# Skills, Technical and Organizational Support Needed for Collaborative Networks 5.0

Luca Carminati, Fabiana Pirola, Alexandra Lagorio, Chiara Cimini,
Arkadiusz Jurczuk, Xavier Boucher

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Luca Carminati, Fabiana Pirola, Alexandra Lagorio, Chiara Cimini, Arkadiusz Jurczuk, et al. Skills, Technical and Organizational Support Needed for Collaborative Networks 5.0. 25th IFIP WG 5.5 Working Conference on Virtual Enterprises, 2024, ALBI, France. pp.380-398. hal-04973270

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# Skills, Technical and Organizational Support Needed for Collaborative Networks 5.0

Luca Carminati<fnref n="1" />, Fabiana Pirola<fnref n="1" />, Alexandra Lagorio<fnref n="1" />, Chiara Cimini<fnref n="1" />, Arkadiusz Jurczuk<fnref n="2" /> and Xavier Boucher<fnref n="3" />

**Abstract.** The transition to Industry 5.0 has redefined the innovation requirements of organisations, emphasising sustainable, resilient and human-centred dimensions. The fifth industrial revolution also prioritises the co-creation of value within Collaborative Networks (CNs). By bringing together different socio-economic actors, organisations can leverage synergies to drive innovation and address complex global challenges more effectively. To operate efficiently within collaborative networks, a collaborative mindset, supported by specific technical and organisational resources, is essential. This study presents the findings of a European survey that investigated the innovation requirements of organizations transitioning towards Industry 5.0 and the resources necessary for collaborative 5.0 networks. The analysis showed that different regions and sectors have different needs, highlighting the necessity of tailoring approaches to each organisation's context. The results of the study emphasize the urgent requirement for multiple interventions to promote efficient collaboration and innovation in the transition to 5.0 organisations.

**Keywords:** Industry 5.0 · Innovation needs · Collaboration networks · Sustainability · Resiliency · Human-centred approaches · Co-creation · Organizational resources · Technological Resources

<footnote n="1">¹ University of Bergamo, Department of Information and Production Management
Engineering, Dalmine (BG), Italy</footnote>

<footnote>{luca.carminati,fabiana.pirola,alexandra.lagorio, chiara.cimini}@unibg.it</footnote>

<footnote n="2">² Bialystok University of Technology, Bialystok (Podlaskie), Poland
a.jurczuk@pb.edu.pl</footnote>

<footnote n="3">³ Mines Saint-Etienne, Univ Clermont Auvergne, INP Clermont Auvergne, CNRS, UMR 6158 LIMOS, Centre Ingénierie et Santé, CIS, F-42023 Saint-Etienne, France</footnote>

<footnote>boucher@emse.fr</footnote>
# 1 Introduction

The term "Industry 5.0" (I5.0) gained prominence in 2020 during discussions about the impact of the COVID-19 pandemic on industry and the economy [1]. The need for a new approach that not only automated processes but also emphasized the human role was discussed. The Industry 5.0, also referred as the fifth industrial revolution, builds on the technological advancements of the fourth revolution and emphasizes resilience, sustainability, and human involvement in industrial processes [2].

During these rapid technological and value changes, organizations must rethink their processes [3]. This is a complex task that requires specific knowledge and skills [4]. That's why the I5.0 places emphasis on co-creating value and cooperating within Collaborative Networks (CNs) [5]. By bringing together various socio-economic actors, organizations can harness synergies to drive innovation and tackle global challenges more effectively [6]. CNs, consisting of individuals, companies, and institutions, work together to achieve common goals. These networks are characterized by mutual cooperation, resource sharing, knowledge transfer, labour division, and synergistic interaction. A collaborative mindset, supported by specific technical and organizational resources, is crucial for functioning efficiently within these networks [7].

