In evidenza

Does your firm have rituals? (but not just for rituals’ sake)



If nowadays newborn companies have to invest not simply in being the best but in being unique, their identity is everything.

But developing a true identity is extremely difficult.

Company culture has a lot of different ingredients, it is somehow like a structure made of various materials. Clearly:

  • Values/beliefs
  • Stories/myths

are part of the game. Values are extremely important, both for outlining and guiding company’s strategy.

But, what about rituals? Are they part of the strategic scenario?

If values are often defined as “what the company stands for” rituals are instead commonly addressed as “what and how does a company celebrate”.

Is this everything?  If you look at the definition of “ritual”, every dictionary reports at least the concepts of:

  • A ceremony
  • A prescribed order for performing a ritual ceremony
  • A series of actions or type of behaviour regularly and invariably followed by someone.

That’s way it’s not just a matter of celebrating something. Team lunches, events, shared activities and different ways of sharing success and company’s achievements are certainly very important, but this is not everything about rituals.

Rituals are also ceremonies, clusters of prescriptions and, even more important, a series of actions not just described, but, somehow, actively played, which means explained by simulating a situation or an action. And that’s a powerful way of explain something, as we know that quite a few persons after a while recall what they hear, more can remember what they hear and read, but everybody remembers for a long time what he/she can directly practise. Therefore, when we are talking about rituals we are mainly talking about a particular kind of processes.

In this way rituals may play a very important role in crafting and implementing company’s strategy. They can prove to be even more effective than processes in inspiring company’s people because they include in their structure not just a series of actions but a series of prescribed actions. Therefore they directly involve the principles of leadership. Only leaders in facts can craft and spread rituals, giving sense and importance to them: exactly like it should happen when implementing a strategy.

Rituals are important because they always tell a story by giving an example, a positive behaviour that can be immediately followed by other people within the company.

So rituals can help company to grow both in identity and self-awareness in many areas:

-managing customers

-communicating with stakeholders

– involving new resources within the company

-getting people familiar with company’s values and workflow

-getting managers to know top managers/founders priorities and vision

We can therefore assume that, concerning company culture, rituals occupy a central role, connecting company’s values and beliefs with stories/myths by giving to everyone in the firm the possibility of learning about company’s identity and values not just hearing of it but instead by diving into this stuff, impersonating the founders.

In evidenza

10.000!!! Thanks to our supporters, readers and contributors



Thanks for this important achievement!!!!

In less than 6 months we reached many entrepreneurs, stutents and professionals across the world. This is definitely more than we expected in such a short time.

The Naked Pitcher book is now a reality, and many other projects are on their way to be realized.

Take a look at our online tools and to the articles published about entrepreneurship across the world

We were and we are open to every contribution and idea about approaching strategy and supporting entrepreneurship for startups across the world and especially in MENA region.

All the best and thanks again!!


In evidenza

On failure and innovation

Failure and Innovaton by William J. Rossi



Fail Early, Fail Fast; Failure is OK; Learn from Failure; Failure is the Successful Entrepreneur’s Right of Passage.  These phrases, like thinking out of the box, have become commonplace, even trite.  They are a part of every academic entrepreneurship program that I know.  They are used by most speakers in speeches to young entrepreneurs throughout the world.

People have known for at least several hundred years that one learns from failure.  You tell a child to not touch a stove because it’s hot.  So, what is hot to a child?  Some things simply have to be experienced, and failure allowed to happen for the learning to take place.  But it’s only recently that we have begun talking so much about it, and integrating it into entrepreneurship education.

I began teaching Creativity to entrepreneurship students about 15 years ago, and wondered at the time whether creativity could actually be taught.  After developing the course and teaching it the first time, my skepticism was put to rest.  Due in part to an initiative by a colleague at Stanford, Tina Seelig, who put forward the notion that there was value in teaching creativity by having students write down their failures, I asked my students in that first class to create a Failure Resume.  Of course, initially my students thought that was stupid and I was crazy, but subsequently it became a favorite part of the course.  My objectives in this assignment were three-fold.  First, I wanted students to acknowledge that they had experienced failures.  (Their failures were acknowledged by writing them down.)  Second, I wanted them to learn from their failures by examining the specific changes made in the conduct of their lives to prevent reoccurrence of those same failures.  (If changes aren’t made, one is destined to repeat the same failure.  Learning occurs.)

The third objective was therapeutic: I wanted them to realize that despite all those failures they had acknowledged, things came out pretty well for them.  (They all were students in a premier program at a premier institution.)

Today everyone seems to be talking about learning from failure, and the Failure Resume now is a pretty common tool used at a number of institutions.  At the end of April a professor at Princeton University, Johannes Haushofer, published his Failure CV on Twitter…to encourage others to keep trying in the face of disappointment… and had an almost instantaneous 33,500+ shares and 473 comments.

While I’m glad to see that many are talking about learning from failure, my concern is that it’ll be relegated to obscurity by becoming as commonplace as thinking out of the box, simply by too many people taking about it without thinking about it.  The reality in business today is that firms that do not continually innovate will die.  Innovation and failure go hand-in-hand.  Innovation requires taking risk, and when you take risk, you will sometimes fail.  It simply is not possible that one can continually succeed when taking risk.  Failure is inevitable.  The key is to examine each failure when it occurs to understand its causes, and make specific changes to prevent reoccurrence of that same failure.  Then try again.  Failure is OK; it’s part of the innovation process.

Remember though that if you fail nine times at some initiative, it doesn’t follow that you’ll be successful on the tenth try.  Success depends on you having learned nine lessons from those failures.  Ultimate success after failure is not a numbers game; it’s a lesson learning game.

William Rossi is Professor Emeritus of Entrepreneurship at the University of Florida, having taught at both in the undergraduate and graduate Entrepreneurship Program there for 15 years.  Prior to teaching, Professor Rossi initially held several senior level positions with Ford, Goodrich and Picker International.  After relocating to Florida in 1986, Rossi worked in executive management positions in smaller entrepreneurial companies and was a principal in several.  Rossi holds a Master of Science degree in Operations Research from the University of Massachusetts and an undergraduate degree in mechanical and industrial engineering from Ohio University.


In evidenza

EMUNI University and the Naked Pitcher: supporting entrepreneurship


The primary mission of EMUNI University is “to contribute through its activities in the area of higher education  and  research  to Fostering intercultural  dialogue  and  science  diplomacy in  the  Euro Mediterranean  and  Middle  East  and consequently to  the realisation of  the Union  for  the  Mediterranean’s purpose and objectives, and in particular  advancing cultural understanding, peace  and prosperity in the Mediterranean region

With a view to achieving the aforementioned mission, the Euro Mediterranean University, through contributing  to  joint  academic  programmes, educational and  research  activities and  staff  and  students   exchange   across   the   Mediterranean,  endeavours  to   achieve   a   common   Euro Mediterranean Higher Education and Research Area” (cfr EMUNI Statute)

EMUNI was inaugurated in June 2008, in a prominent celebration attended by the President of the European Commission and numerous Ministers and dignitaries from Slovenia and around the world. Shortly thereafter, EMUNI was endorsed by the Heads of States at the Paris Summit for the Mediterranean, identifying EMUNI in their declaration as one of the priority areas of the Union for the Mediterranean (UfM). EMUNI was entrusted with the mission of contributing to the understanding among people in the region by establishing and fostering a Euro-Mediterranean higher education and research area.

As it celebrates its first decade of existence, its mission remains all the more relevant today. The inclusive growth and development is increasingly contingent upon advancement of knowledge and innovation. Peace, security and prosperity in the Euro-Mediterranean region continue to be at the highest priority for the participating states.”

I’d like to thank EMUNI’s management to support the Naked Pitcher initiative.


Personally, I think that the  Euro-Mediterranean Entrepreneurship Diploma is defininitely a great and innovative idea and a huge help for students and young entrepreneurs.

In this Program  “Innovation and entrepreneurship are considered as a fruitful pursuit for creative and productive individuals” It aims  to enhance entrepreneurial thinking and implement entrepreneurial ambition in the context of the Euro-Mediterranean region.

I’ve had the privilege to teach in the “Entrepreneurial Business and Governance Models” and “Business Plan” Module and many ideas about the Naked Pitcher are coming directly from the requests and the interests of the students and startuppers I met.

In evidenza

Is every entrepreneur a storyteller?


Is startupping a mission or a call?

For some aspect, is probably both.

Whatever are your company’s values and vision/mission and your point of view about entrepreneurship there’s  little doubt about the fact that being an entrepreneur has some relevant impact on society and not just within the business world and that an entrepreneur can create many different startups keeping for all his carrier distinguishing characteristics related to his personality, approach, personal values and so on.

So probably, being an entrepreneur is a call that may be characterised from time to time by different, sometimes highly connected missions.

In my personal experience, there is something that connects all startuppers I’ve ever met.

Is not necessarily the attitude to take a risk, because not all entrepreneurs know how to handle risk or have a clear perception of it; but is not necessarily dynamism, or the leadership, because sometimes entrepreneurs do not display excellent qualities in this field.

The quality that connects them all is the ability to tell a story. They are entrepreneurs because they are willing to tell something about their experience and concerning their vision of the future. They love to tell stories because when you tell a story to somebody else, suddenly your relationship with the audience changes forever and so does your mutual understanding of the world. That experience is not anymore just yours, ma is immediately belonging to a whole community.

Teling is sharing.They know how to tell stories because they are trained by the endless meeting they have to face with stakeholders, clients, investors.

And most of the times, they tell a story into another story: their personal story, in facts, is most of the times the necessary prologue for effectively telling their company’s story.

So if telling a story is the unifying quality, in how many ways it can help you developing a startup?


