The article concludes with a forward-looking roadmap for the future of AI in chemical and materials engineering, defined by a paradigm shift from simply finding new materials to creating viable, economical and scalable pathways to produce them, thereby enabling a new era of synthesis-aware materials innovation.
Abstract
While Artificial Intelligence (AI) has transformed materials discovery, the primary bottleneck to technological impact remains the transition from lab-scale synthesis to robust, industrial-scale manufacturing. Most promising materials perish in this depth, which is referred as the “valley of death”. The current review consolidates and critically evaluates the emerging ecosystem of AI-driven strategies and frameworks designed specifically to bridge this “lab-to-fab” gap. The review shifts our attention from property prediction to the engineering-driven problems of manufacturability. Furthermore, the review discusses the main obstacles to scaling the production of materials, such as reproducibility, process optimization in the context of uncertainty, and techno-economic viability, as well as the AI approaches being developed to overcome them. This includes Natural Language Processing (NLP) for method extraction, graph neural networks for reaction modeling, reinforcement learning for process control, Bayesian optimization for definition of process windows, and integrated AI–Techno-Economic Analysis (TEA) frameworks. Equally importantly, the review examines the principal failure modes that constrain practical deployment, including out-of-distribution generalization, incomplete and non-transferable literature-derived data, simulator-to-plant mismatch, uncertainty miscalibration, and the continued need for expert oversight. The article concludes with a forward-looking roadmap for the future of AI in chemical and materials engineering. The proposed conclusion is defined by a paradigm shift from simply finding new materials to creating viable, economical, and scalable pathways to produce them, thereby enabling a new era of synthesis-aware materials innovation.
The results indicate that software engineering work practices are chosen opportunistically, adapted and configured to provide value under the constrains imposed by the startup context.
Nicolò Paternoster, Carmine Giardino, M. Unterkalmsteiner et al.· Information and Software Tec...· 394 citations· ⚡54
This state-of-practice investigation was performed using a literature review followed by a multiple-case study approach and presents how inconsistency between managerial strategies and execution can lead to failure by means of a behavioral framework.
Carmine Giardino, Xiaofeng Wang, P. Abrahamsson· International Conference on...· 175 citations· ⚡19
This study conducts a case survey study based on the secondary data of the major pivots happened in 49 software startups, and demonstrates that customer need pivot is the most common among all pivot types.
Sohaib Shahid Bajwa, Xiaofeng Wang, Anh Nguyen-Duc et al.· Empirical Software Engineeri...· 127 citations· ⚡15
It is found that roles of MVPs in startups were not fully aware by entrepreneurs, and entrepreneurs should consider a systematic approach to fully explore the value of MVP, as a multiple facet product (MFP).
Anh Nguyen-Duc, P. Abrahamsson· International Conference on...· 93 citations· ⚡9
It is found that what perceived as biggest challenges by software startups do vary across different life cycle stages, even though its significance decreases when the learning focuses of the startups move from problem to solution and their products mature.
Xiaofeng Wang, Henry Edison, Sohaib Shahid Bajwa et al.· International Conference on...· 62 citations· ⚡6
Agile methods continue to gain popularity. In particular, the Scrum method appears to be on the verge of becoming a de-facto standard in the industry, leading the so called Agile movement. While there are success stories and recommendations, there is little scientifically valid evidence of the challenges in the adoption of Agile methods in general, and Scrum in particular. Little, if anything, is empirically known about the application and adoption of Scrum in a multi-team and multi-project situation. The authors carried out an ethnographically informed longitudinal case study in industrial settings and closely followed how the Scrum method was adopted in a 20-person department, working in a simultaneous multi-project R&D environment. Altogether 10 challenges pertinent to the case of multi-team multi-project Scrum adoption were identified in the study. The authors contend that these results carry great relevance for other industrial teams. Future research avenues arising from the study are indicated.
A. Marchenko, P. Abrahamsson· Agile Conference· 59 citations· ⚡11
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