In the context of CN, this work aims to define the innovation requirements for organizations transitioning towards I5.0 and the resources necessary for collaborative 5.0 networks. The parts composing this study are: a description of the methodology adopted (Section 2), a presentation and a discussion of the results from a Europe-wide survey based on literature analysis (Section 3), a presentation of the perspective on the future scenario of research and CNs exploitation for an effective transition to Industry 5.0 (Section 4), and a concluding section outlining research limitations and potential new developments (Section 5).

# 2 Methodology

The study identifies and validates the innovation needs and resources required for organizations transitioning to Industry 5.0 and collaborative networks. Essential knowledge, skills, and competencies were identified through literature analysis and validated through a questionnaire. The survey also investigated necessary technical and organizational support, preferred collaborative activities, and resources organizations are willing to share within these networks.

## 2.1 Literature review

A comprehensive analysis of the available literature in this area was delivered through the approach taken. The aim was to identify, assess, and synthesise existing research, providing a solid foundation for further analysis and discussion of the skills and knowledge that support the development of CNs 5.0. Key stages involved defining the review's scope, devising a search strategy, reviewing and selecting pertinent literature and reports, extracting data, synthesising findings, critically evaluating the literature and organising and presenting findings. The literature review's primary objective was to investigate the current state of knowledge regarding skills necessary for CNs in the context of transition to I5.0. Four main criteria were established for the inclusion of studies, such as document and data source (abstract-bibliographic databases, European
Commission reports and guidelines), publication year (2020-2023), research topic (Industry 5.0, transition 5.0, innovation, collaborative or collaborative network) and language (English). The research query was based on the following keywords: ("5.0 transition" OR "transition 5.0" OR "Organisation 5.0" OR "Industry 5.0" OR "collaborative network 5.0") AND ("skill*" OR "competenc*") AND (health* OR agri* OR industry OR manufacturing). The search and screening process also considered official documents and reports developed by institutions and centres of the European Commission, as well as studies from advisory bodies, in addition to highly relevant articles not indexed in leading abstract and bibliographic databases. An initial search in the Web of Science and Scopus databases identified a total of 195 studies (90 from Web of Science and 105 from Scopus). After applying inclusion and exclusion criteria, this number was reduced to 26 studies (5 from Web of Science and 21 from Scopus). A subsequent review for relevance led to the selection of 6 final studies (3 each from Web of Science and Scopus). Given the limited results from the literature review, this was used as a starting point to structure the questionnaire, which aimed to fill this gap and expand knowledge on CN5.0, by providing useful insights about specific needs in terms of required skills and initiatives.

## 2.2 Questionnaire

Due to the lack of previous studies on the subject, an exploratory research approach was adopted [8]. This methodology provides preliminary insights into the topic, potentially guiding future researchers to a deeper understanding [8]. The questionnaire targeted individuals working in diverse sectors such as manufacturing, healthcare, and agri-food. From December 4, 2023, to January 12, 2024, 75 responses were collected from across Europe via a digital platform. The sections of the questionnaire were organized as follows to understand the main needs of CNs 5.0 and preferred collaborative actions:

A. Profile and metrics of the respondents' organizations (country, type of organization, size, and orientation to 5.0 pillars), respondents' role and work experience (6 questions).

B. Knowledge, skills, and competency (KSC) requirements in each I5.0 domain (digital, resilience, green, and human-centred) for innovation in CNs (42 questions, one for each KSC).

C. Technical and organizational support needs for effective participation in CNs (technology and data support, human-centred development, network participation, sustainability development) (23 questions, one for each support proposed).

D. Preferred types of collaborative activities (3 questions).

E. Resources that organizations are prepared to share or exchange within CNs (1 question).

Multiple choice answers were used for sections A, D, and E. For sections B and C, Likert scale was employed to objectively assess respondents' views on various topics relevant to the I5.0 context. This scale allows respondents to express their level of agreement or disagreement with a set of statements or questions. Respondents could select a score between 1 and 5, each with a corresponding meaning. The latter is
specified in each figure of the results section. The questionnaire responses were
analysed by examining the frequency of each Likert scale score for each response [9].