In evidenza

For efficient planning startups need to bridge the forecasting gap


sfera di cristallo

Business world is experiencing an evident schizophrenia which is causing considerable damage. In Italy (as well as to a greater or lesser extent, in many other countries) about 98 percent of the total amount of active firms have less than 20 employees. A cluster  made up of over 5 million small and micro  business that produce 40% of the annual national value added.

For those who are willing to manage a firm in the right way, first of all is necessary to plan, because nowadays the entrepreneurial intuition without planning and organization skills does not lead anywhere.

Planning of course means a lot of different things:

  • Strategic planning, played around the entrepreneurial vision, with a time horizon ranging between three and five years;
  • Marketing and commercial planning, for conquering new markets for their services and products, with times horizons sometimes short, seasonal or anyway generally between one and three years;
  • Financial and fiscal planning, necessary to ensure the company a sufficient and above all constant cash flow injection;
  • Risk and IT planning more and more necessary to keep up with a fast moving market and with the huge technological progress;
  • Planning of training, increasingly decisive for long-term success on the markets, but which often requires some time to appreciate its impact in terms of value production;
  • The planning par excellence, that is the one concerning research and development, which according to the various product fields, can absorb resources for many years to come;

Challenged with this growing demand for planning skills (and related investments), the reality that entrepreneurs are facing is constantly changing, almost ungraspable.

It is not just the markets that oscillate dangerously between unbridled globalization and a neo-protectionistism that is often illogical and counterproductive, it is the whole society at the global level. As a victim of something very similar to a sort of sociological and political “greenhouse effect”, the social and cultural climate seems to “overheat” everywhere, with phenomena of political instability and local virulence that are equally unpredictable and difficult to read as weather events.

So companies are faced with a clear schizophrenia, if on the one hand the market demands more planning skills (and therefore ultimately an increased forecasting capacity able to lead the investments that these plans always accompany) and on the other hand it always provides less certainty on how and in what direction the needs and aspirations of consumers will move ahead, as well as the socio-economic government policies, the possibilities of supplying resources and raw materials, etc, etc

In this context data are definitely not missing, rather we are submerged of numbers, often lacking the ability to classify, order, analyze this avalanche of data, in an aseptic way, free from prejudices or from ideological strabism deriving from the use and the abuse of theories and economic and entrepreneurial ideas.

There is therefore a need to moderate this evident asymmetry, to bridge this “forecasting gap”, endowing companies with reports that aim to reduce this huge uncertainty back into clear trends and scenarios with which the company can become step by step familiar (if at the same time we can also provide them with the appropriate interpretative keys), reducing at the same time the risk and instead increasing their possibility of success on the markets.

Therefore entrepreneurs and most of all startuppers should select structures, advisors and incubators able to provide these forecasting services too because not only  large companies should benefit from it.

Scenario planning helps reducing risks in many ways:

  • It compensates common and frequent errors in decision making
  • It’ very different from any other plan (f.i. contingency, risk, etc) because it connects all different uncertainties a form daily has to face

The scenarios and trends on the evolution of the international landscape and market that SME’s and startups need to have at their full disposal, in facts help to create that substrate on which the above described planning needs can consistently grow, finding confirmation and inspiration and, above all, the most necessary thing: a concrete reduction of the entrepreneurial risks.

In evidenza

The Naked Pitcher Book available starting September 1st


The Naked Pitcher represents the essence of an approach that proved to be effective with many different startups in the Euro-Mediterranean region.
In my experience with many young entrepreneurs from all over the world, I realized that very often what they really need beforehand are very basical informations on how to manage a consistent, quick and affective approach about strategy, postponing to a different and future stage further and more complete insights.

Just as very often we talk about MVP and any other mean useful to reduce time to market, so there must to be a way to reduce learning time when approaching strategy and the essental concepts of business modeling.

Time is scarce and all they want to know is:

– how to present their idea;
– how to depict an affective business plan;
– why the two above-mentioned points are so important;
– how to pitch communicating their business idea at its best.


In the Naked Pitcher Book we try to provide a credible answer to these questions.

In evidenza

What color is your startup?


What color is your startup?

Using colors for your brand, presentations, packaging, web site and corporate fonts never happens by accident.

Every firm has a personality, and founder’s personality reflects on startup style. The same for colors used by entrepreneurs. What is your startup most dominant personality trait? Colors can reveal that.

At the other side, avoid using the wrong colors seems very important because it might turn customers away, and it may damage your corporate image in many other ways because is strictly connected with how people perceive you and your organization.

A few interesting facts:

  • Colors are commonly and widely used to assess personality, ability to work in groups, product and brand impact, customer reaction etc;
  • Blue shows up in 33% of the top 100 brands, while red comes second by showing up in 29% of the brands, followed by black or greyscale and then yellow or gold;
  • 95% of the top 100 brands only use one or two colors;
  • Growing corporate investments on a comprehensive corporate branding project that includes corporate fonts (and therefore colors) on order to enhance corporate identity.

tabella colori startup

In evidenza

Value left ih the shade

cono d'ombra

Sometimes ideas and projects into a startup are so good that we forget about the rest.

What is left in the shade?

  1. Skills and organizational roles: watch out for over specialization into your firm. At least once in a while try to measure/assess the distance between who you were (as a founder) and who you are (as a manager in charge of something into a startup): anything you aren’t completely satisfied about? Is the upskilling process working well enough?
  2. 2. Ideas: not just because one idea was successful you have to kill the others. Always good to have what is actually very often missing: an archive of previously developed ideas (even the unsuccessful ones)
  3. Corporate image: being a brilliant startupper and a kind of ingenious craftsman may be good at the very beginning but then you need a project for building up and consolidating of your brand image as well as for gathering feedback and refine your brand identity.
  4. Investments: the progression of your idea on the market will sooner or later reach a plateau. What’s next for keeping firm alive? Investments in training, company culture, internal communication and management feedback tools (no feedback is even worse of negative feedback), research & development are needed and space should be left for it
  5. Roots: roots are part of your company. No matter how short it can be, but your company story is very important as well as is fully understanding the…roots of your success! How determinant the context was (and is) in your success? Most of the times, fighting for success, this aspect is underestimated and that may lead to wrong evaluation of the next development steps of your startup. Never let that pursuit of success get in the way of your company identity.
In evidenza

Product or service startup dilemma? a real waste of time!

produt vs services

What is best? Starting up a product or a service -based startup? It looks like an interesting question but in reality it’s a waste of time.

When you startup a company there is a business idea, an intuition that slowly and hopefully turns into something more consistent: a business model. And a business model is then represented by the best answer an entrepreneur can find to the eternal question “based on which key competitive advantages and market scenarios my company will get paid?”.  As you can see, no mention of product or service.

In facts there is no dualism, instead there is very often integration. Very few products and services are used in a vacuum, and a firm is most of the times to be considered mature when is able to think in terms of product-services integrated platforms.

Firms are, by definition, a living organism: therefore they are continuously looking for a balance with the external environment and internally between their various parts. How original this equilibrium can be, it depends on the adopted business model. Another thing firms do sometimes is adopting a mimetic behaviour, which aims to imitate some specific entrepreneurial act of established and/or successful target-organizations. This endless search for balance and imitative behaviour sometimes request a change or an integration on firm’s core domain: transition and diversification.  So is most of the times really pointless to say that a service-based model is better than a product-based one or viceversa.  That choice will be instead a natural consequence of a well done and deep analysis of your business model and its various potential alternatives.

However, keep in mind that if you stick to your vision, in the end as an entrepreneur you are selling a way to fix someone’s problems and therefore make the world a better place to be: as long as this in going to happen, your customers can’t care less if according to you they  are purchasing a product of a service. All that they want is a pleasant solution to experience in order to break free from uncertainty and satisfy some of their needs.

Here some of the question you can better ask yourself, instead of puzzling on product vs service dilemma:

  1. What is exactly requested by your business model at an early stage?
  2. Will you start selling a product or a service? Which one will be ready for market in the quickest time? Can they be effectively integrated?
  3. Which approach, product or services –like, guaranties to the firm a wider and more various number of potential customers? How can they best be locked –in? (f.i.Microsoft, Apple business model)
  4. Is the product or service approach the most efficient one in order to raise entry barriers against your potential competitors?
  5. What about the profit margins? What’s best for your firm?
  6. Is product or service what makes you unique? In other words, what of the two things really represents the most valuable side of your business model in terms of related competitive advantages
  7. What are exactly the setup costs in both cases?
  8. Which approach offers the best chances of scaling up?
  9. Can you think of a minimum viable product or instead a m.v. service?
  10. What exactly happens all around your customer before, during and after the adoption of your product or service? Is product or service standing at the centre of this cluster of processes and events?
  11. What kind of product and services (f.i. pre and post sales assistance, training and consulting services, etc) can be complemetary and/or integrated with yours?
  12. Is product or service the characteristic of your firm which is harder to imitate?


In evidenza

The naked pitcher, strategy unveiled. The book.

cropped-triplo-infinito.pngThe Naked Pitcher will be soon available as a Manual, with a totally new,  easy and ready-to -use approach!!!!

“The Naked Pitcher is a practical blog that is surely to entertain, educate, and challenge our common understanding of what it takes to be an entrepreneur.”
Abdelhamid El-Zoheiry -President of the Euro-Mediterranean University, Slovenia (

Are you a circular or straight start up?  And your entrepreneurial style is Kipling or a Parsifal- like? Following the experience of many years of consulting and teaching Prof. Massimiliano Bellavista proves an enjoyable and back –to-basic approach to strategy.  The naked pitcher is a “low cost”, simple and fast approach to strategy that proved to be successful with many different startups in the Euro-Mediterranean region: it is not a manual neither a book about strategy but a ready -to -employ vademecum for your entrepreneurial journey.

