Mario Gastaldi

Doing What Works: Forward in Solution-Focused Change: Developing a Growth Mindset - How individuals and organizations benefit from it

Thu, 19 Jan 2012 00:51:00 +0100

via solutionfocusedchange.blogspot.com

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prova post per notifiche

Sun, 09 Oct 2011 18:11:32 +0200

prova post per notifiche

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Turn The Agenda Into Action

Tue, 28 Dec 2010 13:25:24 +0100

A summary of the key points in Mike Hammer’s The Agenda. http://amzn.to/agenda-mh

Amplify’d from andrewmpark.wordpress.com

Over the last nine chapters, I have laid out an agenda that prescribes what companies must do to thrive in the customer economy. Here it is, in summarized form:

1. Make yourself easy to do business with…
2. Add more value for your customers…
3. Obsess about your processes…
4. Turn creative owrk into process work…
5. Use measurement for improving, not accounting…
6. Loosen up your organizational structure…
7. Sell through, not to, your distribution channels…
8. Push past your boundaries in pursuit of efficiency…
9. Lose your identity in an extended enterprise…
Read more at andrewmpark.wordpress.com

See this Amp at http://bit.ly/gUq3tk

Business Process Reengineering failure rates

Sun, 26 Dec 2010 20:37:12 +0100

I am looking for evidence on BPR ineffectiveness.

Amplify’d from findarticles.com

Much of the literature on BPR has taken an evangelical stance on the issue, assuming that BPR is automatically good for an organisation. As a consequence, there has been little reportage of actual BPR failures. Estimates of failure rates vary. For example, Caron et al. (1994) report a 50 per cent failure rate, while Murphy (1994) reports a failure rate of 70 per cent. However, it is quite probably the case that many failures may go unreported since the organisation will understandably not want to publicise the fact, or, indeed, may not even survive to tell the tale. Therefore, it is likely that the true failure rate may be even higher. Certainly, many companies only begin to consider BPR when they are faced with a survival-threatening crisis and radical surgery is required. For example, Rank Xerox were forced to reengineer their business processes when their market share plummeted from 90 percent to 9 percent following the entry of Japanese competitors into their marketplace (Hammer & Champy, 1993).
Read more at findarticles.com

See this Amp at http://bit.ly/i5Y0GW

A perspective on how Organizations work

Wed, 22 Dec 2010 17:42:41 +0100

Amplify’d from mariogastaldi.com

Appreciative Inquiry: The Constructionist Principle in practice

“Reality” is a social construction; it arises from language and from communication between people. Reality is the idea that people share on a certain issue or on the organization in general. Relationships between people are crucial.

Reality that people observe inspires their behavior, their engagement, their motivation, their passion, their creativity, initiative. It is’ critical taking care of the process by which people give meaning to the reality they observe.

Implications

The first one is the Constructionist Principle.

Practical tips
Read more at mariogastaldi.com

See this Amp at http://bit.ly/ic5t0V

Dieci suggerimenti per l’Engagement dei collaboratori.

Thu, 26 Aug 2010 18:30:30 +0200

Top-Tens-of-Employee-Engagement
E’ finalmente uscito il Libro orchestrato da David Zinger! I dieci migliori suggerimenti per l’Engagement dei collaboratori.

Una raccolta di contributi da parte di numerosi colleghi studiosi del tema: motivazione e coinvolgimento dei collaboratori.

Anche io ho contribuito i miei dieci punti, (pag. 81), e ringrazio molto l’amico Terrence Seamon, che ha pensato di citarmi espressamente nel suo blog. Terrence naturalmente è uno dei contributors, ed è egli stesso è studioso di primo piano sul tema. A pag. 69 parla di The Engaging Manager (il manager che coinvolge).

Scaricate il Libro. Trovate moltissimi spunti utilissimi per migliorare l’Engagement dei collaboratori e la performance della vostra organizzazione. E’ una miniera di ricca di opportunità con tantissimi contributi veramente pratici ed interessanti.

I miei suggerimenti riguardano Conversazioni che Motivano.

Che ne pensate?

Buona lettura.