# 3 Results and discussion

As mentioned in Section 2, the themes that emerged from the literature analysis were investigated through a questionnaire to validate them. This Section presents jointly the results of the questionnaire compared with the most relevant aspect highlighted by the reviewed literature.

This questionnaire was completed by 75 people, from various organizational contexts and geographical areas. The participant composition, described in Part A of the questionnaire, across Southern, Western, and Eastern Europe ensures fair representation. Specifically, Italy and Spain from the Southern region each have a participation rate of 16%. From the Western region, France and Germany have rates of 13% and 19% respectively. In the Eastern region, Poland and Romania have rates of 16% and 20% respectively. Respondents came from sectors such as industry, healthcare, agri-food, higher education, and vocational training. Most were from the industry sector (45%), while the least were from higher education (11%). Respondents mostly belonged to small businesses with fewer than 50 employees (38.7%) and large enterprises with over 500 employees (34.7%), suggesting a broad understanding of transformation requirements. Respondents' roles varied from executive staff (26.7%), academic staff (14.7%), to R&D and IT teams. Their professional experience ranged from 1-9 years to 20-29 years, contributing to diverse insights into ongoing organizational challenges. Finally, over 50% of respondents sees their organization as human- and green-oriented. About 45% considers it resilient. This minor misalignment may be attributed to recent events that have tested organizations and revealed their vulnerabilities. Nevertheless, these findings provide a solid foundation for the organizations interviewed, positioning them well for the 5.0 transition and enhancing their potential for effective integration and participation in a CN 5.0.

## 3.1 Presentation of Skills and Technical and Organizational Support Needed for 5.0 Collaborative Innovation Networks

The importance of CNs in the context of the I5.0 is evident. Understanding how to effectively structure these networks is fundamental. The study conducted has identified the knowledge, skills, and competencies necessary to establish and operate within a CN. Thus, this section presents the results of part B and C of the questionnaire.

Part B of the questionnaire is designed to cover the key aspect of the 5.0 dimension. It focuses on the digital transition as a foundational change for all organizations, along with the resilience, environmental, and socio-human aspects of 5.0 innovation. Figures 1, 2, 3, and 4 detail the skills required for 5.0 collaborative innovation networks, as assessed through the Part B of the questionnaire. Each figure is then discussed relating to literature evidence. Specifically, Figure 1 presents the data showing the percentage of responses assessing the organization's innovation needs related to resilience in three regions: South, Eastern, and Central.
<figure><img src="image_2.png" /><figcaption>Fig. 1. Respondents' needs in the resilient-oriented area by regions.</figcaption></figure>

In relation to the resilience pillar, as can be seen from Figure 1, the dominant needs are related to developing competencies required for innovation and problem identification and solving. Innovation and a quick reaction capability to problems and challenges are indeed essential to operate effectively in a context that is increasingly subject to variability and unpredictability [10]. In the context of CNs, if these skills are shared
among multiple actors, it would not only improve the group's resilience but also make them proactive in their innovative approach [5].

<figure><img src="image_3.png" /><figcaption>**Fig. 2.** Respondents' needs in the digital-oriented area by regions.</figcaption></figure>

Feedback gathered from various regions reveals the priority digital needs for each region (Figure 2). In the Eastern region, there is a frequent need for training and rotation programs associated with new digital technologies, data protection, and management. The use of new technologies to support work, digital identity management, communication and collaboration with artificial intelligence, technologies that support remote work, and digital tools for distance learning and education are also considered essential. In contrast, the Southern region places significant emphasis on the analysis and creation of digital content. There is a strong inclination towards the use of digital technologies for data-driven decision-making, web-based activity development, and cloud technology. Instead, the Central region prioritizes the knowledge and skills related to the use of digital technologies for text-based knowledge extraction and decision support.
As shown in Figure 3, respondents from different regions reported varying levels of importance regarding innovation needs for their organizations' sustainable development.

