SOMETIMES A COMPANY’S PHILOSOPHY IS THE EXPRESSION OF AN ABSTRACT ENTREPRENEURIAL THOUGHT PROCESS; AT OTHER TIMES, HOWEVER, YOU CAN ALMOST TOUCH IT WITH YOUR HAND. This is the case with MGM, whose business vision can be seen from each branch of the corporate tree. Planning and Flexibility: For a streamlined enterprise “on the up” such as MGM, two absolutely essential values are evident: planning and flexibility. These are two modus operandi that are operationally interdependent, and impact significantly upon one another. The optimisation of production resources is of fundamental importance in competitive environments characterised by volatile markets and demanding consumers. For MGM this means achieving optimal equilibrium between the various production chains, ensuring total control of product responsiveness to the demands of consumers. This pragmatic approach enables adaptations to market changes to be made in good time. With planning and organisation, wastefulness of resources can be minimised and efficiencies optimised in a manner that is noted and appreciated by customers. Lean Thinking Often an inflated concept, it is nevertheless of profound significance for MGM. For historic reasons, the company has often come up against the typical problems associated with simultaneous management of macro-projects within the same structure. In a context such as this, the cornerstone has been the philosophy of lean thinking which the new generation has managed to make its own and to incorporate into each company department. Lean thinking, indeed, means much more than just “optimising resources”. It means knowing how to identify the value which the company offers the customer, maintaining a level of perfection of its product and service and eliminating from its processes anything that fails to generate effective value. No waste of human or financial resources, ideas or know-how. Is “efficiency” a good word to describe all of the above? Absolutely!