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Ten Areas of Action to Redesign the Sales Function
The Covid-19 era has imposed deep transformations on sales organizations, and above all, required them to answer the question of how to manage the recovery in a new normal . A study by the Commercial Excellence Lab at SDA Bocconi has identified the ten areas of action for sales organizations in the post-pandemic future: process redesign, data-driven approach, new customer segmentations, redefinition ...
Business Leadership and the Rise in Levels of Conflict
Even before the outbreak of the pandemic, a need was evident in organizations to structure the relations between management and their collaborators differently, abandoning the old top-down, control-centered management of relationships. To manage the rise of internal conflict and improve organizational and productive processes, businesses are increasingly turning to alternative dispute resolution mechanisms ...
How to Extract Value from Governance
A survey conducted by SDA Bocconi has shed light on the fact that Italian companies that have adopted more advanced governance models have “stayed on course” better, obtaining superior performance in the period of the pandemic and being able to more correctly assess the risks deriving from internationalization, investing more in safer countries.
Start-up Finance: Promoting and Sustaining Innovation
To finance start-ups, to meet financial needs and the need for less dilution of the founding shareholders, various instruments are currently available. In particular, beyond simply raising equity through private placement, it is possible to make use of alternatives such as participatory or convertible financial instruments, semi-equity instruments and stock market listing. This evolution in the tools ...
High-Impact Leadership: The (Hidden) Power of the Relationship
The difficultly some leaders have in making the most of the human factor can be traced to the way they interpret the relationship with their associates. Positive leadership – understood as the process through which a leader achieves results and generates value with people – is able to promote engagement in individuals and psychological security in teams. A positive leader guides people investing ...
Project Management between the Past, Present, and Future
In the current historical phase, the two main approaches to project management, the predictive and Agile approaches, are considered more than complementary alternatives. Many projects would actually need to mix these different approaches harmonically, since the various products they consist of can require different life cycles that will then have to converge into a single result. The integration and ...
The New Logics and Growth Trajectories of Powered Advertising
The communicative potential offered by new technologies has profoundly modified the marketing tools in the hands of advertisers. “Powered advertising” indicates a new model of advertising based on new digital technologies and data. “Powered advertising” offers significant advantages with respect to traditional advertising strategies, as it offers a means of advertising that is measurable and ...
Another Weapon for Businesses: Imitation Market Strategies
Although innovative strategies are able to offer greater potential profits, they also bring a greater risk of failure. From the standpoint of balancing opportunity and risks, innovation and imitation should thus not be seen as alternatives, but as complementary. The digital paradigm has made innovation, but also imitation, easier. Among the second mover vantages not to be underestimated today, we ...
Creativity in Businesses, between Myths and Good Managerial Practices
In all organizations, favoring creativity in companies and properly managing it is essential to innovate and support growth and competitive advantage. Among the key skills at any organizational level – so much that the World Economic Forum entered it among the set of abilities most requested on the labor market – creativity is often the subject of false convictions: it is innate, it exists only ...
Enemy Number One: Rhetoric
In recent years, the label of Diversity & Inclusion (D&I) is gradually substituting that of Diversity Management, including in managerial practice. The concept of inclusion stresses the importance of recovering the ethical dimension within discourse on diversity, a passage that in the context of the broader reflection on corporate social responsibility, underscores how companies have great responsibility ...