Previously, the Company’s structure was mostly informal, although some procedures
were already emerging, as a consequence of the adoption of a ‘‘pseudo-functional’’
structure. In fact, each head of department had limited delegation in decision
making, since planning and control were mainly carried out by the top manager (the
founder of the company). Thus, the structure enabled economies of scales within
functional departments, in-depth knowledge and skill development, but the level of
empowerment and of horizontal coordination among departments was poor.