Author Archives: Antonio Specchia

Why Analysis Is Not Enough And Passion Is So Important  A Story From Henry Mintzberg by  Karl Moore (Mc Gill University) In the Analytic module of our International Masters  In Practicing Management and our Advanced Leadership Program for executives, my colleague Henry Mintzberg likes to use this story to show how analysis can get in the way of really understanding an organization and its purpose. “A young, enthusiastic MBA was finally given the opportunity to apply his learning. He was asked to carry out a survey of a group with which he was not normally familiar and submit recommendations as to how its efficiency could be increased. He selected as his target a symphony orchestra. Having read up on the tools of the trade, he attended his first concert and submitted the following analysis: For considerable periods, the four oboe players had nothing to do. The number of oboes should therefore be…

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Positive approaches couldn’t be the same, but positive confrontation opens more opportunities to create new meaning, for both counterpart. Kiran Kandade is an International Organisation Development Consultant based in Singapore. Her approach is deeply based on the improvement of Appreciative Inquiry to create organisational changes. Kiran is an appreciated colleague and a good friend. Recently we “argued” about life lessons: do they come to us just by successes or even by failures? ... Get the whole article here

Zygmunt Bauman's theory applied to organisational thinking. Competition through innovation is realised by a sudden impact followed by an immediate obsolescence. Innovation as a continuous driver for improvement, implies a fast changing organisation not only in terms of products and services but also regard to ideas and culture. New ideas serve to overtake old, obsolete knowledge. We are always looking for new better knowledge so we can throw away the old one... ... Get the whole article here

Concentration, please! The ability to concentrate, to focus one’s attention, has always been considered a key competence for executives. But what concentration are we talking about? How do we tell if something is worthy to make us focus or concentrate on it? The Focused Leader, as the Harvard Business Review publishes this month, in an article by Daniel Goleman, raises the ideas of focusing and executives’ behaviors related to the concentration on their tasks... ... Get the whole article here

Business development and strategic planning Evaluation of business models by market, resources, culture and strategic choices. Strategy sets the business model backbone. To analyze markets, the main business model issues is defining a precise strategy for a coherent pattern of choices. The Vision & Mission definition process helps entrepreneurs to clarify their Brand Character.  When we know who we want to be, we can spell out the behavior we have to show, the performance to act out, and to move into business relations.   The content's items:   Vision Mission 4 P Marketing Model SWOT analysis Back to the Business Model Value Proposition Get the whole article here

Leader’s behaviours which affect effectiveness. How do we manage our own personal skills to become more effective in the crucial theme in this era, the Leadership? Here not casual tips, not true for free, just some idea which come from experience and study, because to talk about leadership require we have acted good bossy. The content's items: Personal Integrity and Credibility Adapt you style at the New Economy environment. Be able to give “Improving Feedback” to all around you Focus your organisation outward Criticise with care Set a To-Do List that works What people want from you! Build better environment asking questions Managing team conflicts Exceed Clients’ Expectations Creative leader is who: Create your market on the rock Improve Your Team’s Performance  Asking better questions! Focus on your core business Important Vs Urgent  Recover From Your Mistakes  Get the whole article here

A good rule for effective communication lies in the ability to create a message in an efficient way. Here we will see what efficient means in communication then work out a method to create value through messages.

Effectiveness and efficiency are not synonyms but they are connected. Effectiveness is the ability to achieve a goal, in communication is transferring the whole meaning through a message. Efficiency is to create the message with less resources: the best output using the least effort. By other hand, a complex message whereby object is overly clarified will be fully comprehensible, nevertheless many receivers could find such a message too heavy to assimilate. Time and effort to decode the message could seem futile if it requires too much of them. At the same time, the effort and time used to create a fully comprehensible, often redundant message, will have been vain, and no efficient. Such a message will be not efficient because it requires too many resources compared to its purpose. How can we understand which messages are redundant? How and why does the aim of clarity create the opposite effect?  When is a message redundant and when is it incisive?

