In this interview, Andrea Pontremoli — former CEO of IBM Italy and now at the helm of Dallara — shares his vision of corporate competitiveness, summarized in three key words: values, curiosity, and innovation. Starting from his experience in the tech and motorsport worlds, Pontremoli emphasizes that a company should not be managed solely with short-term profit in mind, but by building strong relationships, investing in people, and cultivating a culture of continuous learning. A call to rethink the way companies approach change every day.
When Andrea Pontremoli is asked to summarize competitiveness in three words, the answer comes dryly, essential, without hesitation: values, curiosity, innovation.
A manifesto, more than a definition. The result of an intense and consistent career: from the top positions at IBM Italia to the leadership of Dallara, a symbol of excellence in mechanics and Italian motorsport, with one foot firmly planted in precision engineering and the other firmly rooted in training, 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 profit in the quarter, but to build a future. Even when it costs, even when it doesn’t pay off immediately.
Pontremoli starts from here, from a vision that returns humanity and responsibility to business practices. According to him, a company is not just a set of numbers: it is a system of relationships, an evolving community. And it should be treated as one would treat a child: with care, consistency, and patience.
Don't ask yourself which technology to use. Ask yourself first what you want to do.
Another cornerstone of his vision: technology is not an end, but a means. And true digital transformation never starts with the latest software solution, but with a real problem, with a concrete purpose, with a need that makes sense to people.
Only then – and only with that awareness – is it meaningful to talk about tools.
At Dallara we use technology to make mistakes as often, quickly, and cheaply as possible.
In this perspective, the mistake is not a failure, but a necessary condition for learning and innovating. The real problem is not making mistakes, but not learning anything from what was done wrong.
Innovating means taking risks. But it also means doing so methodically, with humility, and with the freedom to test – and correct – without fear.
Trust in a company is not just wishful thinking. It is a strategic asset. It is what allows decisions to be distributed, people to be held accountable, and them to grow.
No system is more efficient than a motivated and free person who acts competently.
Finally, the most subtle but decisive theme: the sense. Because businesses do not last if they do not have a purpose that goes beyond profit.
At Dallara we asked ourselves: what values do we want to carry forward for the next fifty years? We answered with three words: humility, loyalty, curiosity.
These values form the basis of the way we relate to one another, plan and innovate. These values build the corporate culture. And, in the end, this is how competitiveness is also built. And perhaps, returning to those three initial words – values, curiosity, innovation – we can read them like this: the values as a compass, curiosity as fuel, innovation as direction.
Pontremoli showed us how important values are, the sense and ability to make mistakes in order to truly innovate. But what does it actually mean to stand out in today’s global market?
To answer this question, let’s take a closer look at those who have already successfully completed this journey: the hidden champions. Companies that have managed to combine strong roots and global ambitions, becoming a concrete model for Italian businesses as well.
The interview is taken from the book “25 Years of Lean Thinking in the Italian Way”.
Lasting competitiveness is not built solely through market strategies, but also through a solid organizational culture. Clear values, the ability to innovate, and trust in people are the keys that allow a company to stand out over time and withstand the changes in the competitive environment.
Error, if managed methodically, is a valuable resource for innovation. Rapid testing, gathering feedback, and correcting course allow companies to learn faster than their competitors, reducing the costs of uncertainty and accelerating the development of effective solutions.
Values define the way an organization makes decisions, manages relationships, and addresses challenges. Companies with a consistent value culture attract talent, retain customers, and build a distinctive reputation—elements that no competitor can easily replicate.
Distinctive positioning is the ability of a company 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 on which excellent companies — such as the so-called hidden champions — build their international leadership.
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