Stellantis, Filosa admits past mistakes to Quattroruote and reveals what will change

"It is necessary to put the customer at the centre of everything we do. We have to shape our organisation to listen to them,' he explains. 'We are a global company, but with very strong roots in each region, we have to regionalise the organisation, make the organisational design of Stellantis in the main regions where we operate make each of them responsible for the products and 'go-to-market'. We are giving all regions and markets a real opportunity to make product and go-to-market choices, for which they are responsible from the income statement. This will give us agility and precision in what we bring to the market: precision because it is the region that listens to the Italian customer, for example, to understand what kind of technology or product to provide him; speed because the decision-making process starts and ends in the region, with some corporate interactions, but in the end it is the region that is responsible for that specific decision'.

Fillosa in the interview with Quattroruote seems to put an end to possible brand divestments, often feared because of numbers that do not guarantee sustainability; 'All the brands we have are central to our strategy,' the CEO recalled.

Words of great attention are also reserved for the theme of the team and the valorisation of talent: 'Stellantis is fortunate to have 250,000 employees, therefore an almost infinite reservoir of talent that we must continually renew, making sure that the ascensions within the organisation are meritocratic,' explains Filosa, citing some Italian figures: 'the launch of the 500 hybrid at Mirafiori has allowed us to announce and recruit 2.400 new people in the factory, plus or minus 120 in the Mirafiori research and development centre, so very highly qualified, plus or minus 120 in the Atessa hub, where we do van and sales'.

Italy remains central, as confirmed by the commitments made with the supply chain: 'We have reintroduced the 500 hybrid in Mirafiori, the Jeep Compass in Melfi, we are developing the Lancia Gamma in the same plant. We continue to work with the Design Centre in Turin with impressive speed. We are strengthening the Technical Centre and hiring to rejuvenate the team. We have achieved the commitment to invest around two billion euros and buy more than six billion euros from our Italian supply chain. What we have decided we have done and we want to continue like this'. Finally, trying to imagine a projection of the company ten years from now: 'if Stellantis is so patient with me, I will have many stories to tell. I am interested in this company moving forward, building a prosperous future for us and for our customers and partners. We were talking about past mistakes: we have to understand from them what changes are needed and create a virtuous structure, people management that brings enthusiasm, optimism, engagement and creative fervour'.