Will Kerr, VP of new products at Dyson
How is one of the most innovative hardware companies in the world managed? In a market as fierce as that of vacuum cleaners due to brand saturation, competition and price wars, the British multinational Dyson has begun a profound strategic restructuring to try to avoid the evils that threaten the technology sector: dependence on a single product, the loss of operational agility and the dosage of launches. We traveled to their Singapore headquarters to delve into their laboratories and speak with Will Kerrvice president of New Product Development, about his clear commitment to diversification, the past and the brand’s ambitious vision for the future. Where is Dyson now? On the old continent (geographically speaking) there are few technology companies that are a reference in the sector, but Dyson is one of them. In fact, it is great in technological prestige and billing: in 2025 it entered 6,130 million poundswith an EBITDA of 1,110 million (up 18%) and launched 13 new products, more than ever in a single year. However, if we talk about staff and structure, it is still relatively small for the money it moves: its global staff is made up of only 14,000 people. However, its strong point is its own R&D. Of course, the Dyson that James Dyson founded in 1991 has nothing to do with the current one: its fiscal headquarters moved to Singapore in 2019 and although its main R&D is still in the United Kingdom, its most iconic products are cooked, tested and developed in the Asian country. And the scenario has also changed: in 2024 its benefits They plummeted 49% despite breaking a product sales record. Last year the company recovered part of its operating muscle, but its turnover is still not what it would be in 2023. Dyson is not a diversified conglomerate, but rather a niche company of small premium appliances. R&D at two speeds and new operating model For Dyson, R&D is an essential area and there they spare no expense. Without going any further, of those 6.13 billion pounds of total revenue in 2025, they invested more than 400 million pounds in R&D. The question is: where to invest when the results can take years to arrive or even never arrive, like the electric car that was left in limbo after more than 500 million pounds investment? Dyson’s amazing electric car For Kerr, the dilemma is “finding the balance of when something is good enough.” They have a team in the UK to provide long-term insights and research, clients pointing out issues and potential improvements, developing key technologies in motors and batteries that have general application across their portfolio. And he gives a clear example: developing the next hair dryer could take five years and be incredible, but there are users who ask for one that is quieter, something that may only require six months of work. Virtue lies in balance. In any case, the process is always the same. Internally, this process is known as the “product creation framework” and the idea is to ensure that meet standards that can never be lowered. They have periodic checkpoints along the way. On each machine, James Dyson is very involved in the day-to-day: “Two weeks ago, we spent seven hours straight in Malaysia without stopping. He has an insatiable enthusiasm for this. And I say this because he interacts directly with the product, detects details and brings his experience of everything he has done.” The Dyson manager says that they always try to make sure that, “even when we do something for the first time, the standards are set uniformly across all categories.” Even so, from the technical direction they naturally admit that they are not always infallible: “It is clear that we never do it perfect the first time.” Without the pressure (from competitors), perhaps we would not be in the excellent state we are in. So that this huge investment does not suffocate the commercial viability of the company, Dyson has structurally separated its operations into two independent phases: “discovery” and “execution” (delivery). In the past, your engineering team worked on ideas and development simultaneously, requiring you to bet too much that new concepts would work. If a project failed, the firm faced periods of one or two years without news in the stores. Kerr explains the reason for this new organization very clearly: “If those new concepts don’t work, suddenly you’re disappointing customers for a year or two because you don’t have a launch. That’s why we’ve separated the two blocks.” Now, the execution team ensures a constant flow of innovation to the market, while the discovery team works free of commercial urgency looking for disruptive ideas. The iRobot mirror and the battle of robotics The recent iRobot bankruptcya pioneer of consumer robotics that sold 50 million units before end up acquired by Asian competitorsmakes it inevitable to think of the phrase: When you see your neighbor’s beards cut…. Or in other words, the need to diversify the catalog becomes evident when observing the international competitive environment. We refer to the facts: a look at the market in different aspiration formats (you can see our buying guides for robot vacuum cleaners and upright vacuum cleaners) makes it clear that the segment speaks Chinese. Meanwhile, Dyson has been expanding into other areas such as hair care or wearables for years. Dyson assures that market pressure is a welcome stimulus: “We see that the sector is moving quickly. It puts pressure on us, but it encourages us to do things more quickly.to look for new partners, new ways of working and new opportunities in the supply chain. Without that pressure, maybe we wouldn’t be in the excellent shape we are in.” We believe that robotics is, if not the future, then certainly an extremely important future. In addition, the firm prefers to ignore the daily noise of the market to focus on its own objectives: “If we woke up every day worried about those competitors, it wouldn’t be … Read more