  • If you are somebody interested in understanding how strategy can be effectively applied to start up management, this is probably your book.
  • If you are an entrepreneur, and you want to get the basic concepts necessary to have a successful one avoiding the usual pitfalls, this is your book.
  • If you are in a multi-ethnic or in a multicultural team and you want to transform it into a successful firm, this is definitely your book!!!

“Initiatives such as the Naked Pitcher are of great importance, allowing to create a
cradle and an environment where those entrepreneurial gems can grow and prosper locally, without dispersion towards the dominant nations, increasing the intellectual potential of our peoples.”
Willy Burkhardt- founder and CEO of Arcares SPA (https://arcares.lutech. group/), the IT leading company for Factoring and SCF Management Systems in Italy


In evidenza

Gli emblemi del futuro


Apparso su Eleatiche. Si ringrazia Licosia Editore


mondo sole

Il sole che indica il futuro. Di frequente gli emblemi diffusi nei libri del sedicesimo e diciassettesimo secolo hanno questa associazione stretta tra il pensiero illuminante e il sole, la luce, come ciò che simbolicamente può diradare le tenebre (del futuro) e con esse i fumi dei nostri dubbi più neri.

Ma gli emblemi avevano in passato una consolidata funzione virtuosa, assolvevano al compito, ben compreso solo in tempi relativamente recenti anche nel mondo della formazione e della comunicazione, di scolpire nella mente, con l’aiuto di parole combinate con immagini, i comportamenti da tenere e quelli da evitare, le virtù da tenersi strette. Una parola accompagnata da un’immagine ha ben più probabilità di essere da tutti compresa e di rimanere molto a lungo nella mente del lettore.

Un primo accenno al futuro lo troviamo in questa immagine che ci richiama al concetto di lasciare al futuro il tempo dovuto per maturare e irrobustire idee, teorie, chiavi interpretative: “TEMPORE DURESCIT”, recita il motto, ovvero il tempo fortifica e consolida. L’immagine raffigura un uccello con un corno sopra il becco; se un corno tanto duro può nascere da una materia molle e delicata, asserisce l’emblema,


allora anche Il tempo ci rafforza perché attraverso il lavoro assiduo ogni virtù si conferma e si fortifica.

Del resto, si sa, le cose migliori maturano con calma. Ce ne avverte questa immagine che ci ricorda come che le cose più affermate e apprezzate nel nostro mondo “un tiempo no lo fueron” e per questo non devono essere disprezzate le cose più umili che stanno crescendo, anche da umili fondamenta, perché ”pues no me dareys arbol tan crecido que muy pequena vara no aya sido” : ovvero non esiste un albero per quanto grande che non sia stato prima un piccola e indifesa piantina (tempore virga fui).

tempore virga fui

Ma il tempo è prezioso e attendere, essere prudenti, non vuol dire affatto oziare. Il tempo è la trama del futuro e questa trama preziosa può andare sprecata, come rimprovera questo emblema a chi, uomo ormai maturo, passa la giornata a giocare a palla traviando i giovani perché non insegna loro un buon uso del tempo.

temporis iactura


Se si lavora alacremente a migliorare l’uso del tempo e la visione del proprio futuro, lo si fa anche per non cadere in un pessimismo senza sbocco, come il topo di questa immagine che si avvicina inesorabilmente alla trappola, mentre un gatto lo guarda beffardo, nascosto in attesa degli eventi.

il male mi preme


“IL MALE MI PREME E MI SPAVENTA IL PEGGIO“, recita il motto che accompagna l’immagine.

Il pessimismo infatti, non serve a niente. E poi si sa, un futuro strategicamente impostato non è affatto sinonimo di un futuro tutto rose e fiori, ma solo (e non è poco) di uno dove si possa lottare per conquistare ed inverare il migliore scenario, sapendo contemporaneamente come arginarne gli inevitabili rischi. Nel futuro come nel presente il male è infatti indissolubilmente unito al bene (SUNT MALA MIXTA BONIS) ed è proprio la melagrana, frutto assai popolare negli emblemi, a ricordarcelo se “ainsi qu’une grenade, honneur de beaux jardins, ne laisse pas d’avoir de vicieux pepins”: sarà pure l’”onore dei giardini” ma non può fare a meno dei suoi fastidiosissimi semi.


Comunque è forse proprio questo che ci affascina nel futuro: la sua limitabile ma mai eliminabile inconoscibilità.  Quale sarebbe poi l’alternativa? Qualora conoscessimo tutto finiremmo come l’alienato astrologo protagonista di questo emblema. Costui andava predicendo a tutti la sorte e alla domanda che qualcuno alla fine gli pose su quando sarebbe venuta anche la sua ora la risposta fu che sarebbe stato il pasto di feroci cani randagi: per questo teneva costantemente acceso un fuoco dove bruciava qualunque cane vedesse nei paraggi.  Venne la pioggia che spense il fuoco e il suo destino si compì in un attimo. Per cui l’emblema non può che chiosare che “MALLEM NESCISSE FUTURA”. Come è ormai universalmente condiviso che non può esistere un rischio pari a zero (ma sono un rischio ben gestito) e che i sistemi perfetti non sono di questo mondo (ma lo sono quelli efficaci ed efficienti nonostante le imperfezioni che li rendono migliorabili) è bene che ci mettiamo in testa anche questo: è preferibile non conoscere il futuro. Alla fine, basterebbe possederne il sentimento, il senso del possibile.

nescisse futura





In evidenza

Recensione de L’ombra del Caso

direfarescrivere agosto 2018


Si ringrazia Bottega editoriale e la redazione di “Dire Fare Scrivere

Un’indagine ad altissimo rischio  per un acuto e brillante detective sulle tracce di un feroce assassino
Da Il Seme Bianco, un thriller appassionante  di Massimiliano Bellavista sulla nostra società
di Guglielmo Colombero
«La gente non capiva che la morte non si fa. Si subisce. Non si crea né si distrugge, passa solo di mano in mano, come un cerino acceso».
Questo passaggio estrapolato dal romanzo L’ombra del caso (Il Seme Bianco, pp. 272, € 22,90) illumina la filosofia disincantata, sfumata di cinismo, che caratterizza il protagonista, il commissario M. L’autore, Massimiliano Bellavista, usa solo l’iniziale del nome per questo personaggio che racchiude molteplici echi dei classici del giallo: da Gadda a Simenon fino a Camilleri.
Senese, classe 1964, ingegnere e docente di Management strategico, Bellavista si può definire poliedrico sotto il profilo letterario: vi invitiamo a conoscerlo meglio anche attraverso le pagine del suo blog:
Accanto a questa sua prima opera narrativa, infatti, troviamo saggi in materia amministrativa e diverse raccolte poetiche. Catalogare sbrigativamente il suo romanzo come thriller potrebbe apparire riduttivo, anche se ripercorre il solco di quella tradizione: un serial killer che colpisce apparentemente a caso; un contesto sociale in cui l’autore innesta «dolore, malvagità, dubbio, pericolo, sadismo, pazzia»; un investigatore solitario che, scavando sempre più a fondo, finisce per portare alla luce un intrico perverso di marciume, corruzione, tangenti, prostituzione e reti di pedofili. La trama appartiene sicuramente alla letteratura gialla, ma da tale contesto Bellavista distilla umori corrosivi per tracciare l’affresco desolante di un tessuto sociale ormai irrimediabilmente contaminato da loschi traffici e deliranti pulsioni delittuose.

Un sentiero di enigmi come in un libro di Borges
Di sapore quasi pirandelliano, poi, alcuni sprazzi densi di dolenti metafore sul tormento esistenziale del protagonista: «A M. in sostanza, pareva di leggere un libro in cui era scritta la sua vita, ma che lui non aveva diritto a sovrascrivere e nemmeno ad annotare. Da qui due conseguenze logiche per la mente analitica di un investigatore: primo, era qualcun altro a decidere il copione, secondo, questo qualcuno il copione l’aveva già scritto in tutto o in parte, quindi nella migliore delle ipotesi lui era indietro rispetto alla sua vita di qualche pagina nella peggiore si trattava di un libro già bello che finito, magari anche di seconda mano. E quindi la logica conseguenza era che nelle cose della vita non occorreva sempre impegnarsi: tanto il libro avrebbe comunque girato pagina da sé».
Caparbio, metodico e tenace, il commissario M. è anche guidato, nel suo tortuoso itinerario investigativo, da alcuni sogni premonitori: l’orribile realtà che egli è destinato a scoperchiare assume via via i contorni rarefatti di un incubo a occhi aperti, che lentamente si dischiude davanti al suo sguardo indagatore. Non è assolutamente casuale, a questo proposito, la citazione che l’autore dedica alla struttura angosciante e labirintica di uno dei racconti più celebri di Jorge Luis Borges, La lotteria di Babilonia. Sul versante più propriamente poliziesco, prevale invece la visuale asettica e lucidamente razionale dell’investigatore navigato: «Gli omicidi tra familiari erano casi intensi, dotati di un’elettricità particolare, ma in genere procedevano spediti nella loro soluzione. Quando la vittima non aveva uno straccio di relazione o, se le aveva, erano sporadiche o peggio solo virtuali, erano grandissime rogne anche solo per stabilire un decente perimetro di indagine».
Attento rifinitore nel descrivere la fisicità dei personaggi di contorno (come le «ballerine attempate e straripanti di cellulite» che affollano certi idioti programmi televisivi), Bellavista ci offre lo spaccato inquietante di una società deteriorata: il commissario M. prende a calci un vespaio e sprofonda le mani in un immenso verminaio generato dalla putrefazione degli ideali e dal trionfo dell’avidità e della sete di potere.

Guglielmo Colombero

Il presente testo rappresenta la sintesi della presentazione del libro, opportunatamente riadattata, effettuata dal medesimo autore presso l’edizione 2018 Salone internazionale del libro di Torino.

