How do industrial operations impact product development? In the first episode of Capgemini’s 2024 Leaders in Innovation miniseries, Capgemini Engineering VP and CTO for Manufacturing and Industrial Operations Ramon Antelo speaks with Alantra Operating Partner Juan de Navascués Benlloch about Juan’s career in product industrialization, including his biggest failure due to missing quality and time targets. The conversation emphasizes the importance of in-house expertise, a resilient and convinced team, and separating innovation cells from daily operations. Learn best practices for ensuring the right team is assembled and motivated throughout new product development, and considerations for introducing industrial innovations.

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Show Notes

  1. Underestimating required talent and knowledge can lead to failures in new markets/products/technologies.
  2. Learning from failures is important for future success.
  3. Combining too many new elements (process, materials, market) increases risk of failure.
  4. Better preparation and competitor knowledge improves second chances.
  5. Resilient and convinced teams are key for success.
  6. Inspiration can come from similar products in other industries.
  7. Regular monitoring of milestones by top executives prevents delays.
  8. Considering all sectors as potential solution sources avoids narrow thinking.
  9. Separating innovation cells from operations allows focus on innovation.
  10. Assembling diverse and skilled teams improves innovation approaches.
  11. Long-term technologies require understanding of different cash flow impacts.
  12. Deployment teams are needed to expand innovations across companies.
  13. Supply chain factors are important in decision making.
  14. PMs should evaluate full added value and potential reach of supply chain.
  15. Short-term and long-term technology impacts differ and require different approaches.
  16. In-house expertise and knowledge bolsters new technology adoption.
  17. Motivated individuals working together effectively drive results
  18. Top management support for “use your brain not my wallet” drives innovation.
  19. Regularly reflecting on time to market prevents late product entry.

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