Ferrari implemented a very strict information security strategy to maintain the secrecy of its first electric car, the Luce. This measure effectively prevented information leaks prior to the official launch, something that is increasingly difficult to achieve in today’s era of social media and digital devices.
Everyone granted access to the electric car was required to sign a non-disclosure agreement (NDA), with a penalty of up to 700,000 US dollars (or the equivalent of 11 billion rupiah) for any breach. This policy was revealed by renowned automotive YouTuber Tim Burton, who was among the invited guests to see the Ferrari Luce firsthand before its official launch.
According to Burton, the atmosphere of the event felt different compared to typical Ferrari launch events. The company enforced strict controls over all guests. Upon arrival at the venue, journalists and invited guests were required to seal all their personal devices. Cell phones, laptops, personal cameras, and recording devices were not permitted during the event.
The Luce was designed by former Apple design chief Jony Ive. The Luce has a look that is very different from typical Ferrari products, featuring a minimalist interior with a screen and a rounded, bulbous exterior.
The launch immediately drew sharp criticism from various quarters. Ferrari shares fell by about 8% in Milan and 5.3% in New York. Analysts attributed the market reaction in part to “design backlash.” Michael Field, head of equity strategy at Morningstar, noted that many fans were disappointed that Ferrari had adopted an electric vehicle concept. They believe this undermines the value of the supercar brand, which has long been built on classic design and the raw power of internal combustion engines.
Elsewhere, Stephan Winkelmann, CEO of Lamborghini, stated that his company’s decision to halt the fully electric Lanzador project and the electric version of the Urus SUV—in order to focus on plug-in hybrid electric vehicles—was “the right path.” However, he also added that “every brand, every company must decide for itself.” He declined to comment on the Ferrari Luce, but emphasized that “innovation is the most important thing” for achieving success. Even so, he argued that innovation should not be pursued merely for its own sake or forced upon customers.
The Identity Dilemma
Upon closer observation, the issue plaguing Ferrari is not merely that customers dislike the products. There is a more fundamental problem: how the changes are out of sync with Ferrari’s core identity. They are not just launching new cars, but attempting to redefine what Ferrari itself means. And that is far riskier.
For decades, Ferrari has been built on an emotional promise engine power, mechanical experience, and that signature vibration. Meanwhile, electric cars operate on a different logic: silence, software-driven systems, and minimalist design. The Luce, with its radically different form and screen-filled interior, signals a shift not just in technology, but in meaning. This is where the friction arises. Customers aren’t merely rejecting the design; they feel the identity they love is being eroded.
The key lesson: the stronger an organization’s identity, the narrower its room to maneuver when making disruptive changes.
Interestingly, Ferrari seems to be forcing innovation without ensuring its ecosystem is ready. Compare this to Lamborghini, which chose the hybrid route based on market readiness. There are two distinct approaches: first, transformation driven solely by internal conviction; second, transformation tailored to the market’s ability to absorb change. Ferrari appears to lean toward the first approach. The risk is clear: they are moving faster than customers, investors, or even their own insiders can keep up with.
The strong backlash against the Luce should be interpreted as data, not merely rejection. Often, resistance arises not because people reject change, but because the change erases the shared meaning they have long held. They aren’t against change; they’re against change that’s disconnected from their identity.
Design also plays a crucial role. Ferrari has rounded out the Luce’s shape. The interior is more minimalist. This isn’t merely a style choice, but a symbol of a cultural shift. Unfortunately, symbols are only useful if they’re understood. When symbols change faster than their meaning, what results is confusion, not excitement. Successful transformations typically change symbols gradually, retaining familiar markers, and building continuity amidst novelty.
Ferrari’s approach to managing information is also arguably controversial. They enforce strict confidentiality, accompanied by severe penalties for leaks. While it’s reasonable to maintain the element of surprise, such policies limit early feedback. Yet today, change requires rapid learning cycles and external input. Excessive control can lead to an internal echo chamber, delays in recognizing misalignment, and reduced agility. Conversely, organizations that are open yet still controlled can learn faster before committing fully.
What is most often overlooked is the narrative. A move of this magnitude requires a more detailed explanation: why now, why this way, and how does it relate to the legacy? Without a strong narrative, speculation easily arises. Unlike the secretive Ferrari, Lamborghini explicitly explains its strategic choices. During a transition, the narrative must not merely be an afterthought but must become a strategic weapon.
From Ferrari’s experience, there are several lessons for leaders driving transformation. First, transformation must consider identity, not simply discard it outright. Second, innovation must be absorbed, not just introduced; speed is just as important as direction. Third, resistance is data revealing gaps in alignment, not merely rejection. Do not dismiss resistance as mere rejection. Resistance must be viewed as a lack of alignment between expectations, reality, and perception. Fourth, symbols always carry meaning; if changed carelessly, the risk is disorientation. Fifth, openness accelerates adaptation; control does protect, but it can also isolate. Sixth, narrative is a strategy, if stakeholders don’t understand “why,” they will create their own answers.
So, the real challenge for Ferrari isn’t whether they can build an electric car. Of course they can. The harder question to answer is: can Ferrari forge a new identity without abandoning its old one? That is the paradox facing many legendary organizations today. The future demands change, but the past defines value. Navigating this is not a technical issue, but an organizational one. If a misstep is taken, the impact extends not only to the product but also to perception, trust, and performance.