(direfarescrivere, anno XIV, n. 151, agosto 2018)


In evidenza

Take an A-Team with a B-idea over a B-team with an A-idea


High Impact Initiatives for Creating an Organizational Culture by William J Rossi

William Rossi is Professor Emeritus of Entrepreneurship at the University of Florida, having taught at both in the undergraduate and graduate Entrepreneurship Program there for 15 years.  Prior to teaching, Professor Rossi initially held several senior level positions with Ford, Goodrich and Picker International.  After relocating to Florida in 1986, Rossi worked in executive management positions in smaller entrepreneurial companies and was a principal in several.  Rossi holds a Master of Science degree in Operations Research from the University of Massachusetts and an undergraduate degree in mechanical and industrial engineering from Ohio University

A famous quote by George Doriot, who started one of the first venture capital funds in 1946, still resonates very strongly with me today.  He said: any day of the week I’ll take an A-Team with a B-idea over a B-team with an A-idea.  Doriot essentially was saying that a strong A-type team can take a mediocre idea and make it successful.  A less strong B-type team can take an absolutely sterling opportunity and end up with nothing.  Great companies don’t just happen; they are created by great people.  In the end, it’s people that make a business happen … or not.

How do you create that great team?  While there are many tools to build and nurture a strong team, it all starts by hiring well.  Hiring well is a process, and that process is framed by four key notions.

Hire up.  Surround yourself with winners.  A-type leaders, confident in their abilities, strive to find and hire A+ people.  B-type leaders, frequently less confident in their abilities, look for C+ people so that their subordinates don’t overshadow them.  Hiring managers often operate with a misperception of how they are viewed, measured and compensated by their superiors.   Remember that your performance as a leader has little to do with how your superiors perceive you relative to your subordinates, and much more to do with the results produced for the enterprise by your organization.

Add thinking diversity.  Hiring managers often make the mistake of concluding that an organization’s cultural fabric is compromised by diversity of thinking within the organization.  Quite the opposite is, in fact, true.  Psychologically mixing and matching thinking types within the group, linear thinkers with creative thinkers with visionaries, actually enhances a culture where team members challenge, complement and respect each other.  To do otherwise will likely lead to a monolithic organization where group-think is the norm, few new ideas ever are challenged and the prospect for creative, new solutions to problems seldom ever is the result.

Hire rebels.  When considering a new hire, too many managers shy away from prospects that have a propensity to either push-back on or question the traditional way things are done, particularly the way they are done in the hiring organization.  As a species, hiring managers tend to prefer prospects that agree with, and don’t question, them.  We typically call these yes people.  While it may be comfortable for the manager to have all subordinates agree with him and his ideas and approaches, it’s very unhealthy for the overall organization.  In fact, it’s rather incestuous.  It is much more productive to populate your organization with people who tend to challenge the status quo, challenge you as the manager, and who suggest and work hard to make the case for alternative solutions.  It is simply not possible that the boss is the only one who has all the good ideas, the right ideas, and the most effective way of solving problems.  The best managers want people in their organizations who challenge them, challenge each other and precipitate dialog within the group oriented to producing the best solution.  When I left grad school and started my first job, my manager had a sign on his door that read: Always Look for the Other Right Answer.  I’ve remembered that quote and emulated its meaning throughout my life.  He didn’t want people who agreed with him; he wanted people who disagreed with him.

Aim high, but reasonably.  Turnover in any organization is expensive.  The hiring and training expense is lost.  People within the organization can become complacent, and the culture can be jeopardized.  A weak team hire that has to be changed is by far worse than an open position.  So, aim high while being reasonable when considering the hire of a new team member, and don’t compromise.

In evidenza

Confusing culture with environment?


High Impact Initiatives for Creating an Organizational Culture by William J Rossi

William Rossi is Professor Emeritus of Entrepreneurship at the University of Florida, having taught at both in the undergraduate and graduate Entrepreneurship Program there for 15 years.  Prior to teaching, Professor Rossi initially held several senior level positions with Ford, Goodrich and Picker International.  After relocating to Florida in 1986, Rossi worked in executive management positions in smaller entrepreneurial companies and was a principal in several.  Rossi holds a Master of Science degree in Operations Research from the University of Massachusetts and an undergraduate degree in mechanical and industrial engineering from Ohio University

I have noticed that a lot of entrepreneurs confuse culture with environment.  While environment can complement a culture, it has absolutely nothing to do with defining one.  You can have bean bag chairs, stand-up desks and brightly colored walls replete with white boards, and have a culture that is closed and stifling.  Culture defines the fundamental fabric of an organization, and the culture that exists creates the basis for how people within the organization will act.

Every enterprise will have a culture.  If it is not created by design, it will evolve on its own.  And, if allowed to evolve on its own, it may not be the one you intended.  Creating an empowering culture involves much more than simply posting the mission statement on the walls.  Consider, for example, that you want to promote a culture of openness and belonging, and one that exhibits a sense of urgency and features a penchant for innovation.  The following are high-impact initiatives that will achieve this.

Wide open communications.  Apart from personnel issues, everything that the top leader knows should be shared with the entire organization.  To do otherwise creates stratification within the organization.  It simply should not be that the top leader knows everything, the next rung under her knows most but not all and the people at the bottom of the organization know very little.  Consider having a regular all-hands meeting where everything new is shared with everyone.  Make these communications authentic and specific; not meaningless hyperbole.

Promote empathy.  Consider having everyone in the organization spend time on the customer support line – everyone!  If someone calls on the customer support line, that person is experiencing pain – he has a problem with whatever it is you do.  It’s a good thing for everyone in the organization – individually – to feel that pain.  Having to resolve the problem requires your team member to be intimate with what you do.  And, it promotes a sense of individual ownership of both the problem and the solution, another good thing.

Value every idea.  The top leader should have an open door policy, and should welcome and listen attentively to every idea, regardless of the source.  Done sincerely, this speaks volumes to every team member in the organization.  It says that each team member matters, her ideas matter and that she is valued as a key contributor.  The payoff here is in fact two-fold: the idea itself may be a very good one, and one that no one else might have offered up.  It simply isn’t possible that the top leader is the only person in the organization with the best ideas.  A former student of mine is the founding CEO of a pretty significant company now.  Remembering me discussing this notion in class, he had the door to his office removed.  It was a sign, and an effective one.

Celebrate failure.  Trying to innovate requires taking risk.  If you take risk, you are going to fail some times.  Innovation and failure are two sides of the same coin.  If you want innovation, you have to accept failure.  More importantly though the organization has to know that failure is OK.  In fact, the organization has to know that it’s more than tolerated; it’s even valued.  So, celebrate both innovation and failure.  Consider creating an intranet as the advertising medium.  Showcase the innovative initiative of the month.  Tell everyone whose initiative it was and in what way it is consequential to the organization.  Also, showcase failures.  Perhaps call them good ideas at the time.  Without saying anything you will have communicated to the organization that failure is OK because we want innovation; hiding failure isn’t OK.

Drive a sense of urgency.  Create a mantra for the organization: Do Something!  Post signs around the organization featuring the mantra.  While a seemingly little thing, this initiative again speaks volumes, as much in what it doesn’t say as in what it does say.  It doesn’t say study something, analyze something or consider something.  It’s promotes an action orientation to the organization.  The outcome will be an overall greater sense of urgency in all that you do.  (I’d love to see signs like this around the halls of Congress and the Senate.)

In evidenza

Is time your real competitive advantage?

time scale


Strategy has a lot to do with time. As is for business, so is certainly for entrepreneurship. Time is one of the most precious between all the resources needed in order to develop a product, but is most of the times neglected…is time for you a real competitive advantage or it may instead represent a risk?

In most people’s brains time is equal to time scale: something that you can compress or expand at your will. In the end, they think, time is not in our hands: IF a munificent investor will come, IF a specific market or business combination will show up, then we can make everything happen faster. This way, time is fully in your stakeholder’s hands. And if you think this way, it will certainly happen.

Now imagine to change the perspective for a while (see also “facts & figures dilemma“) and, when it comes the moment for facts & figures and for filling down the worksheets for your business plan, try to take into consideration the word “time” as a RESOURCE  and not simply as an arrow on your diagrams indicating the usual 2-3 years scale or the break even.

You will immediately realize that, associated with it, there are sometimes many neglected costs, and if you stop for while thinking in dollars/euros…well, you’ll be surprised!

Try at least to quantify:

  1. time needed in order to design your key processes
  2. time needed for founder’s training and research activities (and for keeping core competencies updated)
  3. time needed for writing down a business plan and presenting it
  4. time needed to manage the firm and for…getting things done!
  5. time needed for proper communication and lobbying
  6. time needed for establishing and keeping profitable relationship with your stakeholders

If you can therefore think (translate!) everything in time units, then try the next step: try then to value how much money a time unit is worthy for you…you’ll be probably surprised.

Not expecting off course that investors will pay directly for all this time you invested, that will instead be useful to help you having a complete understanding of the exact dimension of your personal investment into a startup, also in terms of impact on personal/private life.

Moreover, having ready an estimate of time-value, you can also think in terms of:

  • Time impacts you can try to reduce (having a scheme of the most time consuming activities/processes, and considering what you can do to improve efficiency);
  • Time impacts you can share with your partners (for instance going in parallel, reconsidering phases or processes that can more efficiently be done externally, at a reasonable cost- impact etc etc);

And you can also compare, every once in while (especially if you are a “serial startupper”!) if this sort of “time index” is getting somehow better, following a kind of learning curve: that will represent the evidence that you are becoming an increasingly efficient and effective entrepreneur.