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Vision & Mission: Unknown or confused Are we really sure it’s clear what they mean? As the strategic approach shows they are essential milestones in Leadership. As consultants we often see how they are misused by many companies, sometimes they are unclear or mistaken. Many people talk about Vision and Mission, do they know what they really are? Just some weeks ago I was called into a client’s office for a consultation. Here they advised me about a consultancy they had had about their Vision and Mission statements. They then showed them. Here starting the matter, or the nightmare begins... ... Get the whole article here  

Is your sales management still leading by structured procedure? Does it work or are you experiencing business nightmares? Most of us have set sales as a structured process in order to be more efficient, particularly when managing a wide number of sales reps or to get under control and make  predictable the most unpredictable stage of the business. All of us have set KPI criteria and metrics to foresee ahead and make our forecasts more reliable. As Zygmunt Bauman has correctly pointed out, we are living in a “Liquid Modernity” and it affects many of our habits. We need to shift many process and structured procedures to create a new approach in a changed era. Brent Adamson, Matthew Dixon and Nicholas Toman figured out very well on Harvard Business Review (Nov. 2013) the real meaning of overpassing the sales process to embrace flexibility, judgment and focusing on results which are…

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Training is an area in which shortcuts are not useful when trying to achieve good performances. When you train yourself to attend a race, do you get shortcuts?   Get the whole article  

Analysis, diagnosis, prognosis, intervention? A simple process, it doesn’t...     GET here The whole article

Perché esportare qui. Le mie impressioni sul Canada, qualche idea per gli imprenditori italiani che cercano nuovi mercati. Grazie a Paolo Pugni che ha posto queste domande stimolando una discussione che mi onoro di aprire a favore di tutti: Paolo ha chiesto di spiegare, rispondendo alle sue domande, i motivi per scegliere un determinato paese per investire risorse in un progetto di Landing, cioè di atterraggio in un mercato di sbocco. Ovvio che si tratta di valutare il ROI del progetto e, quindi, prima di tutto del potenziale del mercato. Un mercato il cui costo di entrata elevato sia bilanciato da un elevato mercato potenziale può essere in equilibrio, quindi conoscere la domanda potenziale e i costi di Landing rappresenta lo scopo che ogni progetto di valutazione di opportunità deve riuscire a fornire con almeno una buona approssimazione... ... Get the whole article here  

Perché certi interventi sulle risorse umane raggiungono i risultati ed altri no?? Fareononfareformazione.

Le organizzazioni sono chiamate a ridurre al minimo la propria struttura ed a attuare la presa delle decisioni là dove occorre immediatamente. La conoscenza è divenuta la competenza distintiva fondamentale, l’apprendimento è la funzione che la alimenta.   La turbolenza nello scenario competitivo sta modificando rapidamente, sia le regole del gioco che le certezze di cui abbiamo vissuto finora. La globalizzazione, e attraverso questa, la concorrenza dei paesi emergenti, che sembrava essere la variabile più importante con cui confrontarci, è diventata uno dei fattori in grado di modificare pesantemente gli scenari. Altre variabili stanno entrando in gioco: il ruolo della finanza internazionale, l'invecchiamento della popolazione occidentale e il rapido cambio degli atteggiamenti dei consumatori.   Questi ed altri fattori stanno ponendo una forte pressione sulle aziende obbligandole a modificare i comportamenti ed a riallinearsi a una domanda sempre più esigente da parte dei mercati. Domanda che, grazie alla sempre maggiore…

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DISC lo strumento di valutazione delle preferenze psicologiche più diffuso al mondo. Le preferenze psicologiche sono caratteristiche dell’essere umano che determinano il comportamento agito. Vengono valutate secondo le due dimensioni principali della teoria originale di C. G. Jung: estroversione e razionalità. La dimensione dell’estroversione è la dimensione di una tendenza più o meno accentuata a percepire come centro del proprio interesse il mondo esterno invece dell’io interiore: chi manifesta un riferimento esterno sarà maggiormente interessato agli eventi ed alle informazioni che il mondo circostante gli offre, chi invece predilige un riferimento interno tenderà ad essere più autonomo dagli stimoli esterni e nelle sue decisioni e scelte. La dimensione della razionalità è anche essa una dimensione continua che, da un lato evidenzia una tendenza di distanza razionale e cognitiva dai fatti e dagli eventi, mentre dal l’altro indica una maggiore capacità di coinvolgimento nei confronti di ciò che accade. Conoscere la…

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