The mining sector has no dearth of innovation opportunities, but the path to reap the most fruit starts with a thoughtful, strategic approach.
We are often beguiled by claims that mining is at the crossroads of a technological revolution, on the cusp of a new cycle of demand in critical minerals. To which miners are often labelled as laggards by frustrated technology and services proponents.
By their own volition, key players in the mining equipment, technology, and services (METS) sector are often seen as providing “a solution looking for a problem”.
Put yourself in the place of your target market. How would you choose which technologies or systems to construct? Which companies to buy from if there are multiple choices, and who do you trust? Do you internalise the skills and competencies that you need, or do you outsource them, and if so, to whom? How would you gauge your procurement strategy? And how would you establish sufficient confidence that the nameplate or avowed capacity outcome was likely? Of course, you are going to look around to see if any other like-minded enterprise has been the brave first adopter of transformative technology, and/or operating systems.
For every saying, to depict a circumstance, there is an antidote – in this case, “those who hesitate are lost” – the antidote to which is “fools rush in where angels fear to tread”.
As someone who has spent a career advocating for change and innovation and involved in many profound transformations, I can attest to the evolutionary nature rather than revolutionary, where transition was measured progress reconciling ambition with sustained capacities.
It’s about building bridges
One of the most common pitfalls in the METS sector is the tendency to focus too much on the technical sophistication of new solutions and not enough on the practical needs and challenges of the target market – the miners themselves. As my friend John McGagh, former head of technology at Rio Tinto, once put it, “it’s not enough to tout technological disruption unless these advances are grounded in the lived experience and practical priorities of the intended users”. To which I add “their capabilities and capacities for adoption”. In metaphorical terms, I contend “there is little mileage in trying to sell a Ferrari to someone who has only ever driven an FB Holden”.
McGagh also coined the concept of “foundations and frontiers” as a simple way of looking at the integration construct of novelty into an existing enterprise.
Effective engagement is built on empathy and sustained interaction. It’s about listening to – indeed hearing – the miners, understanding their operational environment, and building a platform of mutual discovery for mutual benefit. This means moving away from a purely transactional mindset and towards a partnership approach that extends to tangible equity in a risk reward relationship. Drawing on my career experiences ,prioritising engagement over one-way communication, encouraging the seeking of information rather than just distributing it, and focusing on strategic marketing instead of just transactional selling are key to building long-term effective relationships and trust.
There are genuine opportunities for the mining industry to transform, grow and prosper sustainably. The key lies in finding the sweet spot between ambition and applicability. It’s not just about identifying new technologies or systems but understanding which are truly attuned to market needs and adaptable to evolving conditions. Digitalisation, in all its manifestations, stands out as a cross-cutting enabler that can transform every aspect of mining operations.
The merger of Accenture (ACN) and Partners in Performance (PiP) exemplifies this integration of “foundational” business improvement methodologies with the “frontiers” of advanced technological enablement tools. PiP’s strength in management operating systems, combined with Accenture’s digital competencies, has delivered essential skills and resources to strengthen data and knowledge management across production processes.
Domain knowledge
One of my most significant insights, from my role on a Federal Government board charged with accelerating the commercialisation of new technologies, was the exploration of human augmentation software in factoring into digital platforms, especially artificial intelligence (AI), the critical practicalities and likely intangibles of “domain knowledge”.
While data engineers can generate statistical analyses from algorithmic constructs, these tools alone cannot capture non-quantifiable inputs such as perceptions, cultural variables, and behaviours, nor readily interpret or explain the statistical output. This is where technologies like retrievable augmented generation (RAG), knowledge graphs, thematics and semantic forensics come into play, facilitating more accurate and relevant data interpretation for more accurate information and applicable effectiveness and efficiencies.
Embracing digitalisation
If I had a magic wand, I would wave it to enhance the industry’s capacities across key determinants of productivity and safety.
I’d go for more sophisticated, reliable, and accurate mineralisation descriptors at less cost. Imagine being able to produce a better 3D block model and interpret the geo-metallurgy characteristics of processing ore with less drilling and faster, more accurate assays.
Better ore body knowledge lays the foundation for more effective mine planning and operational scheduling. Technologies like digital twins and predictive analytics can optimise the entire extraction and processing sequence, from blast patterns to mill processes.
Consider the value of fleet management systems that can differentiate extracted material as ore or waste before it even reaches the fork in the road to either the mill or waste dump. The potential for revenue optimisation through product differentiation is also immense. By understanding the specific needs of customers, miners can produce customer-tailored quality end-use products that command better prices and foster stronger interdependent relationships.
While the front-end digital technologies are transformative, there’s also low-hanging fruit in back-office automation. Automated procurement, predictive maintenance scheduling, and asset project construction and operation can streamline processes and reduce costs.
Safety and health, the number one value in the mining industry, can also be significantly enhanced through such digital technologies. Underground mining has seen impressive advancements in collision awareness and hazard management, using real-time analytics to avoid catastrophic events like rock blasts and coal and water outbursts.
Regulatory challenges are another area where digitalisation can make a significant impact. The current process of regulatory project permitting is often cumbersome and time-consuming. By integrating digital tools, both regulators and applicants can streamline these processes, making them more efficient and transparent – AI has proven to be an effective and expedient measure of reconciling proposals with regulatory requirements – akin to an independent arbiter. This not only accelerates project timelines but also builds trust and credibility with regulators and other interested parties particularly local communities, employees, investors and third parties with legitimate expectations of sound environmental and social stewardship.
It’s important to recognise the limitations and demands of effective digitalisation. The successful adoption of these technologies requires a strong organisational culture that values continuous improvement in the integration of ideas, expertise and operations, initiatives and execution for which are demonstrably CEO led. Organisational culture, including collective and individual behaviours, significantly influences change.
Attitude begets behaviours conducive to effective execution. A culture of “engage, hear, and learn” is more likely to foster the adoption of new technologies and systems than one of “decide, announce, defend.”
The mining industry’s workforce and skills are the backbone of its digital transformation. Skills shortages, particularly in data engineering, chemical engineering, and environmental and social sciences, are a significant barrier to adopting new technologies.
Companies must invest in upskilling their workforce and creating a culture of curiosity and continuous development, and/or outsourcing expertise or services where that can be provided more effectively and efficiently.
Integrated, whole-of-value chain systems that break down these silos and promote integration are essential for realising the full potential of digitalisation. This requires a shift in mindset from single-point solutions to a more systemic approach that considers the interdependencies between different parts of the operation value chain.
The road ahead
The integration of digitalisation technologies and the frontiers of generative AI and other advanced technologies offer a path to greater efficiency, safety, and sustainability.
To thrive in this fractured world, technology proponents need to build bridges with their prospective users, not just tout solutions. To be effective its best they engage with their target markets, understand their needs, and foster relationships conducive to mutual discovery and benefit. This means moving beyond a transactional mindset to one of collaboration, integration and continuous improvement in building risk-reward partnerships. It also means being proactive in addressing regulatory challenges and gaps in current and prospective workforce skills and management systems and building operational resilience to the ever-present cyclical nature of a globally attuned sector sensitive to its vicissitudes. The opportunities are there, but they require a thoughtful and strategic approach.
As Maya Angelou once said, “People rarely remember what you said or what you did, but people will always remember how you made them feel.” The mining industry’s future will be defined by those who make their partners and stakeholders feel valued, heard, and supported. By doing so, we can create a more sustainable, resilient, and prosperous industry that demonstrably lives the concept of “inclusive capitalism” in the endeavour of converting natural endowment into societal capital.
This feature appeared in the Winter 2026 edition of the Mining Magazine.
