1. CHANGE MANAGEMENT Listening, understanding, changing

2. Human Resources Organization System Processes/ Operative Mechanisms Technologies Managing changes means helping the system in finding a new steady position Agents of change The speed of change requires de-structured and flexible organizational models The organization subsystem are interdependent; by introducing changes in any of these subsystems, the whole system will be interested by changes

3. HUMAN RESOURCES Human capital becomes organizations main asset Change must be lived, not suffered!! Human resources represent the main asset for achieving goals Resistance to change is one of human resources subsystem characteristics: in fact, individuals, consciously or not, put in place behaviors that obstruct renovation processes

4. BUSINESS PROCESSES Systemic thinking (P. Senge) Systemic thinking (P. Senge) B.E.I. (D. McClelland) Big Five (W. Norman) B.E.I. (D. McClelland) Big Five (W. Norman) Hierarchy of needs (A. Maslow) Hierarchy of needs (A. Maslow) BPM & BPI (Lean approach) (J. Womack D. Jones) BPM & BPI (Lean approach) (J. Womack D. Jones) PEOPLE (perform Roles) OPPORTUNITIES MOTIVATION SELF IMAGE SELF IMAGE COMPETENCES CAPACITIES KNOWLEDGE EXPERIENCE BEHAVIORS (produce RESULTS) Survey and measurement MEASUREMENT Identification of the objects to be measured (enterprise environment, competences, processes, criticism,...) Definition of performances indicators (survey methods, algorithms, target, driver,...) Aggregation logics and indicators correlation criteria Construction of statistical elaboration methods and tools MEASUREMENT Identification of the objects to be measured (enterprise environment, competences, processes, criticism,...) Definition of performances indicators (survey methods, algorithms, target, driver,...) Aggregation logics and indicators correlation criteria Construction of statistical elaboration methods and tools

5. Individual growth for actively live the change Communication Coaching Continuous vocational training Performances support Knowledge Management Integrated Training Operative Cultural Internal Marketing Counselling Emotional Relationship- wise

6. Training and tutoring Organizational adjustments Communication Motivation and incentives CHANGE MANAGEMENT LEVER

7. Enterprise culture and history Common communication languages and styles Common communication languages and styles Communication internal rules Project glossary Communication style, tone, graphics Informational messages and documents Advertising, icons, mascottes, slogan LEVERS ADOPTED: COMMUNICATION

8. Intervention context status symbol People sensibility and expactation Internal rules regarding wages and career advancement Internal rules regarding wages and career advancement Relationship with trade unions Credit system aimed at awarding best ideas Contests, competitions, games related to behaviors/activities/situations criticalities Contests, competitions, games related to behaviors/activities/situations criticalities Attractive awards and benefits LEVERS ADOPTED: MOTIVATIONS AND INCENTIVES

9. Events Conferences and round tables with important lecturers and testimonials Events Conferences and round tables with important lecturers and testimonials Workshop Rooms for in-depth analysis and experimentation Workshop Rooms for in-depth analysis and experimentation Executive courses Targeted to Managers and Directors Executive courses Targeted to Managers and Directors Club Limited communities permannetly gathered together Club Limited communities permannetly gathered together Showcases Preview of possible solutions Showcases Preview of possible solutions On demand experts Team of experts available for in-depth analysis On demand experts Team of experts available for in-depth analysis Distance learning E-learning classes, business simulation, web fiction,... Distance learning E-learning classes, business simulation, web fiction,... Ability to stimulate innovation and change Scientific approach and light communication Balancing the development of rational competences with emotional and sensorial incentives Balancing the development of rational competences with emotional and sensorial incentives LEVERS ADOPTED: TRAINING

10. Centrality of organizational aspects and human resources in order to create a knowledege-friendly and people-centered environment Centrality of organizational aspects and human resources in order to create a knowledege-friendly and people-centered environment Adoption of user-friendly, widespread and interoperable technologies Adoption of user-friendly, widespread and interoperable technologies Adoption of a mix of techniques and tools, integrated at logical level and independent from other KM platforms Adoption of a mix of techniques and tools, integrated at logical level and independent from other KM platforms Promotion and development of a «Community of practice» based on sheared experiences and common goals Promotion and development of a «Community of practice» based on sheared experiences and common goals Intensive and sophisticated use of the web aimed at finding and exchanging information Intensive and sophisticated use of the web aimed at finding and exchanging information Dynamic classification and indexation of the materials collected in order to be used for different purposes and by people with different roles Dynamic classification and indexation of the materials collected in order to be used for different purposes and by people with different roles Formalisation of individual knowledge (structuring explicit knowledge/ externalizing implicit knowledge) Formalisation of individual knowledge (structuring explicit knowledge/ externalizing implicit knowledge) Insertion of formalized knowledge (memorization and dissemination) into KM system Insertion of formalized knowledge (memorization and dissemination) into KM system Consultation of current knoledge included in KM system Consultation of current knoledge included in KM system Adoption of consulted knowledge Socialization among people in order to transfer implicit knowledge not externalized Socialization among people in order to transfer implicit knowledge not externalized LEVERS ADOPTED: KNOWLEDGE MANAGEMENT

11. Preparing the change Introducing the change Sternghtening the change Opportunitiesand strategies definition Champion identification Best practices identification Guide lines definition Opportunitiesand strategies definition Champion identification Best practices identification Guide lines definition Methods and tools personalization Processes, environment and competences analysis motivation, training and comunication activities planning Change actions implementation Methods and tools personalization Processes, environment and competences analysis motivation, training and comunication activities planning Change actions implementation Feedback collection and analysis Gap diagnosis and resistence management Corrective actions omplementaation Exploitation of results Feedback collection and analysis Gap diagnosis and resistence management Corrective actions omplementaation Exploitation of results PHASES

12. Cultural assessment aimed at identifying facilitators and barriers Questionnaires Weighing answers on the basis of Maslow’s hierarchy of needs Deleting non consistent items (Cronbach’s  coefficient) Panel interview Collection of indications on diregarded needs satisfaction Identification of people to be involved in ameliorating actions Physiological Safety Affinity Esteem Self- fulfilment NEEDS METHODS AND TOOLS: ENVIRONMENT ANALYSIS

13. Existing competences Competences to be acquired Required competences Competences to be developed Behaviors and results Comptences catalogues Ge.Co. Web-based software tool Management of wide competences catalogues Flexible notation for describing competences and its components (abilities, experiences, knowledge) Competences integration with other variables related to organizational system (working processes, professional roles, training activities, knowledge object,...) Ge.Co. Web-based software tool Management of wide competences catalogues Flexible notation for describing competences and its components (abilities, experiences, knowledge) Competences integration with other variables related to organizational system (working processes, professional roles, training activities, knowledge object,...) Acquired Competences Identification of comptences needs Identification of comptences needs Existing competences identification Existing competences identification Individual growth Individual growth Research of standard competences Research of standard competences Gap analysis Gap analysis Performance assessment Performance assessment Recruitment Job activities Acquired Competences Behaviors and results METHODS AND TOOLS: COMPETENCES ASSESSMENT

14. Definition of guide lines Definition of guide lines Collection of structures and activities Collection of structures and activities Processes reconstruction Processes reconstruction Critical analysis of structure and processes Critical analysis of structure and processes Needs Directives Orientations Needs Directives Orientations Processes design Processes design Processes implementation Processes implementation Processes modeling Processes modeling Sintax control and consistence examination Sintax control and consistence examination Statistical analysis Statistical analysis Processes simulation Processes simulation METHODS AND TOOLS: PROCESSES MODELING AND IMPROVEMENTS