From Point Solutions to Integrated Systems: IM Gears’ Pragmatic Digital Roadmap

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“The biggest leap of faith is at the senior management level committing to use digital tools as the single source of truth, even when they’re not perfect. Waiting for perfection means missing the moment.” - Mr. Athulan Vijayaraghavan, Executive Director, IM Gears Private Limited

November 2025 : For manufacturers navigating rapid technological change, the path to digital transformation is rarely linear. Mr. Athulan Vijayaraghavan, Executive Director, IM Gears Private Limited, offered a clear-eyed view of how companies can balance short-term tactical wins with a long-term vision for fully integrated manufacturing ecosystems.

Speaking about technological disruption, Mr. Athulan emphasized that the “low-hanging fruits” of digitalization are over. The next phase of smart manufacturing will depend on deep system integration across production, quality, planning, supplier, and OEM interfaces. “My production planning is tied to my production achievement, which in turn depends on quality improvement, which relies on traceability and telemetry data,” he explained. “This cascade of systems must be seamlessly integrated to unlock real value.”

Ms. Jhaveri is recognized for her strategic approach to managing complex operational ecosystems. Her mandate is squarely focused on enhancing efficiency, reducing costs, and ensuring the timely delivery of components for Oriano’s large-scale projects, reflecting "another step forward in Oriano’s commitment to operational excellence, agility, and sustainable growth."

In the long term, IM Gears is focused on building such multi-variate, interconnected data environments where diverse best-in-class tools from QMS to planning systems are harmonized through a robust data layer. Unlike traditional enterprise software approaches, Athulan argues that today’s rapidly evolving technology landscape demands modular, domain-specific point solutions that excel individually but are designed to work together.

In the short term, the company is prioritizing traceability systems, quality management, and automation areas with quick ROI and operational impact. “These are sub-one-year OPEX-benefit projects,” he noted, framing them as stepping stones toward long-term digital maturity.

When asked to share pivotal learnings from IM Gears’ digital journey, Mr. Athulan offered a candid insight: transformation must start at the top. “The biggest leap of faith is at the senior management level deciding to rely on the digital tools you’ve implemented, even when they’re not perfect,” he said. Instead of picking up the phone or reverting to legacy processes, leadership must commit to using the system as the single source of truth. “If we wait for perfection, it will be too late. Start small, accept that there will be errors, and improve iteratively.”

This mindset shift, he stressed, is what prevents digital initiatives from getting “muddled” amid operational workarounds. Aligning use cases tightly with business priorities is equally critical; as a fellow panelist added, digital adoption falters when use cases aren’t sharply defined.

Mr. Athulan shared these insights as a panelist during the 3rd Edition of the ACMA Automotive Smart Manufacturing Think Turf, powered by Pro MFG Media, in a discussion on “Driving Manufacturing Transformation: Strategies for Success.”

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