Fabio Strazzabosco: growth and continuos improvement must be the result of a team effort 

 The excellent relationships I maintained with my colleagues at ASA proved providential in resuming a path that had been prematurely interrupted.

 “I was contacted again by some colleagues and I found myself at the company for a new interview, very different from the first one. What was outlined for me was aligned with my aspirations, starting with the role”.

What convinced you to pick up where you left off?
What brought me back to ASA were several factors, such as the company vision, the openness to dialogue that is always ensured, and the group's approach to tackling every opportunity or problem. ASA's way of acting when an opportunity arises, or of reacting to critical situations, are very similar to my own. Returning to ASA was like coming home, but with a different maturity, the result of an experience that allowed me to view situations in a different manner.

Have you found changes between your first and second time at the company?
In reality, I haven't noticed any profound changes. I like to say that ASA remains the same because it continues to evolve. Its identity lies in change because it is always evolving, as if it were a plant destined to grow constantly. This makes it incredibly vibrant and, for those who want to tackle often challenging situations by providing their skills and availability, an excellent training ground. For me, it continues to be just that.

What attracts you to complex situations?
The motivation I derive from them and the contribution I can make to the group are two crucial factors in proactively addressing the issues facing the company. To be able to help, however, it's important to always have a 360° view of what's happening. This is a fundamental requirement not only for carrying out my work to the best of my ability, but also for interacting with my colleagues, such as those in Quality. This is the world I came from…

Room for improvement?
There certainly is, but what matters, to achieve new goals, is the collective effort, everyone steering in the same direction while each providing their individual contribution. It's always the team that wins, never the individual.

How important is the "T" factor (training) in pursuing this path?
It's crucial: to generate new skills, to produce “different” visions and trigger a virtuous circle of collaboration, to foster sharing and respect among the various resources. Recently, for example, the entire Production Department was involved in a highly original training program that, thanks to the use of unconventional tools like Lego, Dixit Cards, and Canvas, allowed us to engage on multiple levels. A one-off session, while useful, is not enough to achieve structured goals. To be achieved, these goals require progressive, cautious, yet continuous steps. The first step has been taken, but it must be considered a starting point, not a point of arrival.

Is there anything about your professional approach that makes you proud?
The ability to ask the right questions so that I can see situations or problems in a different way. Thinking outside the box allows me to offer a contribution that I hope will be valuable.

What do you wish for ASA for its future?
To not lose focus on the objective. That is, to maintain a process of constant growth that, while also being able to rely on increasingly fluid processes, allows us to dedicate ourselves to new projects and experiments.

What do you wish for Fabio?
To remain an active part of this company's journey. But also, to be able to communicate with a "clone" of mine in the future. If he were part of the team, it would mean that the volumes achieved would have increased significantly, to everyone's satisfaction. A possibility I see as a tangible one: it's about continuing along this path, making flexibility a guiding principle. This is especially true when it comes to time management, a critical factor we're working on by introducing new tools. I'm thinking, for example, of the “project schedule”, which helps keep ongoing activities in order. The timelines that indicate the deadlines to be met are currently still slipping, but we can learn from this too.