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My Diigo
Individualism vs collectivism | International Business Cultures
Harmony and loyalty within a company is very important and should always be maintained and confrontation should be avoided. In China it is out of question to disagree with someone’s opinion in public. You will do that in a more private and personal atmosphere to protect a person from the “loss of face”
Sole 24 Ore - Aiuti mirati per dare impulso alle reti
non sarà facile separare il grano dei progetti dal basso, autenticamente aggregativi di Pmi, dal loglio dei contratti di rete sottoscritti solo per accedere alle agevolazioni o per ritagliarsi un po’ di visibilità sui giornali.
What are Complex Adaptive Systems?
Complex Adaptive Systems
Monza. Successo di Artigianetwork, al via in “rete” nuovi percorsi di business | MB News - Notizie, Giornale online della Provi
È stata una svolta. Non solo Artigianetwork, l’evento che ha dato il via al progetto di “rete” degli artigiani del Gruppo di Apa Confartigianto di Milano Monza e Brianza ha radunato in un caldissimo giovedì pomeriggio di luglio oltre 200 operatori, che di solito non si parlano, ma l’esperimento è arrivato alla meta delineando attraverso il confronto e lo scambio di idee nuovi percorsi di business.\n\nIl rischio era di tornare a casa a mani vuote. E invece allontanato il sospetto pragmatico che si fosse lì solo per scovare una qualche commessa, una torta da spartire, l’entusiasmo di conoscersi tra artigiani del medesimo territorio, circa il 70% era made in Brianza, ha prevalso scaturendo il confronto, l’interesse e in alcuni casi l’intesa.\n\nLo start alle conversazioni guidate su problematiche reali che hanno fatto emergere capacità e competenze degli artigiani, perché non si trattava di un convegno o di una lezione, è stato dato da Mario Gastaldi, specialista, al resto poi hanno pensato gli artigiani che si sono trasformati in protagonisti, prima con timidi scambi di bigliettini, poi arrivando a formare ben 30 gruppi di lavoro su tematiche specifiche, che da oggi continueranno ad essere discusse sul sito 2.0 www.artigianetwork.it .\n\n«C’è stata una grande partecipazione: molte aziende adesso si sono conosciute e hanno iniziato percorsi di collaborazione - ha commentato Filippo Berto, il presidente del Gruppo giovani di Apa Confartiginato brianzolo - Questo è il punto di partenza per recuperare quella vitalità e quegli strumenti necessari ad andare oltre la crisi». Dall’intraprendenza dei gruppi di lavoro è emersa chiara la voglia di farcela, l’intenzione di uscire a breve, facendo rete, da questo momento di depressione economica.\n\n \nLe istituzioni al fianco degli artigiani. Sassoli: «Avete la responsabilità del futuro imprenditoriale MB»\nUn momento questo di Artigianetwork che è stato voluto e sostenuto non solo naturalmente da Apa Confartigianato, c’era Gianni Barzaghi, presidente del Gruppo e anche il segretario ge
Why you should make crowdsourced tasks meaningful « Getting Results from Crowdsourcing
Research from traditional workplaces shows that providing context to a task so that people understand why it is being done is a strong motivator.
About « Net-Map Toolbox
Net-Map is an interview-based mapping tool that helps people understand, visualize, discuss, and improve situations in which many different actors influence outcomes. \nBy creating Influence Network Maps, individuals and groups can clarify their own view of a situation, foster discussion, and develop a strategic approach to their networking activities. More specifically, Net-Map helps players to determinewhat actors are involved in a given network,how they are linked,how influential they are, andwhat their goals are.
Unawave
Project Management on Google Wave.\nAnyone has tried it?
The Myth of Generational Differences in the Workplace
Summary of Deal’s Findings\nAll generations have similar values. For example, family tops the list for all of the generations. The most striking result of the research, Deal says, is how similar the generations are in the values that matter most.\n\nEveryone wants respect. Everyone wants respect, but the generations don’t define it in the same way. In the study, older individuals talked about respect in terms of “giving my opinions the weight I believe they deserve,” while younger respondents characterized respect as “listen to me, pay attention to what I have to say.”\n\nLeaders must be trustworthy. Different generations do not have notably different expectations of their leaders. Above all else, people of all generations want leaders they can trust.\n\nNobody likes change. The stereotype is that older people resist change while younger people embrace it. These assumptions don’t stand up under the research, which found that people from all generations are uncomfortable with change. Resistance to change has nothing to do with age; it has to do with how much you stand to gain or lose as a result of the change.\n\nLoyalty depends on context. It is said that younger generations are not as loyal to their organizations as older workers. But the research shows, for example, that the amount of time a worker puts in each day has more to do with his or her level in the organization than with age. The higher the level, the more hours worked.\n\nEveryone wants to learn. Learning and development were among the issues brought up most frequently by people of all generations. Everyone wants to learn and to ensure they have the training to do their job well.\n\nEveryone likes feedback. According to the research, everyone wants to know how they are doing and to learn how they can do better.
What Empowerment? Enterprise 2.0 Meets Taylorism! - All Collaboration - allcollaboration.com
I recognize that the extreme of empowerment is anarchy and the extreme of command & control is dictatorship. Neither extreme is true, nor should it be. Extremes lay out the boundaries for discussion and action. We will always find ourselves in this spectrum of extremes. So, the issue I am raising is not either-or, instead, whether we are making progress towards the promise of Enterprise 2.0 as it relates to empowerment.\n\nWhere do we go from here and, and more importantly, how
What BP’s Oil Spill Says About Management Today
Navigating a business successfully through turbulent times requires the ability to deal with ambiguity, be resilient in the face of adversity, be authentic and have the innovative capacity to anticipate and respond to the unpredictable environment. Consequently, leading through permanent whitewater requires an ability to sense, make sense, decide and act quickly. It requires a sharp mind, humility and an openness to new experiences.

