## 5 Results and Discussion
\begin{table}
\begin{tabular}{c c c c c c c} \hline \hline
**Modern Technology** & \multirow{2}{*}{\(W_{i}\)} & **U1–U2** & **U1–U3** & **U2–U1** & **U2–U3** & **U3–U1** & **U3–U2** \\ \hline L11 & 59.444 & 59.444 & 59.444 & 0 & 0 & 0 & 59.444 \\ L12 & 55.080 & 45.937 & 27.540 & 0 & 0 & 0 & 18.397 \\ L13 & 53.263 & 0 & 0 & 13.316 & 2.237 & 11.132 & 0 \\ L21 & 53.175 & 0 & 53.175 & 0 & 0 & 0 & 0 \\ L22 & 52.717 & 0 & 0 & 0 & 0 & 0 & 0 \\ L23 & 52.266 & 52.266 & 0 & 0 & 0 & 52.266 & 52.266 \\ L31 & 51.044 & 0 & 0 & 0 & 0 & 0 \\ L32 & 50.402 & 25.201 & 23.135 & 0 & 0 & 0 & 2.117 \\ L33 & 49.644 & 4.120 & 2.085 & 0 & 0 & 0 & 2.085 \\ L34 & 48.135 & 0 & 0 & 0 & 0 & 48.135 & 48.135 \\ L41 & 44.085 & 44.085 & 44.085 & 0 & 44.085 & 0 & 0 \\ L42 & 43.627 & 16.360 & 9.118 & 0 & 0 & 0 & 7.286 \\ L43 & 43.347 & 0 & 0 & 0 & 0 & 0 & 0 \\ L44 & 43.320 & 43.320 & 0 & 0 & 0 & 0 & 0 \\ L45 & 40.683 & 0 & 0 & 0 & 0 & 40.683 \\ L51 & 39.406 & 0 & 0 & 0 & 0 & 0 & 0 \\ L52 & 39.263 & 13.075 & 6.557 & 0 & 0 & 0 & 6.557 \\ L53 & 39.044 & 0 & 0 & 39.044 & 39.044 & 39.044 & 0 \\ L61 & 36.237 & 0 & 0 & 0 & 0 & 0 & 0 \\ L62 & 35.957 & 0 & 0 & 0 & 0 & 0 & 0 \\ L63 & 35.384 & 14.755 & 8.846 & 0 & 0 & 0 & 5.909 \\ L64 & 34.475 & 4.309 & 2.861 & 0 & 0 & 0 & 1.448 \\ \hline \hline \end{tabular}
\end{table} 
Table 11: Leaving flow, entering flow, and net flow for perspectives in the assessment of industrial transformation. \begin{table}
\begin{tabular}{c c c c c c} \hline \hline
**Perspectives for** & **Markers of** & & & & \\
**Assessing** & **Perspectives for** & **Leaving Flow** & **Entering Flow** & **Net Flow** & **Ranking** \\
**Industrial** & **Assessing Industrial** & **\(\Phi^{+}\)(i)** & **\(\Phi^{-}\)(i)** & **\(\Phi\)(i)** & **Ranking** \\
**Transformation** & **Transformation** & & & & \\ \hline Economic & U1 & 559.718334 & 202.936717 & 356.781617 & 1 \\ Organizational & U2 & 137.725796 & 567.198739 & \(-\)429.472943 & 3 \\ Technological & U3 & 394.903327 & 322.212001 & 72.691326 & 2 \\ \hline \hline \end{tabular}
\end{table} 
Table 10: Differences between perspectives in industrial transformation assessment considering the values of weighting factors. Based on the obtained results, it can be concluded that the economic perspective (U1) obtained the highest net flow value (356.78), indicating its dominant role in the overall assessment of the analysed technologies. This suggests that the technologies included in this study are most closely aligned with this perspective. Based on the technology ranking in Table 4 and the association of the U1 perspective with the technologies presented in Table 8, the technologies identified as most important for U1 can be ranked as follows: Hyper-Personalized Production (L42), Renewable Energy and Smart Grids (L52), Digital Twin (L64), Robotics and Automation/Autonomous Production Systems (L33), Cloud Computing (L31), 3D Printing-Additive Manufacturing (L32), Sustainable Production and Circular Economy (L51), Human-Centered Robotics, and New-Generation Cobots (L41). The technological perspective (U3) ranked second with a positive net score (72.69), indicating its growing importance in the context of long-term infrastructure development, innovation, and the advancement of production systems. It also suggests a significant impact of this perspective on transformation processes. The technologies most strongly associated with U3 include the Internet of Things (IoT) (L11), IT Support Systems (L23), New Materials (L63), Biotechnology and Nanotechnology (L61), Autonomous Vehicles and Drones (L53), Quantum Computing (L62), Wireless Communication/5G (L13), and Neuromorphic Computers and Brain-Machine Interfaces (L43). In contrast, the organizational perspective (U2) recorded a negative value (429.47), indicating its relatively lower importance within the analysed set of technologies--or its need for additional support in the context of implementing industrial solutions. This result suggests that the assessed technologies are less aligned with organizational and process-oriented transformation goals.