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 targets, addressing misconceptions about digital transformation, and the pivotal position of instruments like PLM and OCM in driving organizational success. With a world perspective and experience in med tech and healthcare, he additionally discusses the way forward for digital transformation and its influence 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 discipline, and the way has your perspective on its influence developed?
Coming from a small village in Northern Indian foothills of Himalays, my journey has been one in all perseverance and transformation. Beginning as a school lecturer, I noticed early on the facility of training and steady studying. Transitioning into manufacturing help at L&T, I discovered my ardour for fixing advanced issues and bettering processes. The leap into consulting and digital transformation felt pure—it’s a discipline the place small modifications can create ripple results throughout total 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 essentially the most impactful and sustainable outcomes. My perspective has developed to acknowledge that digital transformation isn’t nearly expertise—it’s about individuals, processes, and goal aligning for higher influence.
As a Principal at AtriCure, what are the most important challenges you’ve confronted when aligning provide chain methods with enterprise targets, 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 at this time should navigate international disruptions, regulatory complexities, and rising buyer expectations. The hot button 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 targets, we be certain that provide chain methods not solely help however propel organizational success. And at all times, a human-centered strategy is important as a result of expertise succeeds solely when individuals embrace it.
In your expertise working with C-suite leaders, what are the most typical misconceptions about digital transformation in med tech and CPG industries?
One frequent false impression is that digital transformation is merely a expertise improve. C-suite leaders generally underestimate the cultural and organizational modifications required to make these initiatives profitable. They could consider 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 count on quick ROI, whereas transformation requires a affected person, iterative strategy. My position 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 subject of your experience. How would you describe the early adoption of PLM instruments and its measurable influence on organizational effectivity?
Early adoption of PLM instruments is like planting a tree—you gained’t see the complete 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 lowered time-to-market, improved product high quality, and price financial savings by way of smarter useful resource allocation. For example, I’ve seen groups scale back engineering change cycle instances by as much as 30% just by integrating a sturdy PLM resolution. 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. May you share an instance the place efficient OCM performed a pivotal position in a undertaking’s success?
One standout instance comes from a world healthcare group the place we carried out an enterprise-wide PLM resolution. Initially, there was resistance from workers apprehensive about job displacement and steep studying curves.We designed an OCM technique that included early stakeholder engagement, clear communication of the undertaking’s advantages, and tailor-made coaching packages. By involving workers as co-creators somewhat than passive recipients of change, we turned skeptics into advocates. The end result? 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 crucial gaps do you typically see in organizations missing PLM, ALM, or ERP instruments, and the way do these gaps have an effect on enterprise progress 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, larger prices, and slower innovation cycles. For example, an organization with out PLM might battle to trace product iterations, resulting in delays and compliance dangers.Such gaps hinder scalability and put companies at an obstacle in aggressive markets. By implementing these instruments, organizations can unlock efficiencies, foster collaboration, and make data-driven choices—a necessity in at this time’s fast-paced world.
You’ve labored extensively on functionality maturity assessments. May you stroll us by way 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 way 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 final word aim is to create a phased, actionable plan that aligns with enterprise targets and drives sustainable progress.
Digital transformation is commonly 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 targets.
- Undertake an agile mindset: Break down initiatives into smaller, measurable phases to reveal progress and ROI.
- Prioritize person adoption: Spend money on change administration and coaching to make sure individuals 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 drugs, improve traceability, and scale back prices.For example, digital twins will allow predictive upkeep in medical units, whereas AI-powered analytics will revolutionize medical decision-making. Because the business embraces value-based care, digital instruments will likely be instrumental in bettering outcomes whereas sustaining affordability.
On a private be aware, what has been essentially the most rewarding side of your journey in consulting and implementation, and the way do you keep motivated to drive innovation in your discipline?
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 undertaking 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 private home nation versus overseas soil, and the way do you see digital transformation bridging these cultural and geographical divides?
The fantastic thing about working in international geographies lies in embracing various views and studying to adapt to totally different work types. 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 types, and ranging approaches to problem-solving.
Nevertheless, the true game-changer has been the way in which 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. For 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 help, permitting groups to concentrate on higher-value work. These digital enablers not solely enhance effectivity but in addition create an atmosphere the place various groups can come collectively as one, leveraging their distinctive strengths to realize shared targets.
In the end, 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 very international context.
