In this interview, Andrea Pontremoli—former CEO of IBM Italy and now at the helm of Dallara—shares his vision of corporate competitiveness, which can be summed up in three key words: values, curiosity, and innovation. Drawing on his experience in both the tech and motorsports worlds, Pontremoli emphasizes that a company should not be managed solely with short-term profit in mind, but rather by building strong relationships, investing in people, and fostering a culture of continuous learning. An invitation to rethink how companies approach change, every day.
When asked to summarize competitiveness in three words, Andrea Pontremoli’s answer is concise, essential, and unhesitating: values, curiosity, innovation.
A manifesto, rather than a definition. The fruit of an intense and consistent career: from the top ranks of IBM Italy to the helm of Dallara, a symbol of mechanical excellence and Italian motorsport, with one foot in precision engineering and the other firmly planted in education, the local community, and social enterprise.
A privileged vantage point, which also becomes an invitation to rethink the way we build competitiveness, every day.
A business is not managed to maximize quarterly profit, but to build a future. Even when it costs money, even when it doesn’t pay off immediately.
Pontremoli starts from here, from a vision that restores humanity and responsibility to doing business. A company, in his view, is not just a set of numbers: it is a system of relationships, an evolving community. And it must be treated as one would raise a child: with care, consistency, and patience.
Don’t ask yourself which technology to use. Ask yourself first what you want to achieve.
Another cornerstone of his vision: technology is not an end in itself, but a means to an end. And true digital transformation never starts with the latest software solution trend, but with a real problem, a concrete purpose, a need that makes sense to people.
Only then—and only with that awareness—does it make sense to talk about tools.
At Dallara, we use technology to make lots of mistakes, quickly and at low cost.
From this perspective, a mistake is not a failure, but a necessary condition for learning and innovating. The real problem isn’t making mistakes, but failing to learn anything from them.
Innovation means taking risks. But it also means doing so with method, humility, and the freedom to test—and correct—without fear.
Trust, in a company, is not wishful thinking. It is a strategic asset. It is what allows decisions to be delegated, people to be empowered, and for them to grow.
No system is more efficient than a motivated person who is free to act with competence.
Finally, the most subtle yet decisive theme: meaning. Because companies do not last if they lack a purpose that goes beyond profit.
At Dallara, we asked ourselves: what are the values we want to uphold for the next fifty years? We answered with three words: humility, loyalty, curiosity.
These values form the foundation of how we relate to one another, design, and innovate. Our corporate culture is built upon them. And, ultimately, this is how competitiveness is built as well. And perhaps, returning to those three initial words—values, curiosity, innovation—we can interpret them this way: values as a compass, curiosity as fuel, innovation as direction.
Pontremoli has shown us how much values, purpose, and the willingness to make mistakes matter for true innovation. But what does it mean, in practice, to position oneself distinctively in today’s global market?
To answer this, let’s take a closer look at those who have already successfully followed this path: the hidden champions. Companies that have managed to combine solid roots with global ambitions, becoming a concrete model for Italian businesses as well.
The interview is taken from the book “25 Years of Lean Thinking, Italian Style.”
Lasting competitiveness is built not only through market strategies but also through a solid organizational culture. Clear values, the ability to innovate, and trust in people are the levers that allow a company to stand out over time and withstand changes in the competitive landscape.
Mistakes, if managed methodically, are a valuable resource for innovation. Rapid testing, gathering feedback, and course correction allow companies to learn faster than their competitors, reducing the costs of uncertainty and accelerating the development of effective solutions.
Values define how an organization makes decisions, manages relationships, and addresses challenges. Companies with a consistent value-driven culture attract talent, build customer loyalty, and establish a distinctive reputation—elements that no competitor can easily replicate.
Distinctive positioning is a company’s ability to occupy a unique space in the customer’s mind, differentiating itself not only by product or price, but also by identity, values, and overall value proposition. It is the foundation upon which excellent companies—such as so-called hidden champions—build their international leadership.
ai translated