In an ever-changing corporate world, digital transformation and the adoption of flexible working practices have become indispensable. The case study of Focchi, prepared by Antonio Daood, Paola Giuri and Fulvio Ulessi of the University of Bologna and Bologna Business School, is an exemplary analysis of how a company, rooted in the construction sector, faces the challenge of integrating flexible working into its operational reality.
Focchi, a leading Italian manufacturer of façade systems for complex buildings, found itself navigating the uncertain waters of a transformation imposed by circumstances. With the advent of the COVID-19 pandemic, the need to adopt flexible working practices had become an inescapable reality, which accelerated a process already underway given the international nature of its contracts, which see 95 percent of installations carried out abroad.
The case study features an in-depth business dialogue, where protagonists such as Azzurra Gasperini, BIM specialist, and Alessandro Pracucci, Innovation Manager, discuss the challenges and opportunities of smart working. Andrea Sinico, project manager, reflects on the efficiency of some activities carried out remotely, while Tommaso Tonelli, HR manager, explores the implications for human resource management. These conversations reveal the complexities involved in adopting flexible work practices in an organization that boasts a unique soul within an industrial body.
Focchi’s story, in the context of forced change due to the pandemic, becomes emblematic of an organizational resilience and adaptability that transcend the simple concept of smart working. The pandemic acted as a catalyst, prompting the company to reconsider not only its workspaces, but also its processes, team dynamics and corporate culture itself. Focchi’s adoption of flexible working practices, then, was not simply a transition to the use of digital tools for remote communication: it was a transformation that affected the very foundations of the organization. From this perspective, it is clear that the main challenge was not so much and not only the adoption of new technologies, but the need to rethink work and collaboration in an environment that traditionally relies on physical presence and direct interaction.
The company leadership found itself having to strike a balance between the need to maintain business continuity and the need to ensure the safety of its employees. This required a delicate balance between flexibility and structure, between employees’ autonomy and the need for coordination. Management understood that smart working was not just a matter of place and tools, but also of time and work arrangements, and introduced work policies that allowed employees to work more autonomously while maintaining a sense of belonging and corporate community. The results have been remarkable: Focchi has experienced an increase in productivity and employee satisfaction, despite initial difficulties and the need for a period of adjustment. The ability to work remotely has also enabled the company to attract talent that would not otherwise have been available, due to geographic limitations.
The conclusions that emerge from Focchi’s story are many and far-reaching. First, they show that companies, even in traditional industries such as construction, can successfully adopt flexible work models. Second, they highlight the importance of a visionary and proactive leadership in managing change. Finally, they underscore the crucial role of corporate culture: an approach that values trust, autonomy, and flexibility has proven critical to the success of smart working.
The case study is thus a testament to how, even in the face of unprecedented challenges, companies can reformulate their work practices to emerge stronger and more adaptable. It is a powerful reminder that, even in times of crisis, organizations can find opportunities to innovate and thrive, and a valuable teaching exercise that stimulates critical reflection on contemporary organizational dynamics. In fact, it offers students the opportunity to immerse themselves in a real business reality, analyzing and proposing innovative solutions for the effective integration of smart working, without neglecting the specificities and challenges that each organization brings.
