In this interview, we speak with Prakhar Mittal, Principal at AtriCure, whose career journey spans over 14 years in supply chain optimization and digital transformation. Prakhar shares insights into aligning supply chain strategies with business goals, addressing misconceptions about digital transformation, and the pivotal role of tools like PLM and OCM in driving organizational success. With a global perspective and expertise in med tech and healthcare, he also discusses the future of digital transformation and its impact on bridging cultural divides. Dive in to explore his strategies, challenges, and vision for innovation.
Your career spans over 14 years in supply chain optimization and digital transformation. What inspired you to specialize in this field, and how has your perspective on its impact evolved?
Coming from a small village in Northern Indian foothills of Himalays, my journey has been one of perseverance and transformation. Starting as a college lecturer, I realized early on the power of education and continuous learning. Transitioning into production support at L&T, I found my passion for solving complex problems and improving processes. The leap into consulting and digital transformation felt natural—it’s a field where small changes can create ripple effects across entire organizations.As I navigated industries like CPG and healthcare, I saw firsthand how technology can democratize opportunities and optimize outcomes. A quote I hold dear is, “Slow is smooth, smooth is fast.” It reminds me that thoughtful, deliberate transformations often yield the most impactful and sustainable results. My perspective has evolved to recognize that digital transformation isn’t just about technology—it’s about people, processes, and purpose aligning for greater impact.
As a Principal at AtriCure, what are the biggest challenges you’ve faced when aligning supply chain strategies with business goals, and how do you approach overcoming them?
One of the biggest challenges is ensuring agility without sacrificing compliance and quality, especially in a high-stakes industry like med tech. Supply chains today must navigate global disruptions, regulatory complexities, and rising customer expectations. The key is to embrace what I call a “dual lens strategy”—balancing long-term innovation with short-term operational efficiency.To overcome these challenges, I focus on fostering collaboration across teams and leveraging data-driven insights. By aligning KPIs with broader business goals, we ensure that supply chain strategies not only support but propel organizational success. And always, a human-centered approach is essential because technology succeeds only when people embrace it.
In your experience working with C-suite leaders, what are the most common misconceptions about digital transformation in med tech and CPG industries?
One common misconception is that digital transformation is merely a technology upgrade. C-suite leaders sometimes underestimate the cultural and organizational changes required to make these initiatives successful. They might believe that deploying the latest tools guarantees results, but as the saying goes, *“A fool with a tool is still a fool.”*True transformation happens when leaders prioritize change management, foster cross-functional collaboration, and clearly define the “why” behind the initiative. Another misconception is the timeline—many expect immediate ROI, while transformation requires a patient, iterative approach. My role often involves helping leaders recalibrate their expectations while ensuring they see measurable wins along the journey.
Product Lifecycle Management (PLM) is a key topic of your expertise. How would you describe the early adoption of PLM tools and its measurable impact on organizational efficiency?
Early adoption of PLM tools is like planting a tree—you won’t see the full canopy immediately, but its roots strengthen your foundation. For organizations, PLM brings order to chaos by centralizing data, streamlining processes, and enabling better collaboration across teams.In my experience, the measurable impacts include reduced time-to-market, improved product quality, and cost savings through smarter resource allocation. For instance, I’ve seen teams reduce engineering change cycle times by up to 30% simply by integrating a robust PLM solution. Early adopters also gain a competitive edge by creating a “single source of truth,” which empowers better decision-making and fosters innovation.
You’ve emphasized the importance of Organizational Change Management (OCM) in digital transformation projects. Could you share an example where effective OCM played a pivotal role in a project’s success?
One standout example comes from a global healthcare organization where we implemented an enterprise-wide PLM solution. Initially, there was resistance from employees worried about job displacement and steep learning curves.We designed an OCM strategy that included early stakeholder engagement, clear communication of the project’s benefits, and tailored training programs. By involving employees as co-creators rather than passive recipients of change, we turned skeptics into advocates. The result? The organization not only achieved a 50% reduction in data redundancies but also saw increased employee satisfaction with the new system. “People support what they help create,” and this principle was pivotal to our success.