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The last comments for
Leadership e Persone Difficili

mariogastaldi 37p

Credo che tutte le vostre osservazioni dicano cose vere.
… le persone difficili esistono … certo,…

Jump to » 10 weeks ago

The last comments for
L’imprenditoria umanistica di Brunello Cucinelli

mariogastaldi 37p

Ciao Giobicop (posso chiamarti così? :) … siamo molto d’accordo.
Proprio il Processo…

Jump to » 10 weeks ago

GiobiCop

grazie Mario per il post.. concordo su molti punti, credo infatti che più si consente ad una persona…

Jump to » 10 weeks ago

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RT @EskoKilpi: We are on the threshold of an economy where the fundamental processes of communication and coordination are being transformed

4 hours ago from Twitter - Comment

Just bought Gamestorming: A Playbook for Innovators, Rulebreakers http://www.amazon.com/Gamesto… - looks good for organizational design/innovation

5 hours ago from Twitter - Comment

Meglio essere informati … - La Merkel blinda la libertà di stampa pubblicabili le notizie top secret - Repubblica.it http://www.repubblica.it/esteri…

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RT @the99percent: Are you someone’s boss? Books you should read: http://www.fastcompany.com/1684469…

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Questo/a opera è pubblicato sotto una Licenza Creative Commons.

via mariogastaldi.com

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listening to "Neffa - Cambierà"

Tue, 03 Aug 2010 00:44:09 +0200

listening to "Neffa - Cambierà"

listening to "Zucchero Feat Mousse T - Il Grande Baboomba"

Tue, 03 Aug 2010 00:33:01 +0200

listening to "Zucchero Feat Mousse T - Il Grande Baboomba"

listening to "Zucchero feat. Jenny Bae - Everybody

Tue, 03 Aug 2010 00:27:46 +0200

listening to "Zucchero feat. Jenny Bae - Everybody

listening to "ZUCCHERO with Stevie Ray Vaughan - Mama [MADRE DOLCISSIMA (Memphis, 19.03.1989)]"

Tue, 03 Aug 2010 00:25:17 +0200

listening to "ZUCCHERO with Stevie Ray Vaughan - Mama [MADRE DOLCISSIMA (Memphis, 19.03.1989)]"

listening to "Patti Smith Live - Gimme Shelter (Christiania 2007)"

Mon, 02 Aug 2010 23:58:17 +0200

listening to "Patti Smith Live - Gimme Shelter (Christiania 2007)"

listening to "Patti Smith - Perfect Day (Live at Roskilde Festival, July 3rd, 2010)"

Mon, 02 Aug 2010 23:55:23 +0200

listening to "Patti Smith - Perfect Day (Live at Roskilde Festival, July 3rd, 2010)"

Appreciative Inquiry per il Cambiamento Organizzativo: sette buoni motivi.

Tue, 11 May 2010 08:12:40 +0200

via mariogastaldi.com

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listening to "Sting

Wed, 24 Mar 2010 00:54:59 +0100

listening to "Sting :

@jet333: “Sting & David Sanborn – “Ain’t No Sunshine When She’s Gone”..”

listening to "Moby - Shot In the Back Of the Head

Sat, 30 Jan 2010 12:50:28 +0100

listening to "Moby - Shot In the Back Of the Head

Il valore aggiunto della funzione HR — Sviluppo delle Organizzazioni

Sun, 03 Jan 2010 19:58:42 +0100

via mariogastaldi.com

Interessante per chi si occupa di HR (risorse umane).

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Leadership e Direttori d’Orchestra — Sviluppo delle Organizzazioni|Growing Organizations

Wed, 30 Dec 2009 09:48:11 +0100

via mariogastaldi.com

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Otto domande per pianificare il futuro

Mon, 28 Dec 2009 01:23:30 +0100

We’re all making lists. We’re all looking for three words, for next steps. We all know that we just need to start, that the first step is the most important, that finishing matters. We all know all those things. We all know how to find the tools to help.

Here are 8 questions to help you decide where in your life you want to apply those tools.

What do I want to finish?

What do I want to change?

What do I want to maintain? (Sometimes you are actually doing fine about some things).

What do I want to refine?

What do I want to stop doing?

What do I need to do, though wanting has nothing to do with it?

What can I finally throw away?

What do I want to go back to?

via levite.wordpress.com

Ci avviciniamo al nuovo anno.
Colgo l’occasione per fare a tutti Voi gli auguri più cari.
Solitamente, in questo periodo, molti di noi affrontano il rito … definire obiettivi e programmi per il futuro, e per il nuovo anno.
Mi è sembrato interessante riportarvi otto domande da Jon Swanson che ci aiutano in questo importante sforzo.

1. Cosa voglio terminare?
2. Cosa voglio cambiare?
3. Cosa voglio conservare? (qualche volta, in effetti, stai facendo bene alcune cose);
4. Cosa voglio perfezionare?
5. Cosa voglio smettere di fare?
6. Cosa ho bisogno di fare?
7. Cosa posso finalmente buttare via?
8. Cosa voglio ripescare?

Quali sono le vostre risposte?

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listening to "Coldplay - The Scientist"

Thu, 24 Dec 2009 19:25:56 +0100

listening to "Coldplay - The Scientist"

listening to "Obadiah Parker - Trouble (Coldplay cover)"

Thu, 24 Dec 2009 19:05:23 +0100

listening to "Obadiah Parker - Trouble (Coldplay cover)"