On this interview, we communicate with Prakhar Mittal, Principal at AtriCure, whose profession journey spans over 14 years in provide chain optimization and digital transformation. Prakhar shares insights into aligning provide chain methods with enterprise objectives, addressing misconceptions about digital transformation, and the pivotal function of instruments like PLM and OCM in driving organizational success. With a worldwide perspective and experience in med tech and healthcare, he additionally discusses the way forward for digital transformation and its impression on bridging cultural divides. Dive in to discover his methods, challenges, and imaginative and prescient for innovation.
Your profession spans over 14 years in provide chain optimization and digital transformation. What impressed you to specialize on this area, and the way has your perspective on its impression developed?
Coming from a small village in Northern Indian foothills of Himalays, my journey has been considered one of perseverance and transformation. Beginning as a university lecturer, I spotted early on the facility of schooling and steady studying. Transitioning into manufacturing assist at L&T, I discovered my ardour for fixing complicated issues and enhancing processes. The leap into consulting and digital transformation felt pure—it’s a area the place small modifications can create ripple results throughout whole organizations.As I navigated industries like CPG and healthcare, I noticed firsthand how expertise can democratize alternatives and optimize outcomes. A quote I maintain pricey is, “Slow is smooth, smooth is fast.” It jogs my memory that considerate, deliberate transformations typically yield probably the most impactful and sustainable outcomes. My perspective has developed to acknowledge that digital transformation isn’t nearly expertise—it’s about folks, processes, and goal aligning for better impression.
As a Principal at AtriCure, what are the most important challenges you’ve confronted when aligning provide chain methods with enterprise objectives, and the way do you strategy overcoming them?
One of many largest challenges is making certain agility with out sacrificing compliance and high quality, particularly in a high-stakes business like med tech. Provide chains right now should navigate international disruptions, regulatory complexities, and rising buyer expectations. The secret is to embrace what I name a “dual lens strategy”—balancing long-term innovation with short-term operational effectivity.To overcome these challenges, I concentrate on fostering collaboration throughout groups and leveraging data-driven insights. By aligning KPIs with broader enterprise objectives, we be certain that provide chain methods not solely assist however propel organizational success. And at all times, a human-centered strategy is crucial as a result of expertise succeeds solely when folks embrace it.
In your expertise working with C-suite leaders, what are the commonest misconceptions about digital transformation in med tech and CPG industries?
One widespread false impression is that digital transformation is merely a expertise improve. C-suite leaders typically underestimate the cultural and organizational modifications required to make these initiatives profitable. They may imagine that deploying the newest instruments ensures outcomes, however because the saying goes, *“A fool with a tool is still a fool.”*True transformation occurs when leaders prioritize change administration, foster cross-functional collaboration, and clearly outline the “why” behind the initiative. One other false impression is the timeline—many anticipate instant ROI, whereas transformation requires a affected person, iterative strategy. My function typically includes serving to leaders recalibrate their expectations whereas making certain they see measurable wins alongside the journey.
Product Lifecycle Administration (PLM) is a key matter of your experience. How would you describe the early adoption of PLM instruments and its measurable impression on organizational effectivity?
Early adoption of PLM instruments is like planting a tree—you gained’t see the total cover instantly, however its roots strengthen your basis. For organizations, PLM brings order to chaos by centralizing knowledge, streamlining processes, and enabling higher collaboration throughout groups.In my expertise, the measurable impacts embody decreased time-to-market, improved product high quality, and price financial savings by means of smarter useful resource allocation. As an example, I’ve seen groups scale back engineering change cycle occasions by as much as 30% just by integrating a strong PLM answer. Early adopters additionally achieve a aggressive edge by making a “single source of truth,” which empowers higher decision-making and fosters innovation.
You’ve emphasised the significance of Organizational Change Administration (OCM) in digital transformation tasks. Might you share an instance the place efficient OCM performed a pivotal function in a venture’s success?
One standout instance comes from a worldwide healthcare group the place we carried out an enterprise-wide PLM answer. Initially, there was resistance from workers anxious about job displacement and steep studying curves.We designed an OCM technique that included early stakeholder engagement, clear communication of the venture’s advantages, and tailor-made coaching packages. By involving workers as co-creators slightly than passive recipients of change, we turned skeptics into advocates. The consequence? The group not solely achieved a 50% discount in knowledge redundancies but in addition noticed elevated worker satisfaction with the brand new system. “People support what they help create,” and this precept was pivotal to our success.