In evidenza

Okonomiyaki strategy!?

okonomiyakiOkonomiyaki. It is a type of Japanese savoury pancake containing a variety of ingredients: nobody exactly knows how many. The name explains everything because   is derived from the word “okonomi”, meaning “(all) how you like” or ” (all) what you like“, and yaki meaning “grill”. It could be defined an overfilled omelette but also a pancake or some very peculiar kind of pizza.

So it’s It quite hard to say what it is, for most of the people it may not look very attractive and they may be as well very sceptical about the included ingredients but it can turn out to be a successful dish.

Even your next business idea can be somehow like that:

  1. about “how you like” (and certainly including all the things you like): if as written in the previous article, your startup is at least at the early stage, mirroring your personality, then why not to bring on the adventure everything you like or that makes you feel happy?;
  2. about ingredients: OK, a pancake, an omelette and a pizza are very different things. But remember, the category you are focused on IS to realize an okonomiyaki, so you are free, or better, you MUST analyse with both a lot of curiosity and creativity, all the possible ingredients and their combination, and getting inspired…making your own way to the product;
  3. about being attractive: in the end, for okonomiyaki is the taste that counts…if you are able to convince your customer that your dish IS okonomiyaki (and he NEEDS to try one!), he’ll probably close his eyes and go for it…


In the end, funny but very true, your life as entrepreneur can be seen this way: trying to realize a dish with no previous or sketchy recipe, with potentially endless ingredients to use, while competing with very famous and well known rivals that certainly all your potential customers appreciate and sometimes love and make the difference…convincing someone to taste it!!!!


In evidenza

Startup and founder’s personality: matching or mirroring?


Does the firm have a personality?  If with the word “personality” we mean some characteristic patterns of thinking, feeling and behaving, and/or the ability being able to mesmerize everyone just by being present, showing and sharing contagiously your feeling with the rest of the world, then probably the right answer is yes.



Imagine a firm as a mirror.  Creating the firm’s personality is a process as well as delivering a product or writing a mission statement. At very beginning, what you see is what you get. Then probably the better firms are the ones that are able not to mirror but to match, compensate and sometimes even counteract the founder. But that requests time.

If you are busy creating a startup, then you have the unique chance of giving a specific imprinting which will remain with the firm for long time

As business dynamics shows us, there are many things in a firm’s life that are likely to leave behind long-term effects. Investments, for example, or research and development activities, which can prove their effectiveness maybe after many years. Or crafting a Vision statement. So there are many things in a firm life that look like a giant boulder in front of you: quite difficult to move around but, once in motion, extremely hard to stop.

So is for firm’s personality: how many customers refer to a certain business describing it as a person?  Those elements are very difficult to change, because they are strictly associated with firm’s perception.

And what  kind or personality we exactly bring into a new firm?








In evidenza

5000 page views !!!


5000 immagine

Today the Naked Pitcher blog celebrates its 5,000th page view! Thanks to all our readers out there!  If there are any additional features you’d like to see, please post in the comments section. We’re interested in hearing your ideas!

The Naked Pitcher reached this important goal in only 4 months. Being a specialized blog about entrepreneurship and strategy is really a great goal that shows the importance of this “experiment” about strategy, didactic and entreprneurship. Thanks to all the contributors for the suggestions and the articles…thanks to all the readers from more than 30 Countries that already suggested many ideas and improvements.

5000 HITS

The Naked Pitcher will be soon a Book!!!

If you are somebody interested in understanding how strategy can be effectively applied to start up management, this is probably your Book.

If you are an entrepreneur, and you want to get the basic concepts necessary to have a successful one avoiding the usual pitfalls, this is your Book.

The Naked pitcher is an interactive didactic experiment about strategy interpretation and implementation. Therefore:
1. We are looking for contributions about strategy and startup stories
2. We are looking for for reports and topics about subjects that could be interesting for startuppers and entrepreneurs…
…..feel free to submit your ideas!


In evidenza

Vision is about Red and Blue

vision words verbs

A good vision is blue and red

Nothing is probably more difficult to address than writing a good vision.

There are endless ways to accomplish the task: when it comes to explain what an effective and inspiring vision can be and represent, everybody has is his own theory.

In the end, there are some points in common between the various approaches:

-it has to be short (between 1 and 20/30 words, somebody says no more than 7)

-it has to be original

-it has to be clear

-it can be the basis for communicating company’s goals internally and externally

If you look at the vision statements standing on line and you analyse the most commonly used words in those texts you can reach some certain conclusion:

A) Mission is about words, that define either one of more of the following 4 areas:

  1. a scenario,
  2. a target
  3. a competitive advantage
  4. a stakeholder

In facts the most widespread words are related to concepts like: service, customers, quality, growth, environment, leadership, champion, value, being the best, profit, future, employees.

4 words categories


B) Mission is about verbs, that define either a process or an action related to some or all of the following 9 categories:

  1. time (accelerate, advance, end, start)
  2. growth (boost, enhance, broaden, enlarge, develop, exceed, grow, increase, extend, expand, enrich)
  3. challenge and fight (defend, preserve, defy, dominate, eliminate, engage, maintain, save)
  4. change (change, make, shape, revolutionize, review, disrupt, transform)
  5. progress (advance, improve, elevate, transcend, prevent, resolve)
  6. creation (build, activate, craft, feature, generate, invent, establish, construct)
  7. communication (formulate, highlight, illustrate, inform, instruct, persuade, promote, reveal, inspire, coach, claim, facilitate, imagine)
  8. operations (collect, delivery, produce, make, distribute, enable, equip, execute, validate, work, produce, organize, test, measure, offer, launch)
  9. human resources/human factor (honor, encourage, empower, educate, celebrate, care, sustain, motivate, entertain)

9 categories

Vision can therefore shift from a “soft” one like a combinatio of scenario words together with creation or communication categories to a “hard” one, where target words together with challenge and fight or time verbs.

So in the end a good mission is about a balanced combination of RED and BLUE.

Try to combine these categories to find your own.

There are probably many other words that can be used next to those we tried to list, those are just the most common ones. But they can provide some useful hint (one of them could be also to avoid all of them in order to produce something really original!!!)

In evidenza

Il gigante e la bambina, o della schizofrenia italiana. Una proposta per l’incubatore Italia.

il gigante e la bambina

(CGIA Mestre- 21 luglio 2018) Il 98 per cento circa del totale delle imprese presenti in Italia ha meno di 20 addetti. Una platea costituita da oltre 5 milioni di piccolissimi e micro imprenditori e da tanti artigiani, negozianti e liberi professionisti. Nonostante la dimensione aziendale di queste realtà sia molto contenuta, il contributo fiscale ed economico reso al Paese è rilevantissimo. A dirlo è l’Ufficio studi della CGIA.
In materia di imposte e tasse, ad esempio, nel 2017 i lavoratori autonomi e le piccolissime imprese (per intenderci solo quelle sottoposte agli studi di settore), hanno versato al fisco 43,9 miliardi di euro (pari al 53 per cento del totale delle principali imposte versate dal sistema economico). Tutte le altre, prevalentemente medie e grandi imprese, hanno invece corrisposto “solo” 39,6 miliardi (il 47 per cento del totale) (vedi Tab. 1).
Anche nel campo economico ed occupazionale i risultati sono sorprendenti. Al netto dei dipendenti del pubblico impiego, le aziende con meno di 20 addetti danno lavoro alla maggioranza degli italiani, vale a dire al 56,4 per cento degli occupati. Inoltre, queste micro realtà producono il 40 per cento del valore aggiunto nazionale annuo, score non riscontrabile in nessun altro grande Paese dell’Unione europea

Con sconfortante cicclicità annuale questi dati vengono forniti per poi passare nel dimeticatoio. La particolarità italiana più significativa dal punto di vista economico viene accettata con una sostanziale rassegnazione…non fa quasi nemmeno più notizia. Scomparsa in tanti settori la grande industria, le PMI reggono il colpo e in alcuni casi vanno alla conquista dei mercati,  e in cambio che cosa ricevono?  Nessuna facilitazione, o quasi e di contro gli stessi vincoli burocratici, normativi ed economici cui sottostare. Ma con assai meno ricorse e tempo da investirvi. C’è da chiedersi come mai su questo non si voglia fare niente di organico e di concreto.

Una proposta potrebbe essere quella di salvaguardare questo patrimonio immaginando il nostro Paese come un grande incubatore che ospita al suo interno milioni di organizzazioni assai simili alle startup. In fin dei conti una piccola o micro impresa esattamente come una startup:

-ha grandi idee da sviluppare ma altrettanto grandi debolezze strutturali

-è fatta di un gruppo fortemente motivato e coeso

-si confronta con il mercato globale e con player molto più grandi e strutturati

-ha necessità di essere difesa,  attraverso la creazione di infrastrutture e servizi dedicati

-ha necessità e “fame ” di servizi qualificati

-ha necessità di intensificare e stabilizzare leadership e capacità di management

-ha necessità di finanziamenti, mentor e capitali

-ha necessità di maturare la propria crescita attraverso la progressiva conquista di nicchie di mercato

Ecco una quadro di questa evidente schizofrenia subita dalle PMI italiane, che devono sostanzialmente sottostare ai medesimi adempimenti delle grandi aziende cercando contemporaneamente di mantenere la flessibilità e l’agilità loro propria,  con alcune proposte di cambiamento:



Nessuna: è un obiettivo per tutti. I costi e la necessità di servizi qualificati. Carenza di servizi adeguati di supporto e rappresentanza del “sistema Paese” all’estero Finanziamenti più organici e mirati per la internazionalizzazione; maggiore supporto organizzativo, coordinamento  e sostegno da parte delle istituzioni
COMPLIANCE Nessuna: le normative sono de facto uguali per tutti Le PMI devono rapportarsi alle normative vigenti senza che nei fatti vi siano apprezzabili differenze rispetto a quanto operato dai grandi gruppi:

