Aquafil is an international Italian company founded in mid '60s in Arco, the province of Trento, that operates in the production of polyamide, polyester and nylon threads for clothing and carpets. With more than 50 years of experience in the sector and about 2,900 employees, it strives to become international by acquisition of plants in Slovenia, Germany and the United Kingdom, and creation of start-ups in Croatia, China, Thailand and USA. Based on visionary perspective, the identity of Aquafil is built around the values of the future. Its globally recognised leadership position is achieved by the approach focused on the development of sustainable and innovative models. In 2017, Aquafil took part in the European project dedicated to the development of nylon from renewable or recycled raw materials.
The relationship of Wyde and the IT function was born to evolve together throughout the common journey that has involved about 20 people within the context of two years. The Playground consisted of several thematic modules including project management, time management, communication and people management. The project was going on for almost 30 days and had two main objectives:
- On the one hand, to build a strong identity of the team, increasing integration and collaboration within the group. At the beginning of the journey, the IT team in fact was segregated as a group of senior employees with long experience in the company and a group of newcomers with very different experiences.
- On the other hand, to strengthen the ability of the IT team to become a partner of the business and its top management. Expanding the vision of collaboration with other functions, to consider them as internal customers with their own needs to satisfy.
Paolo Zanada, Head of IT at Aquafil, explains why he chose Wyde and outlines the objectives and results achieved on the Playground:
«For me it was important to find a company that would help me as the IT manager. Not knowing the world of training, I came across Wyde by chance, typing some keywords: I wasn’t simply looking for training, I wanted a transformation. Having talked to some referrers, I finally heard something that amazed me: “if you really want to change, perhaps creating potential problems, these are the right ones because they really go in deep.”
I managed a group that had grown from 10 to 20 people, where the first ten were historical employees with experience gained only in Aquafil. The others, besides having recently arrived, had very diverse experiences and cultures. I received the request from the company to involve new and different personalities. Hence, there was a necessity of integration and change within an international context.
I wanted to make changes in the IT function, and in the way it is connected with the rest of the company. It was important for us to become an internal service function with internal customers, while composing a team with a clear identity and relationship and planning model that we would first experience internally and then export externally. We had to work on communication processes to promote greater transparency and openness.
Wyde inspired me with empathy and trust right away. They were able to give me an idea of the whole process, a broad portfolio of competent and professional teachers – the right people for different topics we were dealing with. Also from the contractual point of view, they did not force me to a solution defined in advance, but they were able to offer me a modular path to evaluate and recalibrate from time to time.
The first real success was that all the members of my team were very satisfied with the training. Especially the old guard, who had never done that kind of soft training before. The ones with diverse backgrounds evaluated the experience with Wyde in a holistic way.
As for the results obtained, I might say that now I notice more dynamism. From the very first sessions I understood that I had to lower my expectations. After doing so, I saw in everyone a greater intention to achieve certain results. I see more collaboration, fewer attempts to find excuses. Previously we weren’t aligned, but now we have rules, common tools, we take a similar, if not common, approach to problems, customers, suppliers, we have a clearer and smoother identity.
We start to meet more frequently in a spontaneous way, without my requests. The Integration of two groups is evolving, despite the heterogeneity of the team in terms of their hierarchy. Wyde has accelerated this process.
In addition, people now recognize their responsibility to provide a service to our internal client. I believe that this transformation is just a beginning, but I already see a different approach, aligned with ambition».