradiction—it’s neuroscience. In our speed-obsessed world, fast is default. But our brains don’t function well in constant sprint mode. Clarity disappears. Creativity evaporates. Leadership suffers. “When you’re racing,” Rinne warns, “you tend to make foolish mistakes.” The remedy? Adopt the mantra: slow is smooth, and smooth is fast.

Running slower doesn’t mean doing less—it means choosing better.

• Practical tip: Start your meetings with a “slow minute”—60 seconds of silence to breathe, reset, and refocus. It signals calm and control when everything else feels urgent.

Next, let go. Control is leadership’s most overrated obsession. Rinne dismantles the myth that leaders must have all the answers. In a world this uncertainty, pretending you do is both dishonest and harmful. Instead, she advocates for strategic surrender—letting go of outdated beliefs, flawed assumptions, and the need to be right. “What gets us in trouble,” she says, quoting Mark Twain, “is not what we don’t know. It’s what we know for sure that just isn’t so.”

• Practical tip: Create a “Let Go List” with your team. Include legacy processes, rituals, or assumptions that no longer serve your purpose. Revisit it quarterly—and act.

Finally, see the invisible. The biggest threats—and the biggest opportunities—are often the ones we overlook. We miss things that feel impossible, uncomfortable, or simply unfamiliar. But once seen, they’re undeniable. Rinne challenges leaders to actively question their beliefs: “What are you practicing at becoming?” That one question reveals whether you’re staying flexible—or stuck.

• Practical tip: Schedule “Unsee Reviews”—monthly sessions where your team reflects on blind spots, biases, or missed trends. What did we not notice that we should have?

Rinne’s message lands because it’s brutally honest and radically hopeful. Change won’t stop. Complexity won’t shrink. But we can get better at navigating it. By practicing these counterintuitive habits, not mastering them once, but practicing them constantly—leaders can thrive where others freeze.

In her words: “A flux mindset doesn’t drop from the sky… It’s something you must apply and put into action.”

The goal isn’t to control the chaos. It’s to build your capacity to thrive inside it.

Text: Mia Heiskanen   Photos: Pasi Salminen

April Rinne

April Rinne is a global authority on the future of work and author of Flux: 8 Superpowers for Thriving in Constant Change. She’s advised governments, startups, and Fortune 500s, and has been named one of the world’s 50 leading female futurists by Forbes. Her insights are shaped by global experience, deep personal loss, and an unshakable belief that uncertainty is not a threat—but a gift

April Rinne: Flux – 8 Superpowers for Thriving in Constant Change

A recently published study by Fluke Corporation reveals the true cost of downtime in industrial manufacturing.

The survey, conducted by Censuswide, interviewed 600 respondents representing food and beverage, oil and gas, life sciences and automotive manufacturing companies in Germany, the UK and the US. Last year, 61% of manufacturers suffered unplanned downtime, costing the industry up to $852 million per week.

Downtime Is Common

48% of companies report between six and ten outages per week, and almost one in five (19%) face between 11 and 20 weekly outages. 45% of businesses reported outages lasting up to 12 hours, and 15% experienced downtime of up to 72 hours.

Globally, the risks are highest for large companies. 40% of organisations with more than 50,000 employees report between 11 and 20 outages per week, and half of these organisations experience outages lasting up to 72 hours.

“Our research paints a compelling picture: manufacturers are caught in a cycle where downtime directly undermines competitiveness, and too many are forced to settle for piecemeal fixes,” said Parker Burke, Group President at Fluke Corporation.

Average Costs

According to the report, the average cost is $1.7 million per hour, meaning that a single outage can result in losses of up to $42.6 million.

While the number of outages is fairly consistent across the three regions studied, there are differences in costs.

In the UK and Germany, losses can reach up to $62.7 million, while the global average is much lower at $40.8 million per outage.

“The data shows that outages can no longer be seen as just an operational problem. It is a real risk to competitiveness and business value,” says Burke.

