With over 70 years of history behind it, an all-Friuli soul but with a marked international vocation, Moroso is a company that needs no introduction on the international design scene where it has carved out a place for itself as an undisputed reference point for the production of high-end upholstered furniture and seating, of great recognisability and extremely high quality. Founded in 1952 by Agostino and Diana Moroso, who then passed the helm to their children Roberto and Patrizia, President and Creative Director respectively, the company today has over 125 employees, most of whom work at the Italian headquarters in Tavagnacco where a large part of production is still concentrated. With a consolidated turnover of around €30 millionover the years Moroso has expanded into strategic markets, opening a branch in NY and London and 14 single-brand stores in China. The arrival of Damir Eskerica, from UK branch manager to CEO of the Friuli-based brand, has infused energy and proactive force towards new scenarios, launching the company into a process of strong evolution and increased efficiency.

In this new chapter, a strategic role was certainly played by the information system overhaul project that the company chose to develop with the assistance of 4Days, in the figure of Cristiano Di Paolo, IT Senior Consultant. Of the path undertaken in over three years of collaboration, we speak with Gianpaolo Climelli, IT manager of Moroso SPA.

How did the collaboration with 4Days start?

Gianpaolo Climelli: As often happens, it all started out of acquaintance and esteem. With Cristiano Di Paolo there had been a well-established relationship for years, ever since he was head of the IT area of a major steel company. When he embarked on the consulting path at 4Days, it was natural to involve him in the redesign of Moroso's IT systems. In fact, there is an affinity of views in understanding the role of information systems and in interpreting the role of the IT manager within the company.

What is the main focus around which you started working together?

Gianpaolo Climelli: The central theme on which the collaboration was triggered was the development of Business Intelligence. At Moroso, the path had already been underway for some years, but we were looking for a quantum leap that would refine not only the tools but also the approach. With Cristiano, we adopted a suite that now allows us to manage data in a radically different way, both in terms of our ability to integrate data and the timeliness with which we obtain it.

The aim was to be able to generate and offer an overview of the company as a whole, as well as focus on individual units and subsidiaries, functional for a more conscious control management. And this is the first result achieved. In fact, the new information system has helped to read the company in its uniqueness, encompassing areas not previously addressed, such as product and production, with metrics and measures not previously considered. A different and innovative approach from a conceptual point of view with which Di Paolo accompanied us on new project paths in which there was a need for different skills from those already present in the company.

How important has external support played in this process?

Gianpaolo Climelli: The constant brief with Cristiano, both for the progress of projects and for ordinary activities, allows us to have an objective assessment of how we are operating, also having as a reference the evolution of the IT sector as a whole. After many years of in-house activity, the risk is that we fail to look up and understand how to accompany a company that is constantly changing and evolving. If you look at the company in the same way, you are looking at a company in the past. On the other hand, having access to those with experience gained in different realities provides a fundamental comparison and new keys to understanding. And this goes from the simple analysis of data to the approach to a new topic. It is a perspective that is difficult to maintain from the inside, absorbed by the reality of the company.

What has driven to the design of the new information system?

Gianpaolo Climelli: We worked to ensure that the information generated was both reliable and useful to the company. We produce a huge amount of data but what data is really needed? If I produce a lot of it, I generate noise; if I produce only a few, I risk not having enough. The key is to come up with what is really needed in a given business area at that precise moment. Where timeliness also has its value, because what is produced late concerns the past. Today, we finally produce the data in real time.

What impact has this had on the management of the company?

Gianpaolo Climelli: In order to follow the company's progress - the day by day - from a CDA to the balance sheet, area managers and their staff had to first extrapolate data from the management system. Today, the data is available, up-to-date and reliable. There is no need to 'stop the machines'. The big leap was to gain awareness and alignment, to speak with one voice, across the whole company. A big difference from when it was necessary to get the same data from different management systems. This is not only essential to have awareness of today, but to give new foundations to corporate strategy. For us, this has been an epochal step.

Has this changed the role of the IT area in the company?

Gianpaolo Climelli: A kind of mutual cooperation has been triggered: whereas before, the information system arrived secondarily, when steps had already been taken, today we are involved immediately. Every area of the company with goals to be achieved involves us with a new confidence to investigate whether and how the information system can help. Bespoke coaching is accelerating a shift of the IT function from a service provider to something that helps the business perform better. This accompaniment, in other words, makes us better adhere to corporate vision and business objectives.

Did the results open up new project fronts?

Gianpaolo Climelli: The first projects tackled stimulated others, redefining entire areas of work or bringing in-house areas previously delegated externally. Another key project was that on cybersecurity where, after an assessment phase, targeted actions followed, such as internal training, where with the involvement of users the level of awareness on this fundamental issue grew.

Other initiatives where Moroso's IT has played a leading role, such as the introduction of a new evolved CRM and the new B2B platform, have helped consolidate Moroso's idea of openness towards its external partners, agencies, dealers and professionals in general, providing them with the information they need and giving those who do not experience the company from the inside the opportunity to have a simplified view of it.

Digital is therefore increasingly a strategic key...

Gianpaolo Climelli: All-round digital modernisation to accompany corporate business strategies. Moroso operates in more than 80 countries and the aim is to reach every interested partner in a complete and direct way. A challenging horizon on which we are already working with determination. But, at Moroso, the drive towards ambitious scenarios has never been lacking.

Photo Credits: Moroso