Capability first: why technology adoption is now a leadership challenge

As mining moves rapidly from experimentation to widespread adoption of advanced automation and digital technologies, a new challenge is coming into sharp focus: capability. Not just the capability of systems and platforms, but of people, teams and organisations to successfully implement, operate and evolve with them.

For Andrew Atkinson, Business Line Manager – Automation at Sandvik, this moment feels less like a future horizon and more like a tipping point.

“We’re probably on the precipice,” he says. “What was once led by early adopters is now becoming widespread. And as leaders in technology, we have some visibility of what’s coming next – but also a responsibility to understand the people and capability challenges that sit alongside it.”

Andrew’s role spans the automation of Sandvik’s equipment, software integration across platforms and the development of interoperable and robotic solutions designed for the future of mining. It places him at the intersection of cutting edge technology and the operational realities of mine sites – a perspective he says is increasingly being sought out by customers.

“More and more, customers are looking to us not just for the solution itself, but for guidance,” he explains. “They want to understand how the technology will impact their value chain, where it unlocks performance, cost savings and safety benefits – and what it will actually take to make it work in the long term.”

From adoption to implementation

While aligning on the why of new technology is often straightforward, Andrew notes that the real complexity begins once a solution moves from concept to implementation.

“The sales pitch is usually the easy part. The hard bit is embedding the technology successfully and supporting it over time,” he says. “Because we’re leading in this space, there’s an expectation that we understand the operational side as well – and that means building our own capability so we can pass it on through training, support and ongoing partnership.”

That challenge is compounded by the pace of technological change itself. Even after implementation, systems continue to evolve, sometimes leapfrogging what was considered advanced just a few years earlier. For organisations, this creates a constant need for skill development and adaptation.

Building the workforce behind the technology

Adding to the complexity is the reality that many emerging technologies don’t neatly align with traditional trades or formal qualifications. In Andrew’s experience, some of the most effective people working in automation today are those who combine practical trade backgrounds with a personal passion for software and digital systems.

“We have technicians who are auto electricians or fitters, but what really makes them strong in automation is that they’re genuinely into computers and software as a hobby,” he says. “That combination isn’t always easy to find.”

Looking ahead, Andrew sees an important role for industry and government in formalising new pathways – whether through trade up skills, hybrid qualifications or alternative training models – to better prepare the future workforce.

“This is part of leadership too,” he says. “Being prepared for what’s coming – and what’s already here.”

Leadership shaped by curiosity and collaboration

It’s a challenge Andrew clearly relishes. Despite having no formal mining background – his career began with a business degree and an entry level sales role at Sandvik – he describes a career shaped by opportunity, curiosity and exposure to highly innovative customers.

“One of our largest global customers really pushed me towards technology,” he reflects. “They were very advanced in how they operated, and it sparked something. That’s carried through to how I lead now.”

For Andrew, motivation comes from learning, collaboration and a shared hunger for what’s next. He describes his team as natural early adopters – people energised by innovation and the challenge of turning possibility into value.

“As a leader, you have to cultivate that intentionally,” he says. “For me, it comes from working closely with customers, understanding where value really sits, and developing solutions together. When teams are that connected to outcomes, the payoff is huge – in motivation, relationships and results.”

It’s this blend of technology insight, people first thinking and leadership perspective that Andrew brings to the first panel of the 2026 Thought Leadership Series, Capability, Technology and Leadership.

As organisations across the resources sector grapple with closing the gap between technological potential and workforce readiness, the conversation is shifting. The question is no longer whether to adopt advanced technologies – but how leaders ensure their people are ready to succeed with them.

Andrew’s answer is clear: start with capability, stay close to collaboration, and remain curious about what comes next.

Watch the panel discussion - Capability, technology and leadership - from 4 June via our YouTube channel. Subscribe for a reminder and Series updates.

 👉 Learn more about the Capability, Technology and Leadership panel. 

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Thought Leadership Series Signature Partner