1. D.Lgs 231-01, adempimento assai costoso e dove non esiste nessuna specificità che garantisca alle PMI un approccio più specifico e “morbido”

2. D.Lgs 81-2008

3. GDPR adempimento ancora assai poco compreso e gestito dalle aziende


I costi correlati si traducono spesso di conseguenza in una ricerca della soluzione più economica che non solo spesso non è di qualità (e dà vita ad adempimenti sostanzialmente inutili perché solamente formali), ma non garantisce affatto alla PMI nel medio periodo una efficace schermatura dai rischi che la normativa stessa si proponeva di eliminare o mitigare

Necessità di rendere più scalabili e graduali gli approcci e i controlli; necessità di una informazione mirata e continua alle PMI; maggiori finanziamenti per l’accesso ai servizi qualificati necessari ed alla formazione
CERTIFICAZIONE Nessuna: applicare la ISO 9001 o qualunque altra normativa non prevede nessuna scalabilità o facilitazione per la PMI La qualità è spesso percepita come una “tassa” che obtorto collo si deve pagare per entrare in un determinato mercato o in relazione con determinate aziende leader di mercato, perdendone di vista il reale valore aggiunto Non avrebbe forse senso rendere la certificazione ISO  9001 scalabile e pensata per le varie esigenze delle PMI? Prima questa scalabilità esisteva, adesso sarebbe quanto mai utile reintrodurla. Negli anni Novanta e sino all’introduzione della norma ISO 9000:2000, a serie ISO 9000 era composta non da uno ma da tre Standard:

·         La norma ISO 9001 che comprendeva tutte le attività di progettazione, produzione, installazione ed assistenza;

·          La ISO 9002 che rappresenta un modello di assicurazione della qualità verso terzi meno articolato del precedente, ed utilizzato quando la conformità a determinati requisiti doveva essere assicurata dal fornitore per le sole fasi di produzione, installazione ed assistenza.

·         Lo standard ISO 9003 che rappresentava un modello di assicurazione della qualità ancora meno complesso del precedente, utilizzato quando la conformità a requisisti specificati doveva essere assicurata nelle sole fasi finali di collaudo e prove, rendendolo quindi applicabile per esempio per organizzazioni che si occupavano della sola commercializzazione di prodotti.


CONSULENZA Nessuna La necessità di servizi qualificati può anzi essere maggiore in una PMI perché non c’è niente di più erroneo dell’equazione PICCOLO= SEMPLICE

Piccolo è invece spesso sinonimo di complesso: una piccola impresa può esercitare al suo interno attività di business assai articolate ed eterogenee

Se esiste un certo numero di reti di imprese, non esistono invece reti di consulenti qualificate e mirate per questo tipo di attività, né pare che questo sia sufficientemente stimolato dalle associazioni di categoria. Gli assi portanti di tali servizi dovrebbero essere:


– modularità


Questi hub di servizi per la PMI dovrebbero agire come delle cabine di compensazione capaci di portare prontamente all’adeguato “voltaggio” l”alta tensione” che proviene dai nuovi trend della consulenza internazionale. Settori principali:









FINANZA Nessuna Quante PMI si fanno ancora un punto di orgoglio di crescere solo attraverso l’uso di capitali propri? Ma quanto questa assenza pressoché totale di linee di finanziamento e prodotti pensati per  il mondo PMI, nonché di istituzioni in grado di finanziare, scommettendovi, lo sviluppo delle piccole aziende, ostacola la crescita delle PMI? Studiare modalità di finanziamento e supporto alla crescita delle PMI in grado di aiutare le stesse a:

-comprimere il fattore tempo di accesso al mercato

-sviluppare un piano di business efficace, leggibile e finanziabile

-generare effetto leva attirando altri investitori privati

-rendere finanziabili i progetti gestiti in forma aggregata e di rete di impresa

LAVORO Nessuna apprezzabile 2 criticità emergono con forza: 1) necessità di adeguate tipologie di contratti di lavoro  2)maggiore vicinanza agli istituti professionali e alle università. Il miracolo economico italiano nasceva anche da un forte rapporto con istituti professionali (ancor prima che università) in grado di formare con efficacia e alto tasso di aggiornamento la forza lavoro qualificata di cui le PMI hanno bisogno. Questa catena di trasmissione tra scuola e azienda, tranne alcuni casi illuminati, si è largamente persa Politica di forte coinvolgimento e integrazione tra PMI, Istituti tecnico-professionali e Università.
TASSE E FISCALITÀ Nessuna… anzi…. Le PMI devono sottostare a regole assai opprimenti e spesso senza la  possibilità e la capacità tecnica di programmare e gestire gli adempimenti fiscali e i regimi di tassazione;  Non vi sono politiche efficaci a favore degli investimenti e dell’aggregazione tra imprese Completa detassazione per gli startup per i primi tre anni di attività

Regimi fiscali di estremo favore per le imprese che investono in forma di rete di impresa o associazione stabile tra imprese con vincolo di programma pluriennale

Semplificazioni per le imprese che investono in ricerca e sviluppo, ammodernamenti organizzativi e/o infrastrutturali, servizi qualificati e formazione

MANAGEMENT E LEADESRSHIP Nessuna La forza di trazione e carismatica del management in una PMI è determinante. Le PMI non riescono a formare adeguatamente il loro management né spesso a sviluppare e a far crescere al loro interno una linea di middle management; in queste condizioni spesso il passaggio generazionale o l’inserimento di manager esterni diventano drammatici Creazione di scuole di management e corsi MBA specifici per la PMI dove i contenuti formativi tipici, spesso assai teorici o provenienti da diversi contesti imprenditoriali, siano effettivamente resi fruibili in un contesto di piccola  impresa
In evidenza

Piccola storia del futuro attraverso la letteratura


Pubblicato su Eleatiche  si ringrazia Licosia Editore

Dovendo riflettere su quale dei nostri sensi più ci possa aiutare a comprendere il futuro chissà perché ma mi capita di pensare sempre più spesso all’udito.

La vista non ci aiuta, il futuro è troppo lontano, sempre oltre la curvatura dell’orizzonte e oltretutto a volte ci inganna come fanno i miraggi in mare aperto, invitandoci maliziosamente verso montagne e coste situate ben oltre l’orizzonte.

Il tatto men che meno è affidabile, il futuro è un tesoro intangibile poiché è quel luogo dove il presente e i nostri sogni finalmente si toccano, sarebbe una contraddizione in termini se non lo fosse, se potessimo davvero toccarlo.

Forse allora il futuro è capacità di ascolto, capacità di intendere i silenzi nascenti che sporadicamente intervallano il molto rumore che il nostro presente produce: proprio lì, forse, si sta generando un nuovo suono, l’alfabeto di un nuovo discorso sul mondo che ancora non si sa articolare, ma che tra un poco tutti intenderanno.

Inoltre il nostro orecchio, con la sua struttura complessa, è anche il centro dell’equilibrio; quindi analizzare i futuri possibili significa alla fine proprio questo: discernere tra i vari scenari quello che, col senno di poi, era inevitabile che dovesse verificarsi, non in quanto fosse il più logico, o il più probabile, ma in quanto era il più armonico, il più capace di mantenersi organicamente e costantemente in equilibro tra il nostro presente e il nostro possibile.

Utilizzando il nostro orecchio, udiremmo varie voci, voci che a volte ci parlano di un inesorabile accumulo di passato che ci sommergerà “La città di Leonia rifà sé stessa ogni giorno…l’opulenza di Leonia si misura dalle cose che ogni giorno vengono buttate via per far posto alle nuove…Il risultato è questo: più che Leonia espelle roba più ne accumula; le squame del suo passato si saldano in una corazza che non si può più togliere…”, (I. Calvino).

Ma ci sono anche voci un poco più ottimistiche, che ci direbbero che il futuro è già qui, lo stiamo già vivendo “Noi viviamo in contemporanea tre tempi: il presente del passato, che è la storia; il presente del presente, che è la visione; il presente del futuro, che è l’attesa” (Sant’Agostino); anche se non è sempre facile leggerlo perché Il guaio del nostro tempo è che il futuro non è più quello di una volta”, (P. Valéry), e anche Amleto ci direbbe a tal proposito che “We know what we are but know not what we may be”, (W. Shakespeare).

Del resto, anche se agissimo nel presente con tutte le migliori intenzioni applicandoci per un futuro “migliore” o, quanto meno, “sostenibile” chi ci garantisce che questa volta non il nostro orecchio, ma quello dei posteri, intenderebbe il nostro linguaggio e le nostre intenzioni? In fin dei contiL’erede riceve qualcosa di diverso da quel che il morente gli lascia in eredità”, (E. Canetti).

Ma non dovremmo scoraggiarci per quanto saremo riusciti in qualche modo ad ascoltare perché il passato, le nostre cognizioni e la nostra capacità di pensare e riflettere sono carte che non possiamo non giocare: ancora una volta ecco una voce, quella di Don Chisciotte, che ce lo conferma La storia è madre della verità, emula del tempo, depositaria delle azioni, testimone del passato, esempio e annuncio del presente, avvertimento per il futuro”, (M. de Cervantes).

E quindi occorre darsi da fare, perché il futuro, se adesso fatichiamo ad ascoltarlo, tra poco potremmo vederlo e toccarlo, forse anche prima di quanto pensiamo: – Alice: Per quanto tempo è per sempre? – Bianconiglio: A volte, solo un secondo”, (L Carrol).

