Ferrari built from 1971 to ’73 only 500 units of its 365 GTC/4. For this the car received the nickname “the lost Ferrari”; a missing link, but nevertheless an important one. Even if the car technically based on the 365 GTB/4 “Daytona”, its mission was to replace the 365 GTC, a luxurious 2+2 coupe.
Its design makes the 365 GTC/4 to an important link. On the one hand it reminds strongly to the classical 60s design of the Daytona, but including new style elements, which announces the more decent Ferrari line of the 70s and early 80s, later seen in the 308 GTB or the 512 BBi. With this the car connected two eras. For itself it was not a huge success, but nevertheless it had been an important intermediate-step in the change process of the company.
Peter Drucker once said that “culture eats strategy for breakfast.” Enzo Ferrari was a firm person, who always stayed true to his beliefs. Even if the values stay the same, from time to time is a change in corporate culture required to adapt to changed markets. Doing so, it is not enough to plan this and adapt the corporate rules and guidelines. Culture does not exist on papers, but has to be lived by humans. It is imperative to prepare the employees and accompany them through a certain transition time. Such a process includes two main steps:
- Raise employee’s involvement for the change: The majority of individuals do not like changes, as these bring them outside their learnt comfort-zone. The employer has to communicate the needs for the change and that this is not just in the benefit for the company, but the whole organization including its internal individuals and the outside stakeholders. The last group is not limited to the stock owners, but can include also the neighborhood school, which depends on local taxes. If the employees understand the advantages, they are open for the change.
- The Change itself: The new processes and tools have to be tested and then implemented, this to be accompanied by adequate trainings.
Both steps are not separated from each other. The raise of involvement must be first, but has to be continued in the second step and beyond. Culture change is not an easy process and includes a risk that not all employees are able or willing to adapt. The company has to be aware that a smaller number of employees will leave the company.