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 summarized 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 the way companies approach change, every day.
When asked to summarize competitiveness in three words, Andrea Pontremoli’s response is concise, to the point, and without hesitation: values, curiosity, innovation.
A manifesto, rather than a definition. The result 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 motorsports—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 serves as an invitation to rethink the way we build competitiveness, every day.
A business is not run to maximize quarterly profits, but to build a future. Even when it comes at a cost, even when it doesn’t pay off immediately.
Pontremoli starts from here—from a vision that restores humanity and responsibility to the act of 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. First, ask yourself 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 trend, but with a real problem, a concrete purpose, and 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 isn’t 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 mere idealism. It is a strategic asset. It is what allows us to delegate decision-making, empower people, and help them grow.
No system is more efficient than a motivated person who is free to act competently.
Finally, the most subtle—yet most decisive—issue: purpose. Because companies cannot endure if they lack a purpose that goes beyond profit.
At Dallara, we asked ourselves: What values do we want to uphold for the next fifty years? We answered with three words: humility, loyalty, and curiosity.
These values form the foundation of how we relate to one another, how we design, and how we innovate. Our corporate culture is built upon them. And, ultimately, this is also how competitiveness is built. And perhaps, returning to those three initial words—values, curiosity, innovation—we can interpret them this way: values as a compass, curiosity as fuel, and innovation as direction.
Pontremoli has shown us how important values, purpose, and the willingness to make mistakes are for true innovation. But what does it mean, in practice, to carve out a distinctive position 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.
This interview is excerpted 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 enable a company to stand out over time and withstand changes in the competitive landscape.
Mistakes, when managed methodically, are a valuable resource for innovation. Rapidly testing, gathering feedback, and adjusting course 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-based 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 outstanding companies—such as the so-called "hidden champions"—build their international leadership.
ai translated