E poi, troppe sono le incognite e i rischi se non lo facessimo, visti i mezzi di cui l’umanità oggi dispone: e qui altre parole ci circondano improvvisamente. “Il dottor Frankenstein sta sulle spalle di Gilgamesh. Poiché non si può fermare Gilgamesh, è impossibile anche fermare il dottor Frankenstein. La sola cosa che possiamo tentare di fare è di influenzare la direzione che stiamo prendendo. Dato che presto potremmo essere in grado di progettare anche i nostri desideri, forse la vera questione che ci troviamo di fronte non è «Cosa vogliamo diventare?» ma «Cosa vogliamo volere?». Coloro che non sono spaventati da questo interrogativo, probabilmente non ci hanno riflettuto abbastanza”, (Y. N. Harari). Inoltre un’altra voce forse aggiungerebbe cheLa volontà di fare scaturisce dalla conoscenza di ciò che possiamo fare”, (J. L. Allen).

E alla fine di questo percorso, possiamo davvero concludere che porsi in ascolto del futuro è fondamentale. Ma bisogna stare attenti a non ascoltare solo quel che vogliamo sentire… sarebbe un errore; il futuro non è il nostro specchio, ma una finestra aperta su un paesaggio affollato e mutevole. Quando si ascolta davvero, fateci caso, difficilmente c’è tempo di fare altro: ci si concentra, allontanando tutto il resto, ed il prima che si è vissuto diventa un cumulo di sensazioni che ci rende più ricettivi a questo o quel suono, all’inizio di una nuova storia (per questo forse, si potrebbe aggiungere che sarebbe bene che ascoltassimo in compagnia di altri, come quando si assiste ad un concerto).

“Anche per te ci sono novità”. “È una giornata di molte novità. Per me e per te”.”

“Bene”. “E adesso?”.

“Adesso dovrebbe cominciare una storia nuova”.

“E questa?”.

“Questa è finita”.

“Finita finita?”.

“Finita finita”.

“La scriverà qualcuno?”.

“Non so, penso di no. L’importante non era scriverla, l’importante era provarne un sentimento”, (D. Del Giudice).



In evidenza

When startup…started up!



1200: the word appears with the meaning of “to rise up”

1550: first evidence of the word “upstart” meaning “beginning, start”


1590:  it means (something that) “come suddenly into being”

1845: the word appears for the first time with the meaning of “action of starting up“, as the act or an instance of setting in operation or motion, and as a fledgling business enterprise.

1976: the word appears on Forbes 15 Aug. 6/2   “the … unfashionable business of investing in startups in the electronic data processing field.”

1977: on Business Week (Industr. edn) 5 Sept. “An incubator for startup companies, especially in the fast-growth, high-technology fields

1990/2000: the word becomes highly popular thanks to the “” economy

2002: Google N-Grams, a service that measures the frequency of a word’s use within Google’s collection of scanned books shows that the usage of “startup”  peaked around 2002, shortly after the burst of the “dot-com bubble”

word startup

In evidenza

Is 9001 2015 viable for startups?



Not many young entrepreneurs are familiar with ISO 9001 standard.

All they think they know is sometimes is that:

-it may be useful on a later stage…but definitely not now!

-it’s most of the times an expensive obligation, a condition to have access to certain markets or for approaching some industrial partner that compulsory require the application of this standard in order to do business with them

-it’s somehow perceived as against the spirit of a startup… a pioneer doesn’t shave to spend times drawing maps, his task I conquering unexplored territories. Startups process are liquid and constantly changing, it’s against this flexibility-mantra to tighten-up processes like ISO 9001 seems to suggest

– …ISO 9001 what?

Well, an expert will probably tell you (There are endless articles like that on the net) that ISO 9001 certification is really essential because:

  • Brings into your organization a continuous improvement culture
  • Helps you to formalize and document your processes; the idea behind is: if you can do that, then you can easily explain them to third parties/stakeholders and if a process is formalized, is also under control
  • Teaches you how to approach the concepts of risk and opportunity management
  • Makes you sensitive to customer needs and issues because with ISO 9001 you have to pay attention to customer satisfaction and customer experience, having therefore the chance to boost your sales
  • Shows you the importance to setting goals and objectives for all your processes…in the end performance is everything

NO. Is too simple and unrealistic. That’s just part of the truth…when it comes about ISO 9001 certification you have to think carefully about the following aspects:

PREVENTING COMPANY’S FAILURE ? Startup fail for many reasons, but they are definitely Not failing because they don’t have ISO 9001 certification! First contents, then the framework….if processes are working you are always in time to formalize them into procedures. Start with knowing the standard, and then with applying internally its principles. Your firm will benefit from it.  Undergoing a certification process request defining a clear certification-purpose and having in place a consistent organization… both thing request a mature and well aware organization, with a strong identity and company culture.
CONTINUOUS IMPROVEMENT It’s ISO 9001 DNA, through the plan-do-check-act approach, that is naturally improvement .oriented Improvements can be defined and realized with many alternative methods Get familiar as soon as you can pdca continuous improvement cycle: in the end is a very good management method in every stage of your startup development. Is the best way to get in contact with ISO 9001 world  (and also with other standards of the ISO family such as ISO 20000, 14001, 27001 etc)
PROCESSES DESIGN AND FORMALIZATION It’s true, this represent a weakness for many startups…they just don’t document and write down enough their processes; but establishing uniform and well defined process is essential for:

– transform a craftsman, like sometimes a startupper really is (producing products with sometimes unacceptable erratic quality) into a business man (able to guarantee always the same quality standard)

-make yourself understood and appreciated to potential partners and investors

Process design and formalization is costly, takes a lot of time and needs to be kept properly updated and therefore well understood by everyone into your organization. Briefly, it needs also a lot of (expensive and time demanding) training Do it in steps:

-set this point as, f.i., a specific Business plan’s goal

-start with core processes, the “heavy ones” that really make your organization looking unique and special… that’s a good point for developing a good business plan too!

-get gradually to reach a full documentation of primary and secondary processes in a two years approach


RISKS AND OPPORTUNITY Getting familiar with the concept of risk since the early development stages is very important. Not being enough  risk-aware is a very significant reason of failure for many startups. ISO 9001 tell to perform a risk analysis, but it doesn’t tell you how to do it, which kind of techniques are appropriate for a startup. Performing a risk analysis and using it as a management tool on a regular basis request time and a mature and consistent management culture. A startup is by definition a risk taking organization. Use first the ISO 9001 risk approach in developing some parts of your business plan (f.i 5 forces model) and get familiar with it. Then fully develop it with the help of some skilled advisor who can provide the most appropriate frameworks and tool to perform the risk analysis
GETTING FAMILIAR WITH CUSTOMER ISO 9001 is, since the very beginning of its history, customer oriented. Being aware of the importance of developing skills, processes and tools to hear the “customer voice” is certainly extremely important Sometimes customer voice can be hard or too expensive to be detected by a startup alone; sometimes can be even misleading, especially when it’s about bringing to market some potentially disruptive and unexperienced change There are many methods and chances (direct, f.i. asking questions directly to your customers, and indirect, like f.i. analysing claims and behaviours) to detect customer satisfaction and the effectives of the provided customer experience.

–          Start with simple and not too much structured methods, gathering timely the first basic feedbacks.

–          Learn how to use it in improving your organization

–          Refine your research and analysis from time to time investigating some specific elements (f.i. connected with some commercial initiative such as the launch of a new product

SETTING GOALS AND OBJECTIVES ISO 9001 provides a really important  and widely used framework for setting, reviewing, and taking action against objectives etc etc It can be difficult, especially in an early stage, to follow efficiently the many changes and the variations a startup  may have to undergo; moreover, goals and objectives may be enforced by partners, investors, customers etc Use first the ISO 9001 just as a framework able to inspire and make your work consistent. Then refine your work from time to time, following the progressive formulation of your firm’s identity


It can be concluded that:

  • the implementation of ISO 9001 standard into your organization is important but probably not in an early stage of development: at this stage training (also about ISO standards) is instead essential to get familiar with this specific world;
  • at an intermediate stage, you can use ISO 9001 framework for internal application to build your quality system and trying to organize people, resources and process inside your business;
  • you can then think about ISO 9001 third party certification when your firm is sufficiently mature to implement and most of all improve and maintain such a quality system growing consistently and coherently with your business development; you can also think, in order to make costs sustainable, to obtain ISO 9001 certification as part of a cluster, a joint venture or a network of firms.






In evidenza

Making a beeline for market


What is eternal is circular, and what is circular is eternal said Aristotle

Not your business, probably.

Common knowledge it that a person who gets lost in unfamiliar terrain often end up walking in circles. It looks to the most of the people like an axiom.

                                                   retta cerchio

It may be true but in facts is just part of the truth. We imagine ourselves in the middle of an unfamiliar terrain, like a forest or maybe somewhere in the ocean during a storm: but let’s add an external directional reference to this scenario, such as the sun or the stars, and everything changes. Science proves that our previous assumption is completely wrong…humans are perfectly able to walk on a straight course even in an unfamiliar terrain if you only give them the chance for a reliable reference point able to eliminate the accumulating noise in their sensorimotor system.

If this reference point exists, then we can “make a beeline”, common expression to say that we are able to head directly and quickly toward something or some place.

For a startup is more or less the same thing, if we are able to look for those reference points in the landscape we’ll conquer 3 important targets:

  • Avoid losing unnecessary resources in order to accomplish our business targets
  • Understanding that those points may vary according to circumstances and therefore a continuous assessment process is requested to understand which reference point may be viable, consistent, feasible…
  • Changing/choosing some reference point (either a partner, a product, a service, a leader, a vision etc) doesn’t mean at all to lose your identity: that should help you to classify their relative importance. In the middle of a journey, the top of a mountain can represent a momentary reference point that can lead you out of a valley, where instead the sun represents the key to reach your final destinations. Then probably the first is a mission, the second is about setting values and/or a vision

Is your startup running the risk of walking in circles or instead is able to make a beeline for market?

