The efficiency-centred vision of labour-intensive organisation undoubtedly has positive sides, but it can’t get away from the fact that “things aren’t made by procedures but by the people who carry them out.”

The central role of design, integrated with engineering principles, the constant rapid spread of technological innovations, of new higher-performance materials, the imperative need for high safety and reliability standards, the renewal and implementation of efficiency in productive processes… all these factors contribute to making instruction and training play a vital role, with the operative mechanisms of organisational function (hierarchical structure) needing to focus on transmitting expertise and above all  personality-intensive “intelligence”.

Training is a resource working to reduce the time lapsing between the conception of an idea and the creation of the product (time to market), and does so by reducing the dispersive slowness of self-teaching processes.