Qualitaly_114

DEC. JAN. 2020 I DECEMBER-JANUARY 2020 AT PAGE 1 Everybody is fundamental, nobody is essential! It is often a reason for big family feuds. Just look at the case of Esselunga upon the death of the founder of the GDO giant, Bernardo Caprotti. Upon his death, the will was opened, his second wife and daughter Marina Sylvia took control of Esselunga (66%), while the children from the first marriage Giuseppe and Violetta only the quota imposed by the law (16% each); the patron had disinherited them in life and his last wishes never changed. In 2018, the first budget since the death of its founder, has seen an increase in results across the board. The group’s turnover also increased in the first half of this year by 2,9%. A positive result in an Italian market where consumption is languishing. And there are many other examples to cite: see Ikea, which, after the death (in 2018) of the founder Ingvar Kamprad (at 91, most of those years spent in the company until the last day!) And the entry of his biological children into the Group - the eldest son Peter, the second son Jonas and the youngest, Mathias - continued his unstoppable growth. This makes me think of a motto “everybody is fundamental, nobody is essential!” The generational shift is a delicate moment for a company; often - however - there is a great distrust on the part of the founder to leave space to the new generations, and we persist, sometimes, to remain at the head of the business well beyond retirement age. The cases mentioned above should, however, make us reflect on the fact that, increasingly often, someone who gathers the reins of a company (sometimes in a hurry, before someone hindered their insertion), manages to find the right asset to develop further and better it. The question we have posed is, why not do it before? How do you deal with this ‘step’? Who to contact? And what are the obstacles? We talk about it in the article on p. 12. This article, however, we have chosen to do because we are at the end of one year and the beginning of a new one. It is therefore time for budgets, which are absolutely positive for CIC. In 2019 we were able to face many new challenges; we have made investments, participated in new exhibitions / fairs (including international ones) ... 20 years after the birth of the Group, we have tried to lay the new foundations for what must be the new path of our Cooperative. And to do this, every single member must work in his own company, trying to ‘keep up with the times’, perhaps even focusing on human resources, which are often just the new generations! Happy New Year and a good start to the next and enjoy your read. By Lorenzo Morelli AT PAGE 3 Let’s saddle up! Not everyone knows that horses have a monocular panoramic view that allows them to see around on both sides with either of their eyes. However, they have a blind spot right in front of the forehead. Well, if a horse’s neck is kept hyperflexed, it is not able to see the space in front of him and, therefore, if not properly guided by the rider, could bump into animate or inanimate objects. Why did I decide to mention this? Anyone who knows me well knows that I have a strong passion for horses. I like to study and watch them. Often, I find myself thinking that we should be able to gather ideas from the animal world. MAGAZINE Traduzione a cura di Christopher Farley