<figure><img src="image_4.png" /><figcaption>Figure 3. Respondents' needs in the green-oriented area by regions.</figcaption></figure>
The results indicate a varying degree of relevance attributed to different aspects of green development across the regions, as shown in Figure 3. The South region displayed a strong emphasis on the assessment of environmental and social impact of products and services, as well as resource-efficient technologies. The Central region significantly prioritized the development of skills, competencies and attitudes related to the sustainable design of products or services, environmental management and pro-ecological initiatives. In the East region, the focus was on developing skills for the evaluation of production efficiency and environmental and social impact. This indicates a holistic approach, considering both the efficiency of production processes and their broader impact. However, it's important to note that while certain aspects are prioritized, others might be overlooked. A balanced focus on all aspects of green development could be beneficial for a comprehensive and effective sustainability strategy in all regions [11]. Figure 4 demonstrates the necessary innovations for development and support in relation to human centricity.

<figure><img src="image_5.png" /><figcaption>Fig. 4. Respondents' needs in the human-centred area by regions.</figcaption></figure>
Figure 4 illustrates areas with a high demand for development and support related to human orientation. The Eastern region often has the highest combined share of “high” and “very high” responses. This indicates a strong need for personal development, work-life balance, coaching, communication, diversity support, and innovation. The Centre region stands out for its need for new teaching methods and digital platforms, as well as designing inclusive environments. The South region has an even distribution among categories, with a presence in some areas but no dominance in most, compared to other regions.

Section B of the questionnaire highlighted differences between the regions under study. However, with the exception of some specific skills of some regions, most of the skills asked in the questionnaire are considered necessary by over 50% of the participants. This is in line with the literature, which emphasizes the importance of developing these skills to operate effectively in CNs [5].

The responses to Section B of the questionnaire highlight the differences between the regions surveyed. However, with the exception of some specific skills in some regions, the vast majority of skills supporting Transformation 5.0 are considered essential by more than 50% of participants. This is consistent with the literature, which highlights the importance of developing these skills in order to operate effectively in CN [12]. The results of our work can be used as a basis for the development of a reference model in this area, forming a pattern of learning and skills development for collaborative networks.

One aspect that all regions and most participants agree on is the need to have skills that guarantee effective employee training on the use of new technologies and personal development. This indicates that the digital aspect is not separate from the human one, suggesting that an improvement in efficiency linked to a new technology should be accompanied by an individual's personal development plan.

Complementary to the analysis of skill requirements, Part C of the questionnaire aimed to uncover the technical and organizational supports that organizations require for effective innovation network collaboration. As illustrated in Figures 5, 6, 7, and 8, this includes four main categories: technology and data; human-centred development; network participation and sustainability development. These four categories have been selected because technical and organizational support, in addition to reflecting the main themes and key points of Industry 5.0, such as sustainability and the centrality of the individual, should also encourage active participation in the network [13]. This set of categories makes it clear that transformation 5.0 is all about reorienting new technologies towards sustainability, resilience and human-centeredness [12]. The results of this part and the following ones are reported in aggregate and not divided by geographic area, as the differences between the areas were minimal. Where differences between the areas are evident, they will be highlighted.
<figure><img src="image_6.png" /><figcaption>**Fig. 5.** Technology and data support actions.</figcaption></figure>

As Figure 5 illustrates, most organizations express a high need for the integration of emerging technologies while ensuring data privacy and security assurance. This signals the importance of digital skills training and a strong demand for upskilling initiatives (77.3%).

<figure><img src="image_7.png" /><figcaption>**Fig. 6.** Human-centred development support actions.</figcaption></figure>

The human-centred development aspect (Figure 6) also needs attention, with organizations highlighting the need for accessible, user-friendly platforms and programs. This remarks the importance of designing user-centric digital tools and soft skills training [14].
<figure><img src="image_8.png" /><figcaption>**Fig. 7.** Participation in network support actions.</figcaption></figure>

Network participation support (Figure 7) is another important area, with more than 70% of organizations emphasizing the need for co-creating solutions through collaborative innovation, knowledge exchange, and teamwork training programs. This highlights the importance of fostering a collaborative environment where ideas and knowledge can flow freely.

