{"id":73169,"date":"2026-04-09T09:00:00","date_gmt":"2026-04-09T07:00:00","guid":{"rendered":"https:\/\/www.bonfiglioliconsulting.com\/?p=73169"},"modified":"2026-04-10T17:39:32","modified_gmt":"2026-04-10T15:39:32","slug":"business-competitiveness-from-pontremoli","status":"publish","type":"post","link":"https:\/\/www.bonfiglioliconsulting.com\/en\/competitivita-aziendale-dallara-pontremoli\/","title":{"rendered":"How to Build Business Competitiveness: Interview with Andrea Pontremoli, CEO of Dallara"},"content":{"rendered":"

<\/p>\n\n\n\n

Summary<\/strong><\/h3>\n\n\n\n

In this interview, Andrea Pontremoli \u2014 former CEO of IBM Italy and now head of Dallara \u2014 shares his vision of corporate competitiveness, which can be summarized in three keywords: values, curiosity, and innovation. Drawing from his experience in both the tech and motorsports worlds, Pontremoli emphasizes that a company should not be managed solely with a short-term profit perspective, but by building solid relationships, investing in people, and nurturing a culture of continuous learning. It's an invitation to rethink how companies approach change, every day.<\/p>\n\n\n\n

\n\n\n\n

From IBM to Dallara: the journey of a manager who redefined competitiveness<\/strong><\/h2>\n\n\n\n

When asked Andrea Pontremoli <\/strong>To summarize competitiveness in three words, the answer comes short, essential, without hesitation: Values, curiosity, innovation.<\/strong><\/p>\n\n\n\n

A manifesto, more than a definition. The fruit of an intense and coherent career: from the top of IBM Italy to leading the Dallara<\/strong>, a symbol of mechanical excellence and Italian motorsport, with one foot in precision engineering and the other firmly planted in education, territory, and social enterprise.<\/p>\n\n\n\n

A privileged point of view, which also becomes an invitation to rethink the way we build competitiveness, every day.<\/p>\n\n\n\n

Why a business isn't just managed for profit<\/strong><\/h2>\n\n\n\n

Company culture starts with relationships, not balance sheets.<\/em><\/h3>\n\n\n\n

A company isn't managed to maximize profit in a quarter, but to build a future. Even when it costs, even when it doesn't pay off immediately.<\/p>\n\n\n\n

Pontremoli starts here, with a vision that restores Humanity and responsibility in doing business<\/strong>. A company, according to him, is not just a collection of numbers: it's a system of relationships, an evolving community. And it should be treated like raising a child: with care, consistency, patience.<\/strong><\/p>\n\n\n\n

Digital Transformation: Why Technology Always Comes After Purpose<\/strong><\/h2>\n\n\n\n

How to decide which technology to adopt in a company without being swayed by trends<\/em><\/h3>\n\n\n\n

Don't ask yourself what technology to use. Ask yourself first What do you want to do<\/strong>.<\/p>\n\n\n\n

Another cornerstone of her vision: Technology is not an end, but a means<\/strong>. And true digital transformation never starts with the latest software fad, but with a real problem, a concrete purpose, a need that makes sense for people.<\/p>\n\n\n\n

Only then \u2013 and only with that awareness \u2013 does it make sense to talk about tools.<\/p>\n\n\n\n

Making mistakes to innovate: the Dallara method that turns errors into a competitive advantage<\/strong><\/h2>\n\n\n\n

Why companies that learn from their mistakes grow faster<\/em><\/h3>\n\n\n\n

At Dallara, we use technology to make a lot of mistakes, quickly and cheaply.<\/p>\n\n\n\n

The error, from this perspective, It is not a failure<\/strong>, but a necessary condition for learning and innovation. The real problem isn't making mistakes, but don't learn anything <\/strong>from what went wrong.<\/p>\n\n\n\n

Innovation means taking risks. But it also means doing so with method, humility, and the freedom to test\u2014and correct\u2014without fear.<\/p>\n\n\n\n

Trust as an Organizational Lever: Empowering People to Achieve Results<\/strong><\/h2>\n\n\n\n

How to distribute responsibilities in a company without losing control
<\/em><\/h3>\n\n\n\n

Trust, within a company, isn't about being soft. It's a strategic asset. It's what allows for the delegation of decisions, holding people accountable, and helping them grow.<\/p>\n\n\n\n

No system is more efficient than a motivated person, free to act with competence.<\/p>\n\n\n\n

Long-term competitiveness: why purpose beyond profit is needed<\/strong><\/h2>\n\n\n\n

Humility, loyalty, curiosity: the values Dallara wants to bring in the next 50 years<\/em><\/h3>\n\n\n\n

Finally, the most subtle, but most decisive, theme: the meaning. <\/strong>Why businesses don't last if they don't have a purpose beyond profit.<\/p>\n\n\n\n

Here at Dallara, we asked ourselves: what are the values we want to champion for the next fifty years? We answered with three words: humility, loyalty, curiosity.<\/strong><\/p>\n\n\n\n

These values form the basis of how we relate to each other, how we design, how we innovate. Our company culture is built on these. And ultimately, this is also how competitiveness is built. And perhaps, returning to those initial three words \u2013 values, curiosities, innovation <\/strong>we can read them like this: the values <\/strong>like a compass, Curiosity <\/strong>as fuel, innovation <\/strong>as direction.<\/p>\n\n\n\n

Pontremoli showed us how much values, purpose, and the ability to make mistakes matter for true innovation. But what does that mean, in practice, to position oneself <\/strong>distinctively in today's global market?<\/p>\n\n\n\n

To respond, let's take a close look at who has already successfully navigated this path: the hidden champions<\/em>. Companies that have managed to unite Solid roots and global ambitions<\/strong>, becoming a concrete model for Italian companies as well.<\/p>\n\n\n\n

The interview is taken from the book \u201c25 Years of Italian-Style Lean Thinking\u201d<\/a>.<\/p>\n\n\n\n

FAQ<\/strong> On business competitiveness<\/strong><\/h2>\n\n\n\n

<\/p>\n\n\n\n

How is long-term business competitiveness built?<\/strong>
<\/h3>\n\n\n\n

Lasting competitiveness is built not only on market strategies but also on a strong organizational culture. Clear values, the capacity 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.<\/p>\n\n\n\n

What is the role of error in business innovation processes?<\/strong>
<\/h3>\n\n\n\n

Error, if managed methodically, is a precious resource for innovation. Rapid testing, feedback gathering, and course correction allow companies to learn faster than competitors, reducing the costs of uncertainty and accelerating the development of effective solutions.<\/p>\n\n\n\n

Because company values are a strategic asset for competitiveness.<\/strong>
<\/h3>\n\n\n\n

Values define how an organization makes decisions, manages relationships, and tackles challenges. Companies with a consistent values culture attract talent, retain customers, and build a distinctive reputation\u2014elements that no competitor can easily replicate.<\/p>\n\n\n\n

What is meant by distinctive positioning in the global market?<\/strong>
<\/h3>\n\n\n\n

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 \u2013 like the so-called hidden champions<\/em> \u2014 build their international leadership.<\/p>\n\n\n\n

By Bonfiglioli Consulting Editorial Staff<\/strong>
Every publication is born from industry studies, field research, and analysis of global trends, integrated with the knowledge and expertise gained from transformation projects, with the goal of promoting a business culture.<\/em><\/h4>\n\n\n\n

Published 04\/9\/2026<\/h4>\n\n\n\n

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