Increasing Resilience

The report found that many companies remain fragmented in their response. Manufacturers are spreading their digital investments across multiple tools – such as predictive maintenance (12%), digital twins (12%) and condition monitoring (13%) – rather than implementing integrated reliability strategies.

“Our research shows a stark reality: too many manufacturers are stuck reacting to outages instead of getting ahead of them. Quick fixes might keep things going for a while, but they don’t build long-term sustainability,” Burke said.

Text: Vaula Aunola   Photo SHUTTERSTOCK

Whether it is a factory, a railway, or a power plant, a single breakdown can grind operations to a halt, disrupt services, and trigger a chain of costly delays. Sometimes, all it takes is one missing spare part to bring an entire system to a standstill.

Tomáš Hladík believes it’s time to rethink the role of maintenance—and to remember that spare parts management, too, is a critical component of any effective maintenance strategy.

“Maintenance must move from the back office to the boardroom,” he insists. “It shapes competitiveness, resilience, and sustainability across European industry.”

Based in Prague, Czechia, Tomáš bridges industry, academia, and international collaboration. At the Czech University of Life Sciences Prague, he teaches courses on supply chain efficiency and modern maintenance strategies.

One of his key academic contributions lies in the field of Reliability and Risk Treatment–Centred Maintenance. In his research, he has applied methodologies such as Reliability-Centred Maintenance (RCM) and Risk-Based Inspection (RBI).

In his paper, Monetising Data in Maintenance, he explored how digitisation and Industry 4.0 technologies – such as IoT and IIoT – can optimise spare parts inventory. In this study, he proposes models for big data monetisation and outlines eight best practices for effective spare parts management, including inventory segmentation, criticality assessment, and forecasting.

Modernising Maintenance Education

As a Principal Consultant at Logio—a European consulting and technology firm specialising in supply chain management—Tomáš has spent nearly two decades translating theory into practice. He works closely with manufacturers and retailers to streamline their operations and achieve measurable reductions in waste through data-driven decision-making.

Beyond his consulting and research work, Tomáš has helped to steer the future of maintenance education across Europe. As Vice Chairman of the Training Committee at the European Federation of National Maintenance Societies (EFNMS), he is helping to modernise educational programs, harmonise knowledge frameworks, and elevate professional standards. In this role, his goal is to align training across the continent and prepare the next generation of professionals for a future defined by digital transformation and sustainability.

“I’ve always blended business with academia,” Tomáš says. “It’s not just about teaching—it’s about connecting students with real-world projects and bridging the gap between theory and practice.”

Tomáš Hladík’s path into European maintenance leadership wasn’t planned. After finishing his engineering studies at the Czech University of Life Sciences Prague, he was invited to teach and, through a mentor, got involved with EFNMS in 2006.
“I was the youngest member for a long time,” he says with a smile. “Not anymore, but the industry still needs more young people. That’s a big challenge.”

After chairing the committee for several years, he is now helping to shape how maintenance professionals are educated across Europe. He values the power of networks his work with EFNMS provides: “If I need an expert in any country, I know exactly who to contact.”

He also contributes to the EFNMS Body of Knowledge, a guide to key areas in maintenance and asset management. With his background in supply chains, Tomáš has helped reframe spare parts management as a strategic issue—not just a logistics issue.

Optimising these systems, he says, improves reliability, cuts waste, and strengthens resilience.

“Spare parts aren’t just about storage anymore—they’re vital to long-term performance.”

Spare Parts: A Strategic Discipline

If there is one topic that consistently captures Tomáš Hladík’s attention, it is spare parts management—often overlooked but vital. At first glance, it may seem like a simple logistics issue: keep enough stock to avoid shortages. But Hladík insists it is far more complex.

“Not having critical spare parts could put you out of business quite easily,” he warns. “This is especially true in industries like power generation or oil and gas, but it is just as relevant for manufacturers or operators of complex technologies and fleets like trains or trams.”

