Being a CEO is a great role, and with great power comes great responsibility. So I was quite puzzled when I read these stats:
* Astonishing CEOs stats about their own job security
* Unexpected stats about digital innovation, changes and engagement
* Expected stats about poor execution of the technology and/or consulting they invested in
-> Unreasonable expectations for CEOs
-> Frustrations and common issues
-> No time for finding a better way

* Why A-Player Talent is NOT the solution for the company you drive
* Differences between employees who follow your rules and the ones who challenge them
* Which of the two types do you want and need?

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Management rule: your processes and your workflow, and therefore your consistency and Quality in the results you get, are only as good as the less skilled person being able to execute them as anyone else.

- Meetings = Crisis
- Most companies ARE in Crisis mode
- WHY adding a client project KILLS YOUR BOTTOM LINE
- WHAT to do instead
- HOW to have solid Management to foster Improvement, achieve greater results, retain Talent

I listened to a very interesting podcast where they talked about the huge need of companies to have "Processes and Systems".
This actually starts very early... usually scaling up from 20 to 100 people.

Read WHY this starts that early.
At what HEADCOUNT do you start noticing?

Of course, it may be corrected later - in some cases, but at what bigger cost?

"The startling truth is that more than a quarter of employees are at high risk of turnover. What’s worse is that one-third of those at high risk for turnover are talented, motivated employees who exceed performance expectations."

On top of that, up to 213 percent of an annual salary for highly educated executive positions!

I really like the idea of combining technology with a ''human voice''.
Automation is important - or unavoidable...
Humans are way too often being pushed to work like machines... when that is - obviously - not their strength.
Who can think in terms of algorithms in your company?

The business model of harnessing and protecting data (because that's where you get the value from) is over. The value is in the interconnection. We still don't see the manifestation of this, and that is normal, the effect takes time to propagate.

In most companies, employees are promoted based on their success in previous jobs. However, being very good in one job do not necessarily translate to another!

One very typical example is someone who has a strong technical competence, who then gets "promoted" to Manager (or Executive).

I remember one of my worst times managing people and projects and customer expectations: every piece that you moved to fight a small flame made a mess of the rest of the planning, impacted other projects, and created other fires.

Every single email that I received needed a decision - an uncomfortable one - and you know how many emails you receive daily.

A customer was giving me feedback about a Productivity Assessment I made for their factory and used the word Poka-Yoke. What does this even mean? 👇 Poka-yoke is a Japanese term that means “mistake-proofing” or “inadvertent error prevention”.

Do you know discussions like "Oh, but I thought it said to do it this other way!"?
Not any more.

We have on the one hand companies that treat their personnel poorly, it’s a hard job, and there are no benefits. And on the other hand, a lack of personnel with market-appropriate characteristics. And, often, with very little willingness to accept anything other than "I want to do what interests me and gives me purpose".

In 1930 John Maynard Keynes declared that technology would allow working three hours a day. The world today is not so close to this kind of reality - yet.
Does it mean this prediction was wrong?
Not necessarily. It means that we are late in adopting innovative technology in a way to massively benefit both the workers and the companies.

What did I learn from it? Quality, 𝘘𝘶𝘢𝘭𝘪𝘵𝘺 and 𝙌𝙪𝙖𝙡𝙞𝙩𝙮. And 2 crucial skills.
Honestly, I probably quite disliked some parts.
- In hindsight, that is a GREAT GIFT for what I do now:

You should NEVER RETIRE! I can already see the comments coming...
people complaining about the minimum age to get a pension increasing every couple of years, and how this is unfair. But how many people do you know that, after retirement, continuously slow down and live a bit of a dull life?

“The most important thing I discovered a couple of months after turning 40 is that I can’t waste any more time doing things I don’t want to do.” A symbolic quote from a symbolic film taking place in my hometown, Rome: a city that is as amazing as it can be dysfunctional.

Let’s imagine a big saucepan full of water, the fire underneath, a lid on top of that. If the fire is low, the lid helps the heat propagate more from one molecule of water to the other, helping to spread the energy inside the saucepan.

I am fasting: no food, just warm herbal infusions for 2 or 3 days. “WHAT? ARE YOU CRAZY? You will starve and die”.

I want people to live well. Or, at least, considerably better than now.

We are entering a new paradigm of existing: something we never thought of before. A way of living that will improve the conditions for our society and our world.

I was discussing with a Sales Director some changes that are happening in the workplace… how technology should be an enabler to let people work better, and how, used properly, this means that we will have… less work to do! Sure, we are not there yet, but look at how rapidly the professions — and the

The digital transformation process can be smooth! What happens often is that different teams or departments within the same company feel as passive receivers of a decision that was made elsewhere that does not really benefit them. When this happens, people are very reluctant to change.

Working From Home has several advantages, in that it allows you more flexibility to manage your time – and even to implement some of the productivity tips much more easily: would you do jumping jack exercises in the middle of the office to reactivate your body and refresh your mind? I don’t think so

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