Innovation Lessons: A Chat with Benedetto Vigna
- Letizia Bizzotto
- Sep 14, 2023
- 3 min read
Since the beginning of the 2023 season, the echo of "Ferrari looks to the long-term future" has been resonating consistently. But what does it mean for a company to implement change over the long term while staying focused on current business and on-track performance?
The home GP may not have met the expectations, but it ended in the best way tifosi could have hoped for. On the other hand, the Scuderia is known for having a tumultuous managerial history where politics heavily influenced the decisions of the Maranello house.
Synergy between the various departments is essential for success on track: if one function limps, the entire team suffers. In other words, sports performance is a direct reflection of corporate collaboration. If there's no internal cohesiveness, external triumphs are hard to achieve. Any leader knows it.
Since September 2021, at the lead of the prancing horse is a man of science, an atypical CEO, even if he was listed among the best managers of 2021 by Forbes Italy. A technician who could profoundly renew the brand's management.
Benedetto Vigna, a subnuclear physicist, dedicated much of his career to the semiconductor industry. He boasts over two hundred patents: from the 3D motion sensor of Nintendo Wii's wireless controllers to sophisticated controllers for touch screens and sensors used in areas like miniaturized technology.
With the meeting in sight, many questions arose: in today’s management transformation with a different vision of the leader, based on values and skills, instead of roles and hierarchies; how to apply this approach in a company often politicized as Ferrari? How, in terms of strategic management, can the compressed innovation cycle of Formula 1 coexist with the more expanded cycle of the automotive industry?
Managing Corporate Complexity: A Scientific Approach to Change
The contemporary corporate landscape might seem more complex than ever when in reality, complexity is a constant across generations. The right approach isn't trying to simplify what is inherently complex, but to adopt complex and scientific thinking to effectively handle the challenges that arise.
Often, challenges don't lie in the world's intrinsic complexity, but in the complications human actors add when interacting with it. This distinction "complicated" - "complex" is crucial, leading to a more pragmatic approach: complexity can't be reduced or simplified, but it can and must be managed effectively. Whether in management, technical solutions, or marketing strategies, implementing complicated solutions tends to confuse rather than clarify.
So how to address corporate complexity? The answer lies in complex thinking. This approach requires a deep understanding of interconnections between departments and the ability to face change methodically. The launch of Apple's first Mac provides enlightening insight into the importance of managing complexity in marketing campaigns. The success or failure of a product can depend not only on its inherent quality but also on how it's presented to the public. Here, complexity isn't only about technology or production but extends to the subtle art of engaging consumers.
A balanced scientific approach in managing this complexity can make the difference between triumph and failure. Underlying everything is the need to manage change, which Vigna advises looking back on:
As paradoxical as it might seem, looking at the past can promote innovation and give direction to the leadership that must guide it in the company
Innovation in the Automotive Industry: Scarcity and Change as a Driver
But what stimulates innovation, nowadays as in the past? In the endless path of corporate innovation, one fundamental truth emerges: scarcity stimulates creativity. Contrary to popular belief, the best way to innovate is to limit resources because the more resources are used, the more innovation is inhibited and the the human element less valued.
However, the innovation process goes beyond mere lack of resources: it's a challenge requiring a mindset ready to challenge the status quo. The ability to adopt new points of view and to assess with scepticism the commonly accepted notions is the first step towards the creation of new solutions.
Moreover, innovation isn't just about the product, it's also processes, systems, management, technological strategies, and marketing campaigns. Vigna indeed redesigns the interiors of Maranello focusing on gradual cultural change, where people are Ferrari’s core asset and human and professional connections amplify opportunities for collaboration.
In an era where innovation is central to conversations, it's essential to understand that the concept of change is rooted in history. As Ferrari moves with a long-term vision, embracing the challenge of innovation by harnessing scarcity, challenging existing paradigms, and managing complexity through a scientific approach rather than simplifying it,
Vigna's guidance marks a significant turning point in the historic automotive company. The importance of managing complexity through a scientific approach rather than simplifying it is crucial if the Scuderia wants to see its historic prancing horse on the podium regularly.
Adopting this transformation is not only appropriate but necessary.
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