Pubblicato il: 10 novembre 2023
Making innovation become something of value for people. That was the subject of the debate held in Milan for the Osservatorio WTW2023 on 9th November. Taking part were the CEO of Lottomatica, Guglielmo Angelozzi, and Giuseppina Falcucci, the group’s Chief People Officer.
In his speech – made during a panel discussion group alongside the scientific director of the Italian Institute of Technology, Giorgio Metta, Pierroberto Folgiero (CEO of Fincantieri) and Stefano Goberti, the CEO of Eni Plenitude – our managing director described the vital role played by innovation at Lottomatica. “Over the years we have laid a lot of foundations to set this up, and now the push to innovate has become an integral part of our company culture,” Mr Angelozzi said, adding: “This means that innovation can very often move upwards, from the bottom, and is very effective.” In this respect, he continued “the role of the CEO becomes nearly “maieutic”, in that it is a matter of listening, filtering and picking the ideas and proposals that come to fruition in the company.” Regardless, to be truly innovative, Mr Angelozzi concluded, it is fundamental that we share the value with whoever has contributed to creating it. “I am convinced that this is an essential ingredient for success.”
“Innovation is an integral part of our DNA,” commented Ms Falcucci, the Chief People Officer at Lottomatica, who cited the intense transformation that the company has gone through in recent years: “We have changed in an incredible way as time progresses: you just have to think of the number of employees, a figure that in a decade has risen from just over 200 to nearly 2000”. That situation, she went on to explain, has in some way meant that it is practically natural for people to think about things in innovative ways: “Employees have fun putting forward innovations and we try to incentivise this approach and, of course, colleagues have fun when they put forward innovative programmes, and we try to incentivise this approach, and of course, we help guide it. Over recent months, for example, we have been trying out a shared mobility app, and we have started to work on their input, and this is something that we are developing completely in house.” In this respect, the ability to listen is vital, concluded Ms Falcucci: “And this is also the case in the many reskilling processes in which we have involved our colleagues, especially during the process to integrate the companies which we have periodically acquired – our aim has been unchanged and has always been to find an intersection between our organisational requirements and what employees actually want: people want to be listened to and engaged, and we try to do that on a daily basis.”
