Mario, Automation Manager at Pfizer in Madrid, shares more than 20 years of experience in industrial transformation and the most common mistakes companies make when embarking on digital projects.
In the latest episode of the Telefónica B2B Sales Podcast, we had the opportunity to sit down with Mario Mariategui, Head of Automation at Pfizer’s San Sebastián de los Reyes plant. With more than 20 years of experience in the industrial sector, Mario shared an honest and practical perspective on the real challenges of digitalising processes within a large corporation.
The First Mistake: Digitalising for the Sake of Digitalisation
One of Mario’s most direct messages during the conversation concerns the tendency to jump on every new technology trend without carrying out a solid prior assessment.
“When a technology enters the market, it comes in strong, and because of our human nature, we all want to jump on board. We end up digitalising processes that may not add any value at all.” — Mario, Automation Manager, Pfizer
His takeaway after years of managing projects is clear: before launching any transformation initiative, organisations must analyse whether the right solution is truly digitalisation, automation, or simply leaving the process as it is. It may sound obvious, but it remains one of the most common mistakes in industry.
Digital Transformation: What Does It Mean in Practice?
When asked how he views digital transformation in today’s industrial environment, Mario avoids technical jargon and textbook definitions. His approach is highly practical: analyse each process and identify the most efficient way to improve it, whether through digitalisation, automation, or any other method.
According to him, the ultimate objective is always the same: eliminate tasks that do not add value and free up people to focus on what truly matters. The tool itself is secondary; the real question is, “What do I need to do, and how can I do it more efficiently?”
The Major Challenge Nobody Wants to Talk About: The Human Factor
If there is one area where Mario is particularly emphatic, it is change management. For him, the human factor is not just another challenge among many: it is the major obstacle in any transformation project, regardless of the industry.
“You can help people, convince them, train them, but if they don’t want to, they simply won’t.” — Mario, Automation Manager, Pfizer
His strategy for managing this challenge is based on a fundamental principle: involve people from the very beginning. Don’t announce the change once everything has already been decided; build it together with those who will experience it. Above all, show them that technology is not there to replace them, but to remove repetitive tasks that prevent them from developing their skills and contributing more effectively.
The fear of being replaced by a machine is still very real on the factory floor. Mario’s response is straightforward: “What we’re going to do is make your day-to-day work easier, help you become more efficient, and enable you to add value where you are truly needed.”
Artificial Intelligence: Opportunity or Another Source of Noise?
The conversation inevitably turns to AI. Mario acknowledges that the democratisation of tools such as ChatGPT and Copilot has been a positive development: it has reduced the fear of the unknown and created a common starting point for discussing AI within organisations without having to begin from scratch.
However, he also points out the other side of the coin: the temptation to apply AI to everything. His warning is the same as with any other technology: each case must be analysed individually, data confidentiality must be considered, and organisations should never assume that AI is always the right answer.
The Roadmap: Where Should You Start?
To close the episode, Mario shared the advice he gives himself whenever he faces a new efficiency challenge—advice that perfectly summarises the philosophy behind successful digital transformation:
Key Steps for Designing Your Transformation Roadmap
- Analyse your current situation (AS-IS): understand how the process works today and identify the real bottlenecks.
- Define the target scenario (TO-BE): work together with your team to design how you want the process to operate in the future.
- Rely on technology partners: not every company has in-house digitalisation expertise. Organisations such as Telefónica Tech can provide the technological knowledge needed to complement internal know-how.
- Validate the value equation: compare the investment cost with the expected return. If the numbers do not add up, it may not be the right time—or the right project.
A very simple equation, as Mario describes it, yet one that many organisations overlook in the excitement of the moment.
Conclusion
The conversation with Mario is a reminder that digital transformation is not primarily about technology—it is about methodology and, above all, people. Having the right tools matters, but knowing when to apply them, how to communicate their value, and how to bring a team along on the journey is what truly distinguishes a successful project from one that never moves beyond the planning stage.
Would you like to explore how Geprom, part of Telefónica Tech, can help you define your digitalisation roadmap?
