Lorenzo Bonacina

Direttore di Stabilimento
Marcegaglia

“When we first defined the three-year strategic plan and included "Becoming a managerial company" among the objectives, I realized that to achieve it I had to start with myself, as plant manager. I didn't have enough time and energy for strategic activities, let alone for the development and monitoring of my then 15 reports. It was necessary to adopt new ways of working. I organized weekly meetings with each of my then 15 reports so that on the one hand I could give quality time to get involved in their issues and on the other hand I could give myself the privilege of not being interrupted every 5 minutes. For us, and for me in particular, it represented a significant change of pace: I went from 15 to 7 employees. And today decisions are faster and closer to where things happen, also thanks to the new leaders. I am able to better oversee the progress of the company's strategic plan and give my people the help they deserve. I only rarely have to accelerate things, when the second lines do not respond as they should. I don't have the counterproof to prove it, but honestly I don't know how I would have dealt with the pandemic in the plant if I hadn't had my head free from the most immediate operations and collaborators capable of making decisions independently.”