When we decided to get involved and embrace an innovation process that could lead us to grow in the flexographic printing market, we also faced the need to rethink Flexofem’s business organization.
Business as it is today has never been so exciting. There have never been so many opportunities to manage a company respecting the values from which the first business idea was generated and there have never been so many opportunities to grow. Today’s market offers a lot, but at the same time it requires a lot more effort, which often requires deeper data analysis and more focus on customers.
Take action on the company organization means to act on the human component of the business.
Each strategy implemented by a company must in fact compare the possibilities of growth with the potential risks, the efficiency compared to the needs of the people who work for that project.
Flexofem has always believed that the value of every single person goes beyond the actual technical expertise that this can bring to the company every day. Actually, taking care of the human component is essential to allow the players to express the best of themselves while carrying out their work.
For this reason, when we re-designed the company organization, our firm point was to focus on the open innovation system.
Open innovation is the heart of the company organization
Today we consider to not be a suitable choice for Flexofem’s needs to rely only on its technologies, on its know-how. We cannot and we do not want to invest exclusively in our internal resources.
It is true, in certain sectors know-how is an art that is handed down and that characterizes the work of the company as a whole, but we believe that using ideas and knowledge that already exist outside our organization is a better strategic choice, in the perspective of growing in the market.
Relying on open innovation does not mean that we are not masters of a certain know-how, but simply that we generate more value from sharing and comparing with external elements than what we could obtain by holding everything in the company, without sharing anything.
Therefore, not only we operate in a leaner organization but we also have the possibility to assimilate the know-how of external resources that come from different backgrounds, minimizing the risk of going down the wrong paths and that seem reasonable to us only because we have been using them for years.
In fact, we do not want to run the risk of going down a path simply because “it has always been done this way”. This is an extremely risky approach for the entire company organization and for the professionals who work there because it excludes any type of growth and if there is an error in the processes, this may be carried around indefinitely.
By seeking a mechanism of shared information, on the other hand, we always test ourselves and there is no guarantee that we should not review some methodologies that previously seemed correct to us, unless it is a universally validated process.
The importance of processes in the business organization
The drafting of clear and defined processes is an activity that is often trivialized in many situations, but how important it is for the proper functioning of all the gears of the company is underestimated.
It is fundamental to have defined and certified procedures, that are updated from time to time, in order to explain in a clear and simple way everything that needs to be done to complete a certain task.
In this way we avoid misunderstandings and bottlenecks in the performance of the workflow, sometimes due to external factors, some other times due to lack of clarity in roles.
At Flexofem, on the other hand, we want to make each resource responsible for its production process, capable of managing the situation and for its part becoming a consultant for that certain area.
Consulting as part of the business organization
At Flexofem, we do not want to merely build a first-class flexographic printing machine for a customer and just deliver it.
We also want to be his consultants and that is why we have done a profound job of organizing the internal and external resources of our company.
Each of these becomes a consultant for a counterparty.
If the customer needs assistance, he can speak directly with the supervisor of the production cycle to discuss how to make the machinery perform optimally.
We have thus created an extensive and flexible structure that can respond to the needs of each client in a completely personalized way and manage the project from start to finish.
Dong Hang’s role in the organization
If we talk about open innovation as the heart of Flexofem’s corporate organization, it is necessary to mention the Dong Hang company, our partner in China responsible for the construction of some machinery that we have in our catalogue.
In Italy we directly produce most of the Equipment, and some other special machineries, while the gearless machineries are produced by our partner in China, assembling components that are designed and made in Italy and in Europe.
During the production process we share with the Chinese engineers the drawings, the design and all our know-how necessary to complete that specific customized project for the customer.
We decided to rely on Dong Hang since they have been known in the flexographic printing machinery sector since 1996 as one of the top 5 manufacturing companies in China.
In this way we have the possibility not only to offer the customer the best machinery from a technical point of view but also we have the opportunity to confront ourselves and grow together with an excellence in the flexographic printing sector.
What we think of the company organization
At Flexofem we constantly use internal and external resources to bring the greatest possible value to the company, to the employees and to the management as well.
We really believe that the cross-over of different know-hows is a fundamental element to face problems with different approaches, appropriate according to the specific situation we are facing.
Only in this way we can offer our customer an excellent product from every point of view: from the technical one, to the customer care experience, before and after sales.