Forum Amec 2026: The levers of industrial productivity are already within the company

More than 300 executives and professionals from Spanish industry gathered in early July at the IESE Business School campus in Barcelona to celebrate the thirteenth edition of the Amec Forum. The event, organized by the community of internationalized industrial companies, focused on identifying and activating the productivity drivers that depend directly on companies' internal management, with the aim of closing the competitiveness gap that Spain maintains with its main European partners and the United States.

Under the slogan "The Lever of Productivity," the meeting addressed the endogenous factors that make the difference in an increasingly complex and uncertain global environment. As noted Joan TristanyAccording to the CEO of amec, the focus of the event was to analyze "what industrial companies can do to improve their productivity in a given environment," making it clear that the most powerful tools for transformation are already found within organizations.

The official welcome was given by Guillermo del PratIESE's Director of Executive Education Programs highlighted the "immense pride in knowing that this is the thirteenth time you have chosen IESE as the venue for this major, leading event." For his part, Pere RelatesThe president of amec emphasized the relevance of the chosen theme: "For the first time in a long time, there was virtually unanimous consensus from the very beginning. We had to talk about productivity.".

The diagnosis: a productivity gap to close

The opening session was led by Enrique Couto and Óscar García, creators of the educational channel VisualEconomik, who offered an overview of the productivity situation in Spain. According to their analysis, the country maintains a significant gap with its competitors, a reality explained by three main factors: one lower capital investment in the last two decades, a deficit in intangible assets such as software or patents, and a persistent disconnect between training and the real needs of the labor market.

Despite the diagnosis, experts pointed out that this challenge also represents a historic opportunity. "We are beginning a new industrial revolution. Today, we all have the opportunity to start from scratch," they concluded, encouraging companies to see Asian competition and the technological revolution as a lever to definitively close the productivity gap.

The five levers that depend on the company

The theoretical core of the day was presented by José Agustín CruellasCruellas, founder of The Factory HUB and the Industrial Productivity Institute, outlined the five key levers that every organization can use to boost its efficiency. According to Cruellas, the key is to stop transferring market chaos directly to the factory floor. "The salespeople say yes to everything and management allows it, well, then there's no filter for market variability.", Sentenció.

The five internal levers are:

1. Strategy: Define what to focus on and what to give up, concentrating on the company's real capabilities to be the best in a specific niche.
2. Value Chain: Design the processes to fulfill the strategy at the lowest possible cost, optimizing the workflow.
3. Technology: Use it to capture useful data that allows for better tactical decisions, and not to manage a complexity that should never have been created.
4. Talent: Ensure that all the organization's knowledge is geared towards providing the operator with the necessary means, materials and information, without interruptions.
5. Capital: Invest in physical assets to provide capacity or intelligently replace work, once internal processes are optimized.

The experience of the century-old industry

The theory materialized with the experience of two industrial giants. Esteban BretchaCEO SimonHe explained how a company with over a century of history had to reinvent its processes to avoid becoming overwhelmed by complexity. "We had been adding industrial processes to the factory somewhat haphazardly," he admitted, showing how simplifying workflows and platformizing products were key to their competitiveness.

For its part, Albert Magrans, CEO of Roca GroupHe stressed the need to maintain focus and agility. "Focus is essential. Focus is essential for improvement. You have to be constantly reinventing yourself."Magrans described the current competitive "tsunami," driven by Chinese competition and artificial intelligence, and stressed that survival demands "height and speed," breaking inertia and simplifying the organization to respond quickly.

Learning cases: from talent to technology

The forum also gave voice to various practical learning case studies. Companies such as Masats, Cava Group, Sile Automation e hyperbaric They shared their challenges and solutions in areas such as customized project planning, investment in technological capital, and the digitization of production processes.

Joan CavaThe president of the Cava Group explained the challenge of planning in the manufacture of capital goods: “We make capital goods, and they are custom projects. This means that annual planning is very difficult for our projects.” His solution involved closer collaboration with suppliers, treating them as a finite and strategic resource.

The human factor: talent as the engine of efficiency

A round table moderated by Angel HermosillaThe Secretary General of the College of Economists of Catalonia focused on talent. Executives of Paulig, volpak e Tapla Industries They explored how commitment, a safety culture, and diversity directly impact operational efficiency. Lilian de MunoPaulig's Global People Manager was clear about this: "Because when we reduce accidents, we create a safety culture that protects our people, but we also reduce disruptions, absences, and loss of operational knowledge.".

The ecosystem that supports internationalization

The event also included insights from strategic partners supporting the industry's global growth. Representatives from Cesce, AXA-XL y Banco Sabadell They explained how risk management, production protection, and technology financing are fundamental to improving productivity in international markets.

Joaquim MontsantCesce's Regional Director highlighted his company's role as "an essential partner in all phases of a company's development," based on information and technology. For his part, carlos dalmau Banco Sabadell explained its three-pronged support strategy: "knowledge and specialization, technology and artificial intelligence," key tools for companies to gain time and operational efficiency in their foreign trade operations.

Key Questions and Answers

What are the main levers for improving industrial productivity according to the Amec Forum?

According to what was presented at the event, there are five key internal levers that depend on the company itself: strategy (focus and resignations), Value chain (design of efficient processes), Technology (as a tool for decision-making), Talent (knowledge aimed at facilitating production) and City’s (smart investment in physical assets).

Why does Spain have a productivity gap with other European countries?

The analysis presented at the Amec Forum identifies three main causes: a lower rate of investment in capital over the last two decades, a deficit in investment in intangible assets (such as software, patents or industrial design) and a disconnect between the training offered by the education system and the real needs of the industrial labor market.

What role does talent play in the productivity of an industrial company?

Talent is a decisive factor. It's not just about finding qualified personnel, but about managing internal talent to maximize its value. This involves creating a culture of safety that minimizes disruptions, fostering commitment to improve efficiency, and managing diversity to enrich problem-solving. A motivated, well-led team with the right tools is a direct driver of productivity.