A tram, for example, may consist of 12,000 individual components, but only around 2,000 are practical to provide as spares. Identifying these LRUs (“line-replaceable units”) requires deep knowledge, foresight, and coordination across design, procurement, production, and operations. It is part of Product Lifecycle Management (PLM) – another strategic process that integrates data and activities across all stages of the life cycle of a complex machine, such as a train or tram.

“Some manufacturers still guess,” Hladík admits. “That creates enormous risk. Underestimate, and you face downtime and angry customers. Overestimate, and you tie up millions in unnecessary stock. Getting it right is a strategic advantage.”

From Selling Products to Selling Services

Looking ahead, Tomáš sees the rise of performance-based and full-service contracts—where providers guarantee uptime and performance over decades—as one of the most significant shifts in the industry.

“This is gaining more and more popularity in public transport—trams, trains, metros, aeroplanes,” he says. “Instead of buying a tram, for instance, the customer buys years of operation, hours of good performance measured by defined KPIs. The risk of downtime and inefficiency shifts from the operator to the manufacturer. That completely changes the business model.”

Large European manufacturers of trains or trams, he explains, are excellent at building trains. But selling long-term operations is another story. “They struggle because they don’t know what the actual reliability or MTBFs will be over 20 years. They’re guessing—and that makes pricing and managing these contracts very difficult.”

The shift toward full-service models in industrial assets is accelerating across Europe and around the globe. Western Europe is relatively advanced, Central Europe is catching up, and Eastern Europe is just starting to catch up. However, the direction is clear: customers are increasingly paying for outcomes rather than assets.

“You don’t need to own, for instance, the turbine anymore,” Tomáš says. “You rent it and pay only for the tonnes of steam it produces. The same model is being offered for automated logistics solutions, like automated warehouses or robotic handling in e-commerce fulfilment centres. The provider takes the risk for maintenance and inefficiency. This is already happening—and it will only grow.”

Challenges and Opportunities for Europe

Europe’s industrial sector is facing mounting pressure. Years of de-industrialisation have shifted core manufacturing to Asia, leaving the continent increasingly dependent on imports of electric vehicles, batteries, solar panels, and even advanced tech like robots.

“We’ve almost lost the ability to compete in the production of electric vehicles,” notes Tomáš. “Chinese EVs aren’t just cheaper—they’re often higher in quality than European models. The same story plays out in batteries and renewable technologies. These are technologies in which we once led, but now we repurchase them from Asia.”

Demographic shifts further complicate the picture. Countries such as Germany, Italy, Poland, and Finland are experiencing workforce shrinkage. Migration offers partial relief—Czechia, for instance, has welcomed 380,000 Ukrainian immigrants, half of whom are now employed and paying taxes, contributing positively to the economy—but it’s not a long-term fix, Tomáš says.

Despite the current challenges, Tomáš remains optimistic about Europe’s industrial future. He believes the continent must define its signature product for the 21st century—whether in pharmaceuticals, green technology, or sustainable infrastructure—and identify its next major growth market.

While Asia continues to dominate in many sectors, Tomáš views Africa’s rapidly growing population as a strategic opportunity.
“Europe is ageing and losing ground in automotive, AI, green technologies, and industrial automation. Meanwhile, China faces a population crisis and is turning to large-scale robotisation—using robots made in China. But as China’s domestic demand declines, it too is looking toward the market of the future: Africa. Whoever leads in Africa may well lead the next century,” Tomáš says.

To seize existing opportunities, Europe must also address a critical talent gap. Attracting young professionals to industrial and maintenance careers is essential for long-term EU industry competitiveness.

“Maintenance sits at the intersection of reliability, safety, and competitiveness,” Tomáš explains.

“It’s not routine work—it’s a dynamic, high-impact profession that shapes the future of industry. We need to communicate this clearly to the next generation.”