<figure><img src="image_9.png" /><figcaption>**Fig. 8.** Sustainability development support actions.</figcaption></figure>

Lastly, the survey results show a significant focus on sustainable development (Figure 8). Most organizations (74.7%) view the longevity and economic sustainability of networks as essential. Additionally, there is a noticeable shift towards environmentally sustainable practices and green-oriented initiatives, representing the growing awareness of environmental sustainability in the CN sphere [15].

Part C of the survey examined the technical and organizational supports deemed necessary to operate within a collaborative 5.0 network. All identified supports were considered highly necessary by over 50% of the respondents. Among these, supports related to four categories are considered equally important. This underscores that a CN should be supported not only by technologies but also by personal development and upskilling initiatives, and the implementation of sustainable practices.
## 3.2 Presentation of the respondents' preferences for resources and activities to be shared within a Collaborative Network

Part D of the questionnaire aimed to identify the main collaborative activities in which the respondent is interested. The ambition is to boost the organization's innovation capability through a CN. These activities were divided into three categories: activities to enhance knowledge about the 5.0 transition/Industry 5.0, activities to provide training on the 5.0 transition/Industry 5.0, and activities to innovate on organizational processes. Since 5.0 is an emerging topic, the key needs address the increase in awareness (category 1), followed by the development of higher internal expertise in the 5.0 dimension (category 2), and finally, the operational experimentation of innovation activities (category 3). The tables below (Table 1-3) present the results for each of these three parts. For the same reasons mentioned before, the results are presented in an aggregated form. The discussion of the results will investigate further into any significant differences identified between regions.

<table><caption>**Table 1.** Activities to get better informed on 5.0 transition/Industry 5.0.</caption><thead><tr><td>Activity</td><td>Responses</td><td>% of responses</td></tr></thead><tbody><tr><td>Webinars</td><td>55</td><td>73.3</td></tr><tr><td>Workshops</td><td>52</td><td>69.3</td></tr><tr><td>Share 5.0 feedback experiences</td><td>40</td><td>53.3</td></tr><tr><td>Scientific events</td><td>30</td><td>40.0</td></tr></tbody></table>

As shown in Table 1, webinars and workshops are the preferred methods for gaining insight into Industry 5.0, chosen by 73.3% and 69.3% of respondents, respectively. This preference may reflect the accessibility and convenience of these platforms. These activities, being conducted online and accessible in deferred mode, offer greater flexibility [16]. This allows people to stay informed in a way that is compatible with daily commitments [16]. Notably, while Eastern companies express less enthusiasm for scientific events, a significant 78% are interested in sharing their 5.0 transition experiences, suggesting a more open and collaborative culture.

<table><caption>**Table 2.** Activities to train people on 5.0 transition.</caption><thead><tr><td>Activity</td><td>Responses</td><td>% of responses</td></tr></thead><tbody><tr><td>Deployment of training programmes</td><td>51</td><td>68.0</td></tr><tr><td>Short term certification for staff or students</td><td>45</td><td>60.0</td></tr><tr><td>Problem-based training or teaching</td><td>41</td><td>54.7</td></tr><tr><td>Coaching</td><td>40</td><td>53.3</td></tr><tr><td>Staff or student mobility</td><td>28</td><td>37.3</td></tr><tr><td>Deployment of teaching student programmes</td><td>21</td><td>28.0</td></tr></tbody></table>

