Discover the Fully Liquid Enterprise model: Innovation and Humanisation in the ICT Sector
Here is the fascinating story of how modern connections can flourish through digital forms. In our case, it began on LinkedIn, where an initial professional contact turned into a learning experience that ignited mutual interests in innovation and technology. This path led us to Carmine Lamberti, CEO and visionary of Brain Computing S.p.A., a company that stands out in the ICT sector for its revolutionary approach. Lamberti has devised a unique business model, the Fully Liquid Enterprise, radically transforming the traditional concept of the workspace and adopting a completely remote structure.
In this interview, Lamberti will share how this transformation has improved not only the company’s flexibility and efficiency, but also the well-being of its employees. Together we will explore the challenges and opportunities this innovation has brought to the world of work and how Brain Computing is positioning itself to drive the future of ICT. The story offers a unique insight into emerging trends in the technology world and how bold visions can shape new business realities.
1) Brain Computing: how has it evolved over time to become a Fully Liquid Enterprise?
The transformation of Brain Computing into a Fully Liquid Enterprise has been a journey characterised by vision, innovation and boldness. This evolution was born out of the need to respond to the changing needs of the market and the world of work, as well as the intention to address contemporary challenges such as environmental sustainability and work-life balance. The decisive leap towards the Fully Liquid Enterprise occurred as a result of the historical events that characterised our last few years. What we experienced made clear the potential of a fully flexible approach to work that is not tied to any physical location. We used this opportunity to completely overhaul our organisational model, making remote working not just a temporary solution but our new normal.
Our visionary approach has focused on efficiency, flexibility, sustainability and employee well-being, proving that it is possible to work efficiently and responsibly in an ever-changing global context.
2) How have you found the impact of remote working on the corporate culture and performance of Brain Computing, describe your typical working day, and what are the working tools used?
The impact of remote working on the corporate culture and performance of Brain Computing has been very positive. The corporate culture has evolved towards greater autonomy and trust, which is fundamental to the success of the Fully Liquid Enterprise model. Our professionals, having the freedom to work from anywhere, have shown an improvement in general well-being, which has led to an increase in productivity and motivation. In terms of work tools, as CEO of Brain Computing, I use a range of technologies to manage my working days efficiently. These include communication and collaboration platforms such as Microsoft Teams and Google Meet, which are essential for maintaining connection and interaction with the team. I also use tools such as ClickUp for project and task management and storage solutions such as Microsoft OneDrive and SharePoint to organise and access business documents securely and centrally. Furthermore, the adoption of augmented reality in the Metaverse offers innovative opportunities for meetings and business presentations, bringing an interactive and immersive dimension to virtual interactions. These tools not only support the remote work culture but also expand the possibilities for collaboration and innovation within Brain Computing.
3) Revolution in the World of Work: How is Brain Computing’s Fully Liquid Enterprise model influencing the general concept of work and business organisation?
Our Fully Liquid Enterprise is significantly influencing the usual concept of work and business organisation, redefining the traditional parameters of space and time in the work context. Our model, based on flexibility and remote working, radically departs from the conventions of office work, proposing a dynamic and decentralised working environment. This has a direct influence on many other aspects of the business environment. First of all, the transition to a fully remote working environment reduces the costs related to the management of physical spaces, such as offices and infrastructure, allowing us to reinvest these resources in other areas. This has allowed us to close 2022 with an EBITDA of +45%. The Fully Liquid Enterprise also removes geographical barriers, allowing companies to access a wider talent pool, not limited by geographical proximity. Finally, work management becomes more focused on results and less on traditional methods of control, such as the badge in which hours worked are declared. This manages to maintain a high level of involvement and motivation. In short: the Fully Liquid Enterprise model is laying the foundations for a future of work that is more flexible, sustainable and adaptable to the needs of contemporary society.
4) Youth and Remote Work: What is the relationship between Generation Z and the remote work model adopted by Brain Computing? What strategies have you developed to attract and retain young talent?
The relationship with Generation Z is extremely positive and synergetic, so much so that the average age of our company is 33 and has been steadily decreasing over the years. Generation Z, having grown up in a digital age, prefers ways of working that offer flexibility, autonomy and a healthy work-life balance. These values are perfectly aligned with our Fully Liquid Enterprise model, which offers a decentralised, flexible and, above all, caring working environment. Another key theme that has attracted the younger generation to our company is sustainability: working remotely significantly reduces the carbon footprint of daily commuting and provides the opportunity to spend more time cultivating passions/hobbies and spending time with loved ones. Our Fully Liquid Enterprise has enabled us to save a total of more than 3 quintals of CO2 emissions in one year and 750,000 traffic hours for our employees. These are numbers that few companies can boast and have been decisive in attracting new talent from Gen Z.
5) How does Brain Computing address the challenge of attracting and retaining talent in a remote working environment?
We have deployed targeted and innovative strategies based on the unique advantages of our model and the specific challenges we face every day. These strategies have enabled us to increase the number of hires by +400% in the last 3 years. Our desire to create a work environment that values diversity, inclusion and a sense of belonging has allowed us to increase collaboration and open communication between teams, regardless of their geographical location. The training and professional development offer implemented in our company policies allows us to support employees’ growth. This not only improves their skills but also increases their involvement and satisfaction. We cyclically organise virtual events and team building initiatives to strengthen the sense of community and belonging among employees, even if they are physically distant. Finally, in a remote working environment, it is crucial to evaluate employees based on results rather than hours worked. This approach has boosted the productivity and motivation of our employees, making them more responsible for the company’s fortunes.
6) What are the main areas of innovation and technological development that Brain Computing is focusing on?
As a company at the forefront of IT and digital marketing, Brain Computing is focusing on several areas of innovation and technology development to remain competitive and meet the changing needs of the market. Our 2023 was characterised by a particular investment in artificial intelligence (AI) and machine learning (ML) to improve data analysis, process automation and personalisation of services. This includes applications in fields such as predictive marketing, automated customer service and business process optimisation. IT security has always been a priority, given the importance of data protection in an increasingly digital business environment. We are developing solutions to improve data security, threat prevention and regulatory compliance. The real trend we will focus on in 2024 will be augmented reality (AR) and virtual reality (VR) in order to create immersive experiences in the fields of marketing and education, opening up new frontiers that can make a strong impact on our business and that of our customers.
7) What advice would you give to young inventors and innovators who want to enter the ICT sector?
The ICT field is constantly evolving with new technologies and emerging trends. As a first tip I would say that it is essential to stay up-to-date, continuing to learn through courses, seminars and webinars.
However, this is not enough. It is also necessary to cultivate other aspects, such as the development of critical thinking and the ability to solve problems quickly. Indeed, in ICT, one is often faced with challenges that require innovative solutions. In addition, it is necessary to possess a good predisposition to risk: not being afraid to experiment and bring in innovative ideas. Failure is part of the learning process and as I usually tell my employees: ‘Done is better than perfect’. Finally, I believe that networking is crucial in this industry: establishing relationships with industry professionals, participating in industry groups and networking events can open doors and provide valuable opportunities for learning and collaboration.