Today's Changemaker
We serve leaders who can’t wait to change.
See all capabilities
A change model made for modern organizations.
Explore our methodology

Ferrari Reduces Its “Bureaucratic Mass Index”

A new CEO accelerated change by flattening the hierarchy and connecting employees to what it means to drive a Ferrari

When Benedetto Vigna became CEO of Ferrari in 2021, he realized the company was being weighed down by its “bureaucratic mass index.” To speed up the legendary car manufacturer, he made changes like:

  • Getting first-hand feedback from employees. Upon joining the company, he conducted a listening tour of 300 employees, who were frustrated by silos and the distance between them and the CEO.
  • Restructuring and flattening the hierarchy to speed up decision making. Test drivers, for instance, were originally separated from the CEO by six layers; now it’s down to three.
  • Providing more meaning to individual roles. He formed smaller teams so that individuals felt their contributions were more valuable, and invited employees to drive Ferraris themselves on a racetrack—which showed them the impact of their work.

Since Vigna joined, the workforce has expanded and stock prices have doubled, making it the most valuable car company in the world. Read more about this incredible transformation.

Published Jun 17, 2024

You may also like

Gap CEO Richard Dickson is transforming the company through focused brand identity, streamlined operations, and transparent communication

Everything from store layout to staffing decisions serves the company's strategy of selling more memberships.

In seven years, Abercrombie went from "most hated retailer" to outperforming NVIDIA

Organizations need a beckoning frontier, not just to discover new business models and revenue streams, but to renew the human spirit and fend off the crush of uncertainty.

Leading a corporate turnaround at a company as large as Microsoft is a daunting challenge, but CEO Nadella focused on culture and innovation to return it to dominance

Amazon's unique annual planning process incentivizes leaders and teams to think big while supporting cross-divisional goals

When corporate bureaucracy slows innovation, it takes unorthodox measures to break through. A secret offsite gave eBay's team the focus they needed to develop a new solution.

When an organization enters a hibernation period where innovation slows and bureaucracy mounts, renegades can shake everyone out of complacency.

If you’re looking for ways to show you value your employees, share important information on a regular basis. To further increase transparency, give employees access to upper management and encourage them to ask questions.

If teams believe they don't have the right to make decisions about how they work, they won't feel responsible for making change

Whether you report to one, manage one, or are one, the middle manager is often a thankless role within the organization. They have to deal with the “relentless and conflicting” influx of demands, serving as gatekeeper between senior and junior levels. And while they’re meant to have autonomy over their direct reports, they often get stuck enforcing decisions made by those above them.

"Uncertainty" and "risk" are different—and require different responses to navigate

Before people accept a solution, they have to agree there's a problem. Telling a story—and illustrating their part to play—can make transformation easier

Our Newsletter
Ferrari Reduces Its “Bureaucratic Mass Index”
Our newsletter

Join the 16k+ leaders subscribed to our weekly tools and inspiration

Search NOBL
Popular search terms:
This website uses cookies

We use cookies to ensure that we give you the best experience on our website. If you continue to use this site we will assume that you are happy with it. You can read more about the cookies we use in our Privacy Policy.