Alfa Romeo presented 1962 a sedan, which included the most modern technologies. Designed with a wind tunnel, the car had a favorable drag coefficient of only 0.34. This together with the traditional powerful engine made the Giulia to a “four doors sports car”. The later Giulia Super could even compare to the Porsches of that time.
Besides a sedan, Alfa offered also a coupe and spider of their success model. What they not offered their-selves, had been done by a small Italian company called “Carrozzeria Colli”. Founded in ’31, the Milan coach builder began with creating exclusive versions out of Fiat, Alfa Romeo and Maserati originals. For the Guilia they designed something different, a practical station wagon, called “Furgonata” (Italian for “box container”). Besides to individuals, these cars also found their way to policy and military.
As station wagons not had been part of the Alfa Romeo portfolio so far, the outsourcing was a logical and modern way to nevertheless offer such a version. Later as this segment became more and more important, the company changed its strategy and manufactured them directly, as for example the “33 Sport Wagon”.
What is an efficient strategy for a company can be also executed on individual level; “delegation” is the magic word. As rule of thumb, managers should delegate tasks, if others can do them more efficiently. This is important, as the normally higher skilled and paid manager requires to concentrate on the most difficult tasks and manage the team. On the other hand, the delegation of work means an empowerment of the receiving employee and supports this individual with gaining new experiences and skills. In average, this in turn leads to higher employee motivation.
This empowerment also leads to a reducing of business risks, as more employees develop the required skill-set and an additional included individual means more transparency, as delegation of tasks not only means to let other people do the work, but also to include additional knowledge and opinion.