Italplastic, C.A. es una empresa fundada en los años setenta por Antonio Pietri, inmigrante italiano que había adquirido amplia experiencia en la industria del plástico. Éste desarrolló su empresa con un socio y amigo muy cercano. Eventualmente, incorporó a sus hijos a la empresa en diversas funciones. A su único hijo varón, Alessandro, egresado de una conocida escuela de gerencia, lo incorporó inicialmente como adjunto a la Presidencia. A comienzos del año 2003, Antonio designó a Alessandro gerente general y él pasó a ocupar la Presidencia de la Junta Directiva, en la cual participaban sus dos hijas. Alessandro tuvo un buen desempeño como gerente general. Trató de introducir algunos cambios importantes y trazar una estrategia de crecimiento hacia mercados externos, pero enfrentó la oposición de su padre y algunos empleados. A mediados de 2006 llegó al punto de poner en duda su dedicación a la empresa y de preguntarse qué hacer. Lo inquietaba una pregunta: ¿debía desplazar a su padre del gobierno de la empresa?
Abstract
Italplastic, C.A. is a Venezuelan family business that was founded in the 1970s by Italian immigrant Antonio Pietri, who had extensive experience in the plastics industry. Antonio started up his company with a business partner and a close friend and then later brought his children in to the company in different roles. The business grew into a company of 350 workers that had a turnover of some USD 7.5 million a year, and had even made small inroads in the Colombian market and in some Caribbean countries. His only male child, Alessandro, graduated from a renowned Venezuelan business school and was first integrated into the company as deputy president. In mid-2005, Antonio appointed Alessandro general manager, and he became president of the board of directors, of which his two daughters were members. Alessandro tried to make several changes and outlined a strategy that would grow the company through involvement in external markets; however, he faced opposition from his father and several employees. At the beginning of 2009, he began to question his future in the company. He repeatedly asked himself the question: Should I stay in the family business or take another path?
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