Table 2 reveals a preference for practical, results-oriented learning. Training programs, short-term certifications, and problem-based training or teaching are most favoured. Eastern companies display a stronger preference for problem-based training, indicating a hands-on, problem-solving approach. The results suggest that educational practices are slightly changing. Training institutions are being pushed to evolve from their traditional view, which is based mainly on full programs [17]. This should be complemented with the inclusion of short-term training solutions that quickly equip trainees with relevant skills needed [17]. This reflects a move towards a more agile education, responsive to external changes and trends.
<table><caption>**Table 3.** Activities to innovate on organizational processes.</caption><thead><tr><td>Activity</td><td>Responses</td><td>% of responses</td></tr></thead><tbody><tr><td>Diagnose the 5.0 maturity of your organization</td><td>42</td><td>56,0%</td></tr><tr><td>Knowledge and technology transfer</td><td>40</td><td>53,3%</td></tr><tr><td>Design thinking sessions to identify innovation</td><td>37</td><td>49,3%</td></tr><tr><td>Projects of skills and competence</td><td>37</td><td>49,3%</td></tr><tr><td>Build and launch collaborative R&D projects</td><td>35</td><td>46,7%</td></tr><tr><td>Projects of process improvement and change</td><td>30</td><td>40,0%</td></tr><tr><td>Small group discussion on 5.0 innovations</td><td>27</td><td>36,0%</td></tr><tr><td>Get access to a collaborative infrastructure</td><td>26</td><td>34,7%</td></tr><tr><td>Projects of company transformation</td><td>1</td><td>1,3%</td></tr><tr><td>Launching of 5.0 innovation co-operations between business partners, HEIs, VETs</td><td>1</td><td>1,3%</td></tr></tbody></table>

Regarding innovation in organizational processes, Table 3 shows that diagnosing organizational 5.0 maturity and transferring knowledge and technology are considered important. This likely reflects the value of understanding current capabilities and learning from successful practices for an effective 5.0 transition. However, company transformation and the launch of 5.0 innovations are less favoured, hinting at resistance to change or a cautious approach to such change, which has already been observed and pointed out in the literature [18].

Regionally, there is a notable contrast in interest for company transformation projects and design thinking sessions. Eastern and Southern companies show no interest in company transformation projects, perhaps due to their disruptive nature. However, a significant 56% of Eastern companies express interest in design thinking sessions, compared to only 10% in the South, potentially indicating varying openness to new and creative problem-solving approaches across regions.

The final part of the questionnaire (Part E) focused on identifying the resources that respondents are interested in sharing or exchanging with other socio-economics stakeholders (Table 4).

<table><caption>**Table 4.** Resources the respondents would like to share/exchange.</caption><thead><tr><td>Resources</td><td>Responses</td><td>Total (%)</td></tr></thead><tbody><tr><td>Best practises</td><td>53</td><td>70,7</td></tr><tr><td>Case studies</td><td>44</td><td>58,7</td></tr><tr><td>Success stories</td><td>38</td><td>50,7</td></tr><tr><td>R&D infrastructure</td><td>28</td><td>37,3</td></tr><tr><td>Learning platform</td><td>36</td><td>48,0</td></tr><tr><td>Tacit knowledge-based experience</td><td>24</td><td>32,0</td></tr><tr><td>Social network data & access</td><td>16</td><td>21,3</td></tr><tr><td>Business network data & access</td><td>13</td><td>17,3</td></tr></tbody></table>

The data collected provides valuable insights into resources that organisations from different regions are willing to share in order to implement Industry 5.0 principles. "Best practices emerge as the most preferred resource to be shared, indicating a strong culture of knowledge sharing among these organisations. Notably, "Case studies" and "Success
stories" are also favoured resources. This preference suggests a focus on learning from practical examples and past experiences. Conversely, "R&D infrastructure" and "Social network data & access" are less frequently desired as shared resources. Organizations' fear of sharing sensitive data with network partners could indicate potential access challenges or concerns about data sensitivity in the shift to Industry 5.0 through collaboration, possibly making the collaboration more difficult [19].

# 4 Perspectives

The interesting results of the survey constitute an important starting point for elaborating a vision on how to catalyse the transition to 5.0 through the implementation of the CN and future research that can be conducted within the context of CN. Figure 9 illustrates the main points of this vision.

