## 4 Discussion
According to respondents, the maturity level in production automation requires an interest in advanced manufacturing technologies (T1, 90%), factory digitalization (T2, 84%), and smart manufacturing (T6, 79%). The indicated transformations are mutually complementary and reinforce the development of production process automation. The survey results testify to a high entrepreneurial awareness and orientation towards sustainable development (also regarding eliminating technical debt). There is less interest in customer-focused engineering, human-centered organizations, and green factories. Entrepreneurs are aware of the sustainability issues within their businesses and now recognize the importance of long-term assumptions that were previously disregarded. Enterprises are realizing the importance of employee development and adapting to meet the expectations of a new generation of workers. Entrepreneurs were surveyed to identify the principal risks and barriers associated with digital transformation:  
* Lack of clear strategy and vision--lack of a defined direction for change, tools, and methods to set short and long-term goals,
* Resistance to change--employees' fear of being replaced by modern technology, fear of increasing productivity and quality levels,
* Lack of understanding or acceptance of the culture of innovation--fear of creative and out-of-the-box thinking, lack of open communication and team collaboration,
* Lack of consistency in change management and communication--lack of adequate change management, competency gaps, inadequately mapped staff resources, lack of teams responsible for the different stages of the transformation and their scope, lack of measurable indicators and assessment of unforeseen risks,
* Lack of resources and support--lack of a change leader, staff with the right competencies and skills, lack of integrators or subcontractors,
* Changes in areas of the company's operation--new production technologies, changing management methods (disintermediation, data-driven decision-making, reorientation of revenue streams, regulatory challenges, need for continuous learning and development, ensuring cyber security and data privacy, introduction of performance indicators and KPIs for evaluation purposes), employees (automation of tasks, remote  
Figure 13: Level of interest in individual ADMA transformations, where T1 is the Advanced Manufacturing Technologies, T2 is the Digital Factory, T3 is the ECO Factory, T4 is the End-To-End Customer-Focused Engineering, T5 is the Human-Centered Organization, T6 is the Smart Manufacturing, T7 is the Value Chain Oriented Open Factory. and flexible working arrangements, reskilling and upskilling, digital channels for collaboration and communication, changing job roles and responsibilities, emphasis on innovation and creativity, greater professional autonomy, changes in work culture, potential job change),
* Breach of data confidentiality and security, loss of know-how--lack of security policies, software, and hardware protection,
* Difficulties in integration with existing systems--lack of use of standards and consideration of scalability requirements of systems under development,
* Budgetary constraints--lack of funds or purchase of solutions with redundant and underutilized functionality,
* Regulatory and compliance restrictions--maintaining the guidelines of norms, regulations, and standards,
* Existing systems and infrastructure--constraints related to integration and incorporation of newly designed technical systems,
* Supplier dependency and interoperability issues--problems of factory locations, lack of support, and local integrators. The development of modern industry heavily relies on automating production processes. Adopting automation is crucial in transitioning towards a data-based management approach. Polish entrepreneurs rely on conventional machines with little to no automation or numerically controlled machines characterized by siloed architecture.