What critical gaps do you often see in organizations lacking PLM, ALM, or ERP tools, and how do these gaps affect business growth and competitiveness?
Organizations without these tools often face silos, redundant workflows, and poor visibility into their operations. This lack of integration leads to inefficiencies, higher costs, and slower innovation cycles. For instance, a company without PLM may struggle to track product iterations, leading to delays and compliance risks.Such gaps hinder scalability and put businesses at a disadvantage in competitive markets. By implementing these tools, organizations can unlock efficiencies, foster collaboration, and make data-driven decisions—a necessity in today’s fast-paced world.
You’ve worked extensively on capability maturity assessments. Could you walk us through your process for evaluating an organization’s digital thread capabilities and how this informs the roadmap for transformation?
My process begins with understanding the organization’s current state through interviews, data analysis, and system audits. I evaluate digital thread capabilities across five pillars: connectivity, integration, data governance, user adoption, and scalability.Once gaps are identified, I benchmark them against industry standards and tailor a roadmap prioritizing quick wins and long-term investments. For example, if a company lacks integration between PLM and ERP systems, the first step might be to establish seamless data flow, ensuring foundational readiness before advancing to AI-driven analytics. The ultimate goal is to create a phased, actionable plan that aligns with business objectives and drives sustainable growth.
Digital transformation is often seen as a buzzword. In your view, what key strategies can organizations implement to ensure their initiatives deliver tangible ROI?
To move beyond the buzzword, organizations must focus on three key strategies:
- Start with the “why”: Clearly define the problem you’re solving and ensure alignment with strategic goals.
- Adopt an agile mindset: Break down initiatives into smaller, measurable phases to demonstrate progress and ROI.
- Prioritize user adoption: Invest in change management and training to ensure people embrace the transformation.
As the saying goes, “You don’t have to see the whole staircase, just take the first step.” By combining vision with action, organizations can turn digital transformation into a tangible success story.
With your background in med tech and healthcare, how do you see digital transformation shaping the future of these industries in the next decade?
The next decade will witness digital transformation redefining patient care, regulatory compliance, and supply chain efficiency. Emerging technologies like AI, IoT, and blockchain will drive personalized medicine, enhance traceability, and reduce costs.For instance, digital twins will enable predictive maintenance in medical devices, while AI-powered analytics will revolutionize clinical decision-making. As the industry embraces value-based care, digital tools will be instrumental in improving outcomes while maintaining affordability.
On a personal note, what has been the most rewarding aspect of your journey in consulting and implementation, and how do you stay motivated to drive innovation in your field?
The most rewarding part of my journey has been witnessing the ripple effect of impactful transformations—from enabling small villages to benefit from optimized supply chains to seeing lives improved by better healthcare solutions.What keeps me motivated is the belief 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 companies reminds me that innovation is about pushing boundaries, staying curious, and making a difference, one project at a time.
Your career spans working across global geographies with diverse cultural contexts. How have you adapted your approach when collaborating with teams from your home country versus foreign soil, and how do you see digital transformation bridging these cultural and geographical divides?
The beauty of working in global geographies lies in embracing diverse perspectives and learning to adapt to different work styles. While collaborating with teams in my home country often meant leveraging shared cultural nuances to build trust, working abroad required me to be more attuned to cultural sensitivities, communication styles, and varying approaches to problem-solving.
However, the real game-changer has been the way digital transformation has blurred these boundaries. Tools like Teams, Zoom, and digital workspaces enable seamless collaboration across time zones, making the concept of “one world, one workplace” a reality. For instance, real-time brainstorming sessions with geographically dispersed teams are now possible, fostering innovation that transcends borders.
Additionally, AI tools like ChatGPT and Copilot enhance productivity by automating repetitive tasks, generating ideas, and providing instant support, allowing teams to focus on higher-value work. These digital enablers not only improve efficiency but also create an environment where diverse teams can come together as one, leveraging their unique strengths to achieve shared goals.
Ultimately, while cultural adaptation remains essential, digital transformation ensures that the focus remains on the work itself—collaborating, innovating, and delivering impactful results in a truly global context.