What essential gaps do you typically see in organizations missing PLM, ALM, or ERP instruments, and the way do these gaps have an effect on enterprise development and competitiveness?
Organizations with out these instruments typically face silos, redundant workflows, and poor visibility into their operations. This lack of integration results in inefficiencies, increased prices, and slower innovation cycles. As an example, an organization with out PLM could battle to trace product iterations, resulting in delays and compliance dangers.Such gaps hinder scalability and put companies at a drawback in aggressive markets. By implementing these instruments, organizations can unlock efficiencies, foster collaboration, and make data-driven choices—a necessity in right now’s fast-paced world.
You’ve labored extensively on functionality maturity assessments. Might you stroll us by means of your course of for evaluating a company’s digital thread capabilities and the way this informs the roadmap for transformation?
My course of begins with understanding the group’s present state by means of interviews, knowledge evaluation, and system audits. I consider digital thread capabilities throughout 5 pillars: connectivity, integration, knowledge governance, person adoption, and scalability.As soon as gaps are recognized, I benchmark them towards business requirements and tailor a roadmap prioritizing fast wins and long-term investments. For instance, if an organization lacks integration between PLM and ERP methods, step one may be to determine seamless knowledge stream, making certain foundational readiness earlier than advancing to AI-driven analytics. The last word objective is to create a phased, actionable plan that aligns with enterprise goals and drives sustainable development.
Digital transformation is usually seen as a buzzword. In your view, what key methods can organizations implement to make sure their initiatives ship tangible ROI?
To maneuver past the buzzword, organizations should concentrate on three key methods:
- Begin with the “why”: Clearly outline the issue you’re fixing and guarantee alignment with strategic objectives.
- Undertake an agile mindset: Break down initiatives into smaller, measurable phases to display progress and ROI.
- Prioritize person adoption: Put money into change administration and coaching to make sure folks embrace the transformation.
Because the saying goes, “You don’t have to see the whole staircase, just take the first step.” By combining imaginative and prescient with motion, organizations can flip digital transformation right into a tangible success story.
Along with your background in med tech and healthcare, how do you see digital transformation shaping the way forward for these industries within the subsequent decade?
The subsequent decade will witness digital transformation redefining affected person care, regulatory compliance, and provide chain effectivity. Rising applied sciences like AI, IoT, and blockchain will drive customized medication, improve traceability, and scale back prices.As an example, digital twins will allow predictive upkeep in medical gadgets, whereas AI-powered analytics will revolutionize scientific decision-making. Because the business embraces value-based care, digital instruments shall be instrumental in enhancing outcomes whereas sustaining affordability.
On a private word, what has been probably the most rewarding side of your journey in consulting and implementation, and the way do you keep motivated to drive innovation in your area?
Probably the most rewarding a part of my journey has been witnessing the ripple impact of impactful transformations—from enabling small villages to profit from optimized provide chains to seeing lives improved by higher healthcare options.What retains me motivated is the idea that “Success is not final; failure is not fatal: It is the courage to continue that counts.” My journey from a small village to working with S&P 500 corporations jogs my memory that innovation is about pushing boundaries, staying curious, and making a distinction, one venture at a time.
Your profession spans working throughout international geographies with various cultural contexts. How have you ever tailored your strategy when collaborating with groups from your own home nation versus international soil, and the way do you see digital transformation bridging these cultural and geographical divides?
The great thing about working in international geographies lies in embracing various views and studying to adapt to completely different work kinds. Whereas collaborating with groups in my house nation typically meant leveraging shared cultural nuances to construct belief, working overseas required me to be extra attuned to cultural sensitivities, communication kinds, and ranging approaches to problem-solving.
Nonetheless, the actual game-changer has been the best way digital transformation has blurred these boundaries. Instruments like Groups, Zoom, and digital workspaces allow seamless collaboration throughout time zones, making the idea of “one world, one workplace” a actuality. As an example, real-time brainstorming periods with geographically dispersed groups at the moment are potential, fostering innovation that transcends borders.
Moreover, AI instruments like ChatGPT and Copilot improve productiveness by automating repetitive duties, producing concepts, and offering instantaneous assist, permitting groups to concentrate on higher-value work. These digital enablers not solely enhance effectivity but in addition create an surroundings the place various groups can come collectively as one, leveraging their distinctive strengths to realize shared objectives.
Finally, whereas cultural adaptation stays important, digital transformation ensures that the main focus stays on the work itself—collaborating, innovating, and delivering impactful ends in a really international context.