Education for a Changing Industry

Education is one of Tomáš Hladík’s enduring passions. As the industrial landscape undergoes rapid transformation, he insists that certain foundational principles must remain intact. “Skills like critical thinking, problem-solving, and the ability to learn form the foundation of every program,” he says. “They’re non-negotiable.”

Yet, the demands of modern industry require more than timeless skills. New competencies—such as predictive analytics, lifecycle management, digitalisation, and sustainability—are now central to effective maintenance. As technology evolves, so must the educational frameworks that support it.

“Technicians must learn how to maintain robots,” Hladík explains. “Not just gears and gearboxes, but sensors, grippers, and control systems. In 2023, Germany already had 430 industrial robots per 10,000 employees. In China, that number was 470, and the shift toward robotics has only just begun. This is the reality we must prepare for.”

Electric vehicles (EVs) present another emerging challenge. “In theory, EVs require less maintenance,” he notes. “But in practice, if your EV breaks down, you’ll wait a long time. There aren’t enough workshops with the skills to repair them. We urgently need more education and talent in this field.”

For Tomáš, the message is clear: education must evolve continuously. “Critical thinking, problem-solving, and the ability to learn will always remain at the core,” he emphasises. “But they must be combined with fundamentals and knowledge of emerging technologies and sustainability practices. That’s how we prepare the next generation.”

The Demographic Dilemma

Europe’s maintenance industry is navigating not only technological disruption but also a looming demographic crisis.

“By 2030, in the EU, most of the workforce will be between 50 and 65,” notes Tomáš. “That’s a serious challenge.”
While attracting young talent is essential, Hladík warns against sidelining older professionals.

“Many companies focus on hiring the young, but seniors hold a wealth of knowledge and experience. That expertise should be treated as a goldmine—not discarded.”

He points to Japan’s “super seniors” as a model: retired experts who continue contributing without rigid performance targets, mentoring younger colleagues and preserving institutional wisdom. In contrast, Europe often loses this expertise when workers retire and exit the workforce entirely.

Technology, Hladík believes, can help bridge the generational gap.

“With augmented reality, retired experts can guide younger technicians remotely offering real-time advice from home. It’s a new way of transferring knowledge without being physically present. We must explore these options.”

For Tomáš, maintenance is more than keeping machines running—it’s becoming a key driver of competitiveness and sustainability.

As European industry rapidly evolves, his vision highlights how innovation and experience together can transform maintenance into a cornerstone of industrial strategy.

“In our new reality, education must keep pace,” he stresses. “We can’t afford to fall behind.”

Text: Nina Garlo-Melkas
Photos: Mia Krizkova

Optimising Spare Parts: Hladík’s Eight Strategies for Data-Driven Maintenance

Tomáš Hladík presents a data-driven approach to improving spare parts management in his paper “Monetising Data in Maintenance: Data-driven Spare Parts Management,” published in the Maintworld magazine (issue 3/21).
Here are the key strategies he recommends:
1. Focus on Preventive Maintenance. Preventive (and predictive) strategies reduce the need to hold extensive inventories of spare parts.
2. Solve Process Inefficiencies: Identify and eliminate bottlenecks and data insufficiencies in spare parts workflows to optimise efficiency.
3. Segment the Spare Parts Portfolio. Classify parts by usage, value, and criticality, and work with each segment separately to optimise stock levels.
4. Evaluate Criticality and Assess which parts are essential for operations, prioritising their availability.
5. Utilise Accurate Forecasting Methods: Employ statistical models to predict demand accurately and prevent overstocking or shortages.
6. Handle Intermittent Demand Smartly. Use specialised techniques for parts with irregular usage patterns.
7. Consider Asset Lifecycle: Align spare parts decisions with the full lifecycle of equipment and machinery.
8. Clean and Rectify Master Data. Improve naming conventions and eliminate duplicates to enhance data quality and accuracy.