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Organization is strategy...and if you don't change it, you're dead.
I've seen many companies over the years, but few have truly amazed me, regardless of the industry. Among these, I remember Google, Vaillant, and a smaller company I've recently discovered, Kave Home, which brought me back to a topic close to my heart: organization.
Organization is certainly not an organizational chart hung in the hallway. That's bureaucracy, and it's for those who make paper and manuals. True organization is instead a living ecosystem , a web of values, habits, unwritten rules, and relationships that withstand shocks.
I've always wondered: why do companies know so little about this?
Why do they think organization is a cost, when in fact it is the only competitive advantage that your competitors will never be able to copy?
You can copy a product, but you can't copy the way my people make decisions (and make good ones) when I'm not there. Of course, many have learned my way of doing things, have created their own organizations (and companies) with their own values, and I'm happy about that, after all.
Is your company a fossil or an organism?
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The vice of control: are you a leader or a bottleneck?
Many entrepreneurs talk a lot, talking about delegating, but then they get involved in hierarchies and make decisions without consulting the person responsible for that area, without respecting the delegation. If you have to be there for every decision, your organization is only on paper: you have an army of "Yes Men" executors waiting for orders and afraid of making mistakes.
Remember the old proverb.
Want to go fast? Go alone.
Want to go far and not have to start from scratch every morning? Learn to travel in company.
Silence on the phone: the ultimate goal.
For years my goal was not turnover, but the desire for deafening silence.
I wanted to finally go on vacation for two weeks and not feel #urgent.
Then, when it actually happened, for the first time, I felt disoriented but happy. I couldn't believe it!
It was my partner Luca who put me back in my place: "Hey Christian, we're not saving lives. Emergencies are relative, and by now you've taught us how to handle them. Enjoy your vacation." At that moment, I realized I had won. The car was moving forward without me having to push it.
E-commerce: the Formula 1 of organizations.
It took me a while to understand this, because I was trying to explain to entrepreneurs that building a quality service is more difficult than building a product. Then I started drawing departments as vertical columns and saying that entrepreneurs, to understand the new "digital" world, had to turn the company inside out and break down the silos .
Why do I say that e-commerce organizations are the most advanced? Because digital cuts across the company . It creates complex supply chains to be found in web searches, purchase a product in three clicks, and deliver within 24 hours.
Non c’è tempo per le #gerarchie quando l'algoritmo cambia alle tre di notte. Un team e-commerce vive nell'imprevisto, gestisce capsule, vendite su mercati globali in tempo reale. È un ecosistema costantemente allenato al cambiamento.
L'e-commerce non è un canale: è una palestra di sopravvivenza e un modo di fare impresa. Oggi giorno ci sono aziende che sono nate ecommerce: nel #fashion mi viene in mente Sezane e guarda caso sono quelle che vanno più veloci.
In praise of intelligent laziness that forces you to delegate.
I admit it: I'm hyperactive, but profoundly lazy. I hate repeating things and I hate it when the phone rings too much. That's why I've "lazily" gotten organized and delegated the things I don't like to people who are better at doing them than me !
That's why I built an ecosystem that walked without me. This was my salvation and sometimes my downfall.
I delegated, sometimes too much.
I trusted, sometimes too much.
But I was going too fast not to trust.
If my collaborators have remained with me for more than ten years, it means that in the void left by my delegation, they have evolved into true talent.
But delegating, to people with a DNA that wasn't mine, also caused damage, so today I tell you: “DELEGATE KNOWINGLY.”
The Patience Paradox: From Lego to Play to Scrolling.
There's a puzzle I'm trying to solve: the fragility of those entering the workforce today . I don't think it's a problem of #language between #generations because innovation is ageless; it's a problem of having trained patience.
I often say that we "old people" are the Lego generation: to build you had to work hard, fit pieces together, design, disassemble and start again . Then came the PlayStation generation: Circle or X, it works or it doesn't. Automatic transmission, not manual. I remember when I taught my son Alberto to ride a motorbike: "Alberto, when you release the clutch, put it in first, things happen in there, it's not a button, you have to give the gear time to engage, the clutch time to slip, the gas time to rev, and everything has to happen at a precise moment."
Today's world is dominated by 10 seconds of social media content . Infinite scrolling on our phones has killed the ability to slow down, understand, and accept criticism. It's a society of "easy" answers, but it's questions that spark curiosity and evolution. Expecting to have all the answers right away because AI gives them to you is, unfortunately, superficial. To get the right ones, you have to try and, above all, work hard.
The courage to self-criticize: the problem is you.
I would like to close with a #provocation.
If the results don't come, dear entrepreneur, dear leader, stop looking outside.
Look at yourself in the mirror.
Organization is the result of your #mindset.
Self-criticism means accepting that your results depend on your ability to put people better than you in key positions and let them work.
Do you have the courage to hire someone who knows more than you?
Do you have the strength to invest in innovation, in uncertain things?
Because you decide small things alone , the things you already know. To do big things, you need a decision-making process that involves extraordinary people like you and beyond.
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Author - Christian Nucibella
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