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Katia Valtorta

Principal

Principal

Italy

Katia combines sustainability and clean-technologies experience with deep expertise in strategy and innovation to help clients transform and create a sustainable and exciting future.

Areas of Focus

Education

Bocconi University (Milan, Italy)
Degree in Economics (Industrial Business Management)

Past Experience

Schlumberger?
Solutions Manager

Katia Valtorta joined Arthur D. Little in March 2001 and is Principal in the Milan office, a member of the Global Energy & Utilities practice and responsible for the Technology and Innovation Management practice in Italy.

Within the Energy domain, her professional focus is on gas & power retail and wholesale markets, sustainability, energy efficiency and energy sourcing for large industrial users, distributed generation, smart grids for the Utilities sector, feasibility studies for gas transportation assets, cogeneration plants, and renewable energy projects. She also has conducted many gas-market studies and assessments of the market value of gas, and she is involved in gas arbitration as an expert witness.

In the Technology and Innovation Management domain, her main areas of expertise cover innovation assessment, technology feasibility studies, commercial and technological scouting, R&D processes and organization reviews, and transformation programs in a wide variety of industries.

Katia holds a degree in Economics (Industrial Business Management) from Bocconi University of Milan. Apart from her mother tongue, Italian, she is fluent in English and has professional proficiency in French.

Katia is a hopeless animal and wilderness lover and a greedy, avid and compulsive reader. Being a passionate hiker, she thinks that every top is within reach if you just keep climbing.

Healthcare & Life Sciences
Data-driven Healthcare
Mario Nico, Dr. Dario Garante, Katia Valtorta, Dr. Ulrica Sehlstedt, Vikas Kharbanda
Following on the heels of other industries, the healthcare sector is undergoing a critical transformation to become data driven. As this revolution comes to the forefront, technology trends are emerging, but other interconnected factors related to both how data is gathered or analyzed and how stakeholders are involved can enable or hinder the change. Everything is digital, but healthcare a little less so.
Find out more
Public sector, Telecommunications, Information technology, Media & Electronics (TIME)
Advanced digital technologies
Mario Nico, Katia Valtorta, Dr. Dario Garante
How they can help Public Administrations to expedite EU funding procedures
Find out more
ICT security in the digital transformation era
Katia Valtorta, Dr. Dario Garante
The rise of digital transformation and cyberspace, as a result of the Internet of Things (IoT) and Industry 4.0 spreading, will increase the risk of cyber-attacks. Public and private organizations need to define strategies, organizations, processes and how to manage the information capable of mitigating cyber threats, while remaining aligned with security, confidentiality and traceability requirements for compliance with recent regulations.
Find out more
Public sector
Digital Inclusion in public services
Mario Nico, Katia Valtorta, Dr. Dario Garante
Despite investments and efforts, the performance in "connectivity" of different European regions is not homogenous.
Find out more
Transformation by Radical Innovation
Petter Kilefors, Katia Valtorta
Is your company sufficiently innovative? Most CEOs and CTOs would like to say yes, although Arthur D. Little’s recent Global Innovation Excellence study reveals that most companies are focusing on incremental, rather than radical, innovation. The most successful innovators in the study, in terms of EBIT and sales from new products, spend as much as one third of total R&D resources on radical innovation activities.
Find out more
Oil, Gas & Other Natural Resources, Energy, Utilities & Resources
Assessing innovation and R&D capabilities across multi-center organizations
Katia Valtorta, Ben Thuriaux-Aleman, Salman Ali
Over the last decades most global companies have evolved to organize their innovation efforts through an “open innovation” model with individual research centers. Globalization and mergers & acquisitions have changed these networks, making them more complex to manage successfully. A robust capability assessment is the starting point for capturing synergies, fostering cross-center collaboration and steering critical make-or-buy and resource allocation decisions in the right direction. This article shows how this can be done.
Find out more

Katia Valtorta joined Arthur D. Little in March 2001 and is Principal in the Milan office, a member of the Global Energy & Utilities practice and responsible for the Technology and Innovation Management practice in Italy.

Within the Energy domain, her professional focus is on gas & power retail and wholesale markets, sustainability, energy efficiency and energy sourcing for large industrial users, distributed generation, smart grids for the Utilities sector, feasibility studies for gas transportation assets, cogeneration plants, and renewable energy projects. She also has conducted many gas-market studies and assessments of the market value of gas, and she is involved in gas arbitration as an expert witness.

In the Technology and Innovation Management domain, her main areas of expertise cover innovation assessment, technology feasibility studies, commercial and technological scouting, R&D processes and organization reviews, and transformation programs in a wide variety of industries.

Katia holds a degree in Economics (Industrial Business Management) from Bocconi University of Milan. Apart from her mother tongue, Italian, she is fluent in English and has professional proficiency in French.

Katia is a hopeless animal and wilderness lover and a greedy, avid and compulsive reader. Being a passionate hiker, she thinks that every top is within reach if you just keep climbing.

Healthcare & Life Sciences
Data-driven Healthcare
Mario Nico, Dr. Dario Garante, Katia Valtorta, Dr. Ulrica Sehlstedt, Vikas Kharbanda
Following on the heels of other industries, the healthcare sector is undergoing a critical transformation to become data driven. As this revolution comes to the forefront, technology trends are emerging, but other interconnected factors related to both how data is gathered or analyzed and how stakeholders are involved can enable or hinder the change. Everything is digital, but healthcare a little less so.
Find out more
Public sector, Telecommunications, Information technology, Media & Electronics (TIME)
Advanced digital technologies
Mario Nico, Katia Valtorta, Dr. Dario Garante
How they can help Public Administrations to expedite EU funding procedures
Find out more
ICT security in the digital transformation era
Katia Valtorta, Dr. Dario Garante
The rise of digital transformation and cyberspace, as a result of the Internet of Things (IoT) and Industry 4.0 spreading, will increase the risk of cyber-attacks. Public and private organizations need to define strategies, organizations, processes and how to manage the information capable of mitigating cyber threats, while remaining aligned with security, confidentiality and traceability requirements for compliance with recent regulations.
Find out more
Public sector
Digital Inclusion in public services
Mario Nico, Katia Valtorta, Dr. Dario Garante
Despite investments and efforts, the performance in "connectivity" of different European regions is not homogenous.
Find out more
Transformation by Radical Innovation
Petter Kilefors, Katia Valtorta
Is your company sufficiently innovative? Most CEOs and CTOs would like to say yes, although Arthur D. Little’s recent Global Innovation Excellence study reveals that most companies are focusing on incremental, rather than radical, innovation. The most successful innovators in the study, in terms of EBIT and sales from new products, spend as much as one third of total R&D resources on radical innovation activities.
Find out more
Oil, Gas & Other Natural Resources, Energy, Utilities & Resources
Assessing innovation and R&D capabilities across multi-center organizations
Katia Valtorta, Ben Thuriaux-Aleman, Salman Ali
Over the last decades most global companies have evolved to organize their innovation efforts through an “open innovation” model with individual research centers. Globalization and mergers & acquisitions have changed these networks, making them more complex to manage successfully. A robust capability assessment is the starting point for capturing synergies, fostering cross-center collaboration and steering critical make-or-buy and resource allocation decisions in the right direction. This article shows how this can be done.
Find out more

More About Katia
  • Bocconi University (Milan, Italy)
    Degree in Economics (Industrial Business Management)
  • Schlumberger?
    Solutions Manager