Mining tech success comes from solving real pain points with people and purpose while avoiding hype and chasing shiny toys

In an era where emerging technologies promise to transform mining operations, from AI-driven optimisation to fully automated systems, the real challenge is not finding the next breakthrough. It is making it stick. That was the central theme emerging from a candid panel discussion at the AusIMM APCOM 2025 on the challenges, impacts and gaps in implementing technology into operations, moderated by Professor Cuthbert Musingwini from the University of the Witwatersrand.

The conversation brought together four professionals with deep experience in technology deployment: Michelle Keegan, Director of Mining and Space; Ralph Smith, GEOVIA Management Director at Dassault Systèmes; Cam Stevens, Founder of Pocketknife Group; and Dr Penny Stewart, CEO of Petra Data Science. Between them, they have seen technology adoptions that delivered exceptional value - and others that stumbled or stalled.

The takeaway for mining leaders? Success is rarely about the technology itself. It comes from identifying a genuine operational pain point, matching the right solution to that need, and embedding strong communication, governance and trust into the change process.

Immersion, exposure and the value of cross-industry learning

Michelle has worked at the intersection of mining and innovation for over two decades, including leading South32’s Technology Development Group. She knows first-hand the difference the right approach can make.

One of her most successful experiences came from a major capital project at South32, where she recognised that modernising project execution could unlock significant value. Rather than pushing a digital platform in isolation, she immersed the study team in the construction sector, where project digitalisation was far more advanced.

“By exposing the team to leading practices outside mining, they could see for themselves the benefits - everything from collaborative 3D modelling to scenario planning that improved capital efficiency,” Michelle said. “That immersion built trust, opened the door, and gave me the ticket to help implement change. It was not just my opinion - it was something they had seen work in another industry.”

The result was a shift from traditional, fragmented processes to integrated digital tools that improved efficiency and coordination and delivered value across the project lifecycle.

Why technology without a clear problem fails

For Cam, whose work focuses on the human side of technology integration, the biggest risk to mining right now is hype-driven adoption.

“There is massive FOMO in the industry,” he said. “CEOs want AI yesterday. But too often, organisations start with the technology and then go searching for a problem. That is backwards.”

Drawing on his safety and technology background, Cam stressed the importance of “responsible innovation” over what he calls “lazy, non-strategic implementation.” Without a clear problem statement, governance framework, and understanding of the human role, even the best tech can backfire.

He recalled an automation project in the construction sector where leadership introduced a drilling robot without involving workers early. “They rolled it out on a weekend, the crew found out later, and the union shut it down. That one misstep now makes it almost impossible for that company to introduce other technologies, no matter how beneficial they might be.”

The lesson: organisational readiness is not just about technical capability - it is about trust, sequencing, and understanding the cultural and political dynamics of a site.

Small wins, big impact

Ralph has spent decades delivering transformation projects in mining, both as an engineer and now leading global mining and infrastructure services for Dassault Systèmes. He has seen projects succeed and fail, and says the difference often comes down to momentum.

“In mining, you have about 18 months to deliver something tangible before the momentum fades,” Ralph said. “If you cannot demonstrate value in that time, you risk losing champions and internal support.”

He advocates starting with achievable goals that can deliver measurable value quickly, then using those wins to build trust for larger-scale change. “One of the fastest ways to gain confidence is to add a simulation layer to an existing process. Instead of running one or two scenarios manually, you can run thousands, increasing confidence and decision quality without disrupting the core process.”

The power of solving a real pain point

Penny’s perspective comes from years on both the operational and technology sides of mining, including her work at Newcrest and now as founder of Petra Data Science. She says adoption is almost guaranteed when a technology clearly solves a problem the operation feels acutely.

“One of our first machine learning deployments was with PanAust,” she recalled. “We had a clearly defined value proposition - reducing ore loss and dilution - and within two months, they published a case study. It was not about selling the tech. It was about moving the dial on a critical pain point.”

Penny cautions against chasing the “next shiny thing” without a real operational driver. “If there is no pain point, there is no urgency, and you will not get the buy-in you need for adoption.”

The governance gap

Both Penny and Cam warned that mining is lagging in governance for AI and other emerging technologies, and that this gap is already leading to risky behaviour.

Penny described a situation where employees at a major mining company - despite strict data security protocols - were pasting sensitive data into public AI tools like ChatGPT to generate reports. “It was shocking,” she said. “It shows how quickly people will bypass controls if they see value, but it also underlines the need for clear governance, secure enterprise tools, and ongoing training.”

Cam added that mining can learn from oil and gas, where cyber security is more mature. “They assess which critical controls are cyber-hackable and add protective measures, just like you would for any physical safety risk. Mining needs to get to that level of discipline.”

Communication as a technology enabler

Across the panel, communication emerged as a recurring theme. Without it, even the most technically sound project can fail.

Michelle pointed out that some of her most successful projects came from making the value proposition visible and relatable at all levels of the organisation. “It is about connecting the dots between strategy, operations, and the frontline in a way everyone understands.”

Ralph agreed, adding that communication must run in both directions. “The best transformations happen when there is alignment from top to bottom and bottom to top - when everyone understands why a change is happening and how it benefits them.”

Augmentation, not replacement

The panel was unanimous that AI and automation should be seen as tools to augment expertise, not replace it - at least in the foreseeable future.

Cam described AI as a “second brain” that can reduce cognitive load and free experts to focus on higher-value work. “It lets me listen more deeply in meetings instead of frantically taking notes. I know I have a reliable record I can query later, which lowers stress and improves decision quality.”

Michelle noted that the best outcomes come when technology and domain expertise are combined. “You need both - the machine for processing scale and speed, and the human for context and critical thinking.”

Penny agreed, adding that mining should be deliberate about which tasks it automates, and when. “If you automate all the low-level tasks for junior staff, you rob them of the chance to develop critical thinking and problem-solving skills. Those are the skills they will need later in their careers.”

Case studies as adoption accelerators

Michelle closed by urging companies to make case study creation part of their adoption process. “When you share real examples of value delivered, it builds trust internally and across the industry. It helps others see what is possible - and that speeds up adoption where it makes sense.”

The golden thread

As Cuthbert summed up in his wrap-up, the golden thread tying the discussion together was clear:

• Start with the problem, not the tech – Define the pain point clearly and match the solution to the need.
• Build trust through communication and early wins – Keep momentum with small, tangible successes.
• Embed governance and readiness – Secure data, manage cyber risks, and prepare people for the change.
• Augment, do not replace, expertise – Use technology to enhance decision-making, not strip out human capability too soon.
• Share the wins – Document and communicate case studies to build confidence and accelerate responsible adoption.

In an industry under pressure to be safer, more efficient, and more sustainable, the lure of the latest innovation will always be strong. But as this panel made clear, the mining companies that thrive will be those that combine strategic clarity, disciplined governance, and a deep respect for the people who will live with the technology every day.