Here the most typical signs:

No leadership Clear leadership (whatever leadership model..)
Follow the leader Being inspired by the leader’s vision
We are right We want to prove that we are right
Going ahead Planning
Past Future
Time is endless Time is a precious and scarce resource
Gathering data Gathering knowledge
Analysing data Forecasting, making scenarios
Comfort zone Accepting risk
Having an idea Having a vision
Working  together Collaborating and sharing
Believing in a white knight We have to do it ourselves.
Rigid tasks Flexibility
Changing is a drama Change is a normal process
Reactive Proactive
All or nothing Rome wasn’t built in a day…success may be reached adopting a stepwise approach
Our firm is forever We don’t know…we will be there till we’ll be useful to someone
Being always sure Managing uncertainty
Driving onto train tracks Cut out your way
Destination is everything Present position is important
Creating borders Exploring
Interested only in the firm Interested in the competitive landscape
Exclusive company culture Inclusive company culture
Talking  and announcing Communicating
Improvement Improvement and/or disruption
Focused on effectiveness Focused on efficiency


So in the end we can argue that strategy can be defined as the set of activities and resources that can make an organization shift from walking in an unproductive circle to moving on a straight and efficient path


In evidenza

Feasibility study: how and why

by Ouijdane El Arabi (A graduate of the national school of management and trade Oujda Morocco, a current student in EMUNI University Slovenia in Euro-mediterranean entrepreneurship diploma (EMED). Worked previously in several non profit organizations but also interned in many businesses.)

What is a Feasibility Study?


feasibility study

The feasibility study is a concept that gets mixed quite often with the concept of business plan. The feasibility study however it is not a business plan, regardless of the fact that much of the informations are in the business plan do exist in the feasibility study. The feasibility study tends to answer a single major question: Is it a viable idea to proceed with?

In other words, the feasibility study is intended to answer if the business idea makes sense and profitable (narrow the alternatives and provide the focus to highlight the opportunities that might be hiding or not showing to the entrepreneur), Cash flow, profit with  reasonable risk, long term viability and long term business goals.

On the other hand, the business plan is a detail plan of how to achieve success, goals, targets,….

The feasibility study’s process goes through determining 3 major analysis:

  • Market analysis : Composed by :
    • Demand: on this level we need to answer the following questions: Does the demand exists? If Yes, how much is its level? How much of the product the customer will purchase and how often?
    • Target market: at this level we need to have an accurate targeting of customers in addition to defining elements related to them (where do they live, their revenues…)
    • Competition: how many competitors do we have? What they do well? and what are their weaknesses? And how our business and product(s) will be different than them     ?
    • Market channels and outlets: What channels are we going to use? Ex: Retail, grocer market direct sales (knock on the customer’s door for example) … Do they require specific distribution?
  • Production analysis : We need to determine:
    • Facilities and equipment: What are the required equipments? Where to retain them? Can we repair them? if not how close is a reliable technician?
    • Labor and management: by identifying the number of employees, knowledge and skills they need to have, and our ability to train them. On the other hand, determine the skills needed in our side to manage and weaknesses that can happen to us as well.
    • Inputs all material: From where to have them? Is our schedule aligning with the schedule of obtaining the inputs?
  • Financial analysis : It has 4 main levels to precisely plan as well, we can present:
    • Startup costs: costs required for land, facilities, machines, licenses and all elements to start the venture. We need to determine also how our venture will be financed.
    • Operating costs: Gathers the fixed and variable costs to run and produce and how they change over time,
    • Financing: how to finance the venture: it is about knowing the requirements to fiancé the venture.
    • Revenue and profitability: It is essentially the price, profit and results.

Key advices for creating a good feasibility study:

Elaborating a feasibility study is not always a piece of cake, however every entrepreneur is capable of doing it by using one or many of these tools:

  • For the Market analysis:
    • Data collection: First and secondary data using observation, surveys, focus groups, interviews.
    • PESTLE, SWOT, Porter’s five forces, Blue Ocean Strategy Analysis ( you can find more about in this site )…
  • For the production and financial analysis:
    • Distinguish between the operating and investment activities (define long term and short term assets)
    • Define the risks and uncertainties to try to manage them ahead.
    • Best case, worst case and “most likely” scenarios.
    • Proceed with the cost/benefit analysis (define the break even point in units and in timing)
  • General directives:
    • Call for the help and assistance of the specialists in each field but also business angels that can offer moral support as well as the financial one.
    • Engage the whole team in elaborating the feasibility study.
    • Being open to changing some aspects of the business to have the best results on the longer term.
    • Be flexible.
    • Don’t be afraid to let go an idea if it is not fruitful for you as an entrepreneur!
In evidenza

Il miglior modo per predire il futuro è crearlo

ELEATICHE è un centro studi indipendente che svolge attività di consulenza e formazione per imprese e pubbliche amministrazioni e produce analisi di scenario e previsionali in ambito politico, sociale, economico e tecnologico.
Il centro pubblica report strategici su tematiche globali, studi particolareggiati su specifici settori o aree geografiche, instant papers.
Per maggiori informazioni è possibile scrivere a o visitare il sito


Massimiliano Bellavista

Nunziante Mastrolia

Filippo Di Nardo

ELEATICHE è un centro studi indipendente che svolge attività di consulenza e formazione per imprese e pubbliche amministrazioni e produce analisi politiche, sociali, economiche e tecnologiche.
Il Centro si ispira a una visione politica liberale, in grado di conciliare diritti sociali e diritti liberali, sviluppo economico e progresso sociale, libera impresa e un ruolo di propulsione strategica della mano pubblica.
Le riflessioni che Eleatiche conduce poggiano su alcuni assunti: l’insorgere di un nuovo attore collettivo, la folla; la crisi della società fordista dovuta all’emergere di nuove logiche che hanno totalmente ristrutturato il sistema di produzione; il fallimento dei processi di transizione (Russia, Cina, Turchia); il reshoring e la mutazione della geografia della divisione internazionale del lavoro; una rivoluzione tecnologica permanente che avanza in maniera esponenziale.
In questo contesto, un particolare accento è posto sul passaggio da una società fordista a una società postfordista. Per far fronte agli alti costi di trasporto e di produzione si è creata infatti sia una società sia un modo di produzione fordista, fatto di economie di scala e catene di montaggio. L’evoluzione tecnologica ha azzerato i costi di trasporto e di comunicazione. Si è generato così un nuovo modo di produzione basato su altre logiche (Big Data e Intelligenza Artificiale). Così il modo di produzione fordista si è estinto, ma società fordista che intorno a qual modo di produzione e alle logiche che lo hanno
costituito, continua a vivere, e ciò produce attriti e disfunzioni.
Le analisi di Eleatiche sono pertanto finalizzate alla comprensione dei cambiamenti in atto e alla creazione di futuri postfordisti possibili, che possono cioè realmente vedere la luce, cosicché gli attori pubblici e privati possano mettere in atto tutte le misure utili ad affrontare questi nuovi scenari e a trarne vantaggio.


L’obiettivo di Eleatiche e del suo programma di “Climatologia politica” è proprio quello di fornire alle aziende che operano sui mercati internazionali analisi e strumenti interpretativi che consentano loro di leggere le evoluzioni che l’ordine internazionale sta subendo e approfondimenti con focus regionali sulle aree di maggiore interesse delle aziende coinvolte.
In sintesi, le attività del Centro si focalizzano su: l’evoluzione dell’ordine internazionale; reshoring, Industria 4.0 e globalizzazione; la nuova divisione internazionale del lavoro; welfare state, questione sociale e tecnologia; il fallimento degli erodiani: la difficile transizione politica degli emergenti; le rivoluzioni tecnologiche; il futuro del Welfare; il futuro dell’energia; i nuovi fattori di competitività.

Il mondo aziendale si trova in questi anni a fronteggiare la maggiore crisi di sempre. Questo perché non si tratta dei ben conosciuti e studiati elementi congiunturali ma di una crisi di carattere strategico: cicli economici erratici che non forniscono basi affidabili per un simulazioni e attività previsionali, incertezza sociale e politica sempre meno condizionata da riferimenti ideali e valoriali comuni e transnazionali, necessità di investimenti sempre più massicci in tecnologia, ricerca e sviluppo e capacità analitiche sui big data difficilmente sostenibili singolarmente e per i quali quindi è quindi necessario sviluppare politiche di cluster e reti aziendali. Questi sono solo alcuni dei fattori che spingono le aziende a dotarsi, a fianco dei tradizionali supporti sul piano legale (nella forma di advisory internazionale e di legal opinion) e su quello commerciale ( report di marketing e analisi di mercato/settore) di un terzo presidio informativo: quello dell’analisi di report strategici e di scenario in grado di fornire affidabili informazioni sulle evoluzioni di un determinato mercato o Paese tenendo in debito conto i fattori sociali e culturali in grado di influenzare il contesto competitivo.
La richiesta di questo tipo di servizi è tradizionalmente assai sviluppata nei paesi avanzati, segnatamente quelli di marca anglosassone: molto meno sviluppato è questo mercato nel nostro contesto industriale, anche perché si sconta un gap dimensionale essendo il nostro tessuto fondato sulla piccola e micro azienda. Esso però, tramontata definitivamente nel nostro Paese l’era di un certo tipo di industria “pesante” strutturata, vive e si basa sostanzialmente sui paradigmi diffusi dell’export e della capacità di
propagare in teoria a quasi tutti gli ambiti merceologici industriali, in modo dialogante ed efficace a livello internazionale, un italian style of living ed un effetto di Country of Origin. Per fare questo è necessario sempre di più beneficiare a tutti i livelli di informazioni non solo legate agli ambiti commerciali e regolamentari caratteristici di un determinato settore o Paese, ma mirate soprattutto alla loro conoscenza sociale, strategica, politica e culturale. Su questo determinante fattore competitivo si giocherà il successo di moltissime aziende nel nostro Paese.