Gianpietro Benedetti analizza lo scenario

Yes, to give at least directly on what is the international context, what promotes a true cultural revolution that concerns primarily the company. What is the objective, what is the orientation? Do it in the company. What cultural revolution is needed? The cultural revolution is a cultural evolution in the sense that we must become leaner and we must put people more to contribute with the maximum of their abilities that each one has to innovation, to the competitive calibration of our micro system. And therefore they must feel more like actors, not executors. Today they are 70% executors and 30% entrepreneurs. They must become 70% entrepreneurs and 30% executors.

I tried to simplify the concept. Then there are market demands. You identified some keywords: quality, speed, flexibility. This applies to everything, even to a pizzeria. If you go to a pizzeria and there is a queue - I happened to see one in Milan the other day, I passed by four times, there was always the queue, the others were empty - because this is the path to quality, service to the customer, etcetera etcetera. And then there is digital, the digitalization of Industry 4.0. We all talk about 4.0, it's true, but few still know what it is, even though we talk about it, and this makes us smile a bit. But 4.0 is probably one of the means by which a country of old people like ours could maintain the same type of productivity to pay for social services and pensions for those who continue to live. And therefore it should be interpreted very well as an increase in competitiveness, despite the decline in the number of people who are working. About a year ago, here from Premier Renzi, there was almost total agreement on the famous slides, the one in which they can give you also this year after twenty years, but something has moved.

But I must say honestly, objectively, that the attempt to do it exists, then you can discuss it good or bad, because no one does it, everyone criticizes as usual. However, it confirms that there is a terrible obstacle. That is, we saw when we acquired Biesse, the mentality of a failed company. In fact, we picked it up for one euro, but we also acquired a cultural debt that cost us 200 million at the beginning, because machines are bought by culture, no? So if I imagine that we were 6-7 years to bring a plant to a reasonable dignity, imagine doing it for a country system: it's a titanic undertaking. So I understand the situation, but objectively I must say that they are trying to do it, they do it in small pieces, in an unequal way, etc. But why? Because there is a violent resistance from all those who are like this, who are fine like this, and from many situations that are more historically trained over the last 30 years to take, to ask, and to make them change. It's time to change. Period. It's time to change, but the majority does not want to change. However, we will have to change, or the darkness will make us change. I always bring the Greek example. Why do I bring the Greek example? Because Greece went into default. The European system, let's say the elders, found themselves caught off guard in conjunction with the big bubble. But then they were trained to manage this issue. So in the case of Italy, hopefully at night, Italy is in this situation, the system will manage this thing. You see in Greece, there was the finance minister, I don't remember his name. In the end, they had to do and will do what they are asked, otherwise it will get even worse. And this is the situation. In Greece, they have salaries exactly half or 40% of what they were. So it's useless to turn it around. And all the champions who talk, etc., are those who contributed, I won't say they did, they contributed to our culture that brought us to 2,200 billion in debt. The indices that said we were good and that we had a large GDP, instead humanity goes to debt. As I keep saying now, because they settle the market, almost changed, I keep saying that we must remain the same, not understanding that no one will lend us more money.