The founder of the Pagani supercar brand said, “Creating an exceptional product depends on how deeply each person knows their role and feels part of a collective effort”.
When we talk about communication within a company, it’s often treated as something simple, almost obvious: talking, exchanging information. But communicating isn’t just transmitting a message from one person to another. Communication is a complex system of signals, interpretation, feedback and sharing that, especially in an organizational setting, becomes the connective tissue linking people, departments and processes. And it fosters the exchange of knowledge and expertise.
What does it mean to communicate within a company?
Internal communication isn’t just about “talking to each other.” It’s about building a network of dialogue that goes beyond differences in roles, responsibilities and workplace culture to channel energy and skills toward a shared goal: the well-being and growth of the company itself.
It’s important to recognize that in every company, each person has their own perspective, specific skills and different responsibilities. That’s why communication needs to be clear, shared and structured into well-defined, easy-to-understand workflows. Only then can you avoid conflicts caused by differing opinions that stem from an incomplete understanding of the process or, worse, the product. Without that clarity, tensions can grow and lead to opposing factions, making work disorganized and less productive.
Teamwork: what it really means
“There are those who’ve been working in a team for three years, still convinced they were hired by another company, oh yes!” This ironic line comes from “Quelli che”, a 1975 song by journalist and master of tragicomic commentary Beppe Viola, performed by Enzo Jannacci.
It offers a humorous way to clear up some misconceptions about working in a team, collaborating, “making a team effort”, and so on.
When we talk about a company that “works as a team,” it often evokes an idealized image of people engaging in open dialogue in perfect harmony, a place where decisions are always shared and friction is almost nonexistent.
The reality is quite different.
Working as a team means, above all, building a culture of dialogue and open exchange, especially among those in leadership positions.
In this kind of environment, different opinions are heard and valued. Roles are clear, well-defined and shared. Work processes follow written guidelines that everyone knows and respects. Communication is transparent and timely with ongoing, constructive feedback.
This approach helps prevent many of the problems and delays that poor communication creates, such as confusion, mistakes, misunderstandings and, ultimately, costly losses in productivity.
The example of Pagani Automobili
A clear example of how effective internal communication can make a difference is Pagani Automobili, the renowned Italian supercar manufacturer based in San Cesario sul Panaro (MO).
Horacio Pagani, originally from Argentina, has often emphasized that the company’s success stems from the active involvement of every employee in building each individual car. This level of collaboration doesn’t happen by chance, but is the result of ongoing dialogue, clearly defined workflows and a strong sense of individual responsibility.
In interviews, Pagani points out that creating a truly exceptional product is only possible when every team member understands their role in detail and feels part of a shared project, where communication between departments is constant and seamless.
When communication breaks down
When workflows are unclear or responsibilities are poorly distributed, it opens the door to distorted and conflict-ridden communication. Internal “factions” begin to form, clashing daily and slowing down processes and decision-making. Confusion and lack of accountability take hold. Avoidable mistakes and poor choices arise from incomplete or incorrect information. Employee dissatisfaction grows, and eventually, so does customer dissatisfaction.
These are critical issues that can undermine a company’s growth and, in the worst cases, lead to its failure.
Mozzanica: communication as a trademark
Mozzanica’s story is a strong example of how internal communication can truly make a difference. After a difficult experience in a previous company, Natale Mozzanica founded the business with a clear goal: to avoid repeating the same mistakes. He focused from the start on clear communication, well-defined workflows and continuous oversight of responsibilities.
This approach became Mozzanica’s trademark, a way of working based on effective collaboration and shared responsibility, which has allowed the company to grow and establish itself over the decades.
In 2014, with Jordan Mozzanica stepping in as Quality Manager, the system began to evolve further. He introduced “Operational Specifications” and “Work Instructions,” not as rigid constraints but as tools to enhance collaboration and streamline processes.
At the same time, Stacey Mozzanica, in her role as HR Manager, launched internal coaching initiatives to strengthen relationships among employees and promote constructive, open dialogue between departments. Individual managers also played their part, creating clear workflows and thereby reinforcing a company culture built on communication and clarity.
Choosing people: investing in the right team
Another key factor is carefully selecting the right people. “We choose individuals who know how to work as a team and who encourage dialogue. We’re not looking for blind obedience, but for collaborators who can complement and enrich leadership,” says Stacey.
To do that, “you need to take time with the selection process, conduct multiple interviews and assess not only technical skills but also soft skills and personality. That’s the only way to build a cohesive, motivated team.”
Looking ahead: communication at the heart of Mozzanica’s future
Nearly forty years after its founding, with the Mozzanica family still leading the company, the goal is to continue developing and improving this internal communication model. New workflows and tools will be introduced to ensure that communication between departments remains central to the company’s operations, an essential element for meeting future goals and navigating market challenges. l