<figure><img src="image_10.png" /><figcaption>**Fig. 9.** Research perspectives and exploitation of collaborative networks for transition 5.0.</figcaption></figure>

A key aspect for an effective transition to 5.0 is awareness of I5.0 themes. An appropriate level of awareness can be achieved through collaboration between organizations, by organizing webinars and workshops to spread the main themes of the fifth industrial revolution and the opportunities it offers. This requires in-depth research not only on the main topics of I5.0, but also on how to effectively disseminate them through workshops and webinars. For instance, it is important to focus on how I5.0 supports goals such as resilience, sustainability, and human-centricity. This can be pursued not only through webinars presenting practical examples of these concepts, but also with workshops where network participants can interact, share ideas and find common ground to achieve the objectives of the 5.0 transition. Understanding the positioning of an organization in this transition is also fundamental. In this regard, diagnosing an organization's maturity on the pillars of I5.0 would allow understanding the strengths and weaknesses of the organization and the CN in general. Therefore, it is crucial for research to identify the best indicators, for example, to measure the social sustainability of an organization's processes. With awareness of their own strengths and weaknesses, it is possible to intervene with personalized training paths exploiting the specific know-how of the various actors belonging to the CN. As the survey results suggest, training should consider aspects such as a short-term nature with final certifications of the skills acquired and a problem-based approach. After this skill upgrade, organizations are ready to leverage the catalysis of the collaborative network to innovate, for example through design thinking sessions and technology and knowledge transfer. This allows the network and individual actors to seize the
opportunities offered by the 5.0 transition, while also presenting an interesting opportunity for future research on the implementation of innovative collaborative projects and how collaborative networks can be a catalyser for this purpose.

# 5 Conclusion

This study investigates the innovation needs of organizations making the transition to I5.0 and analyses the resources required for efficient CNs. The study reveals key skills for effective collaboration in the fifth industrial revolution, including innovation, problem-solving, and digital application. It emphasized regional variances, stressing the need for customized strategies. The role of CNs in the I5.0 context is emphasized. Transitioning to I5.0 necessitates a move towards co-creating value within CNs, allowing organizations to leverage into synergies for increased innovation and tackling complex global challenges. The main theoretical contribution of our paper is to form a pattern of learning and skills development for 5.0 collaborative networks. Our findings contribute to the development of social learning theory by shifting the focus away from the specific demands of transition to I5.0. Instead, the findings highlight the crucial role of mutual learning in the context of CNs, where skills development is significantly influenced by social interactions and observation of stakeholders. These findings confirm that the acquisition and improvement of competences are inherently social processes, driven by the dynamics of interaction and shared experiences within CNs. Results of the study may extend the traditional competency frameworks used in Competency-Based Management by including skills specifically tailored to the challenges and opportunities of the transition 5.0. We also develop perspectives for exploring and using the network for transitioning to I5.0. On the other hand, the empirical contribution of our work is the diagnosis of the needs of the three regional CNs. While this study provides important insights, it has its limitations. The survey sample might not fully represent all sectors and regions within Europe, which could limit the generalizability of the findings. The self-reported nature of the survey responses could also introduce certain biases. Despite these limitations, the results provide valuable insight into the innovation needs and resource requirements for CNs in the context of I5.0. Further research could investigate additional factors that influence CNs in I5.0, including cultural variances and regulatory frameworks. Other studies could observe the evolution of these networks over time, offering insights into their long-term impact on organizational innovation and resilience. A continued examination of the dynamics of CNs in the context of I5.0 can inform the ongoing debate on the ways in which organisations can prosper in an increasingly interconnected, dynamic and collaborative landscape.

**Acknowledgements.** This research and publication are supported by the ERASMUS + EU Project CODEMO, CoCreative Decision Makers for 5.0 Organisations, Project Nr. 101104819, Co-funded by the European commission.

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