Presentation
IMPRESA INSIEME is a consulting
firm specialized in supporting growth processes for the improvement
of the internal functionality of organizations, enabling
them to meet their market’s needs and social legalization
requirements.
Its original approach is interdisciplinary and integrate.
It is based on specialized skills of communication, formation
, organization and management and expresses itself with a
participative involvement method.
The fundamental value of this choice concerns the central
position that people occupy. Our conviction is that
people, in organizations, are not just mere parts of a mechanistic
system or positions or roles of an inert organizational structure.
They are main actors, bearers of experience and competence
but also of values and interests that give a sense to the
things that they do together.
Therefore, we are convinced that the process of change that
is pursued in organiztions is to be sought after and carried
out with a participative and responsible involvement
of the people that work there and whoever else has important
relational dealings with these people.
IMPRESA INSIEME offers its services to those
organizations that have intentions of:
- giving every person the capability of expressing their
needs and their planning skills.
- using the help of specialists to carry out effect processes
of improvement.
- allowing people to take part in the change.
- Promoting the utmost functional and personal cooperation.
- facilitating continuous learning, that starts from constant
reflection on ones functionality.
- developing transparent and constant communication both
internally and externally.
- comparing oneself with external context by exchanging
experiences with other organizations.
IMPRESA INSIEME intervenes
prevalently as a consulting process, but can
also be a turnkey for management communication, formation
and organization.
It’s intervention aims at supporting the people that are
part of the organization, starting from the top management
so that they can become the moving spirits in the management
of change.
The organizational levels that we usually establish contact
with are:
- the organization’s management, that can start the process
of change, mobilize all the internal resources ansd promote
external agreement.
- the staffs of Communication, Formation, Organization
and Personnel Management that can help with the definition
of functional policies, specific programs, methodologies
and integrated tools.
- commitees purposely set up to preside over transformation
programs that can help the participants interpret matters
that have to do with management process and also help them
in decisions that have to be made concerning the right solutions
at certain given times.
The areas in which IMPRESA INSIEME shows
distinctive competence are those:
1. that want to improve communication among organizations
and their context of reference. This of course, if by
the behavior of the people working there we can assume that
the organizations are “actually” communicating.
Our support consists of making it possible for all the employees
to communicate in a conscientious and positive way because
they are aware of their role, of their organization’s
strategies and of the improvement process in progress.
To this we add our counceling, in order to stimulate the
participation of the stakeholders in the organization’s improvement
plans and support as proof of our commitment for carrying
out communication undertakings. of strategic sharing that
supports the management of the organization in formalizing,
“relating” and then “debating” its strategic choices, with
its employees according to their different levels of responsibility
and their different roles. This is done with the aim of sharing
the trajectories and analyzing the changes that should be
brought to the “organization culture”, and singling out priority
change projects to be carried out in the sharing strategy.
The originality of this approach lies in the fact that this
operation takes place in workshops purposely structured to
make choices and face the problems that have to be overcome.
With this process, the organization’s chief interlocutors,
which are in part customers and in part institutional structures,
in which the organizations operate, can take part.
2. of organized planning that methodologically supports
the work groups that the organization sets up to solve the
problems that come up during the development of the strategic
sharing stage. Our support makes it possible for the
organization’s personnel to find the right solutions to their
problems, working in interfunctional conditions and therefore
solving the usual problems of functional interdependence that
organizations have. The originality of this approach
is in making the project, that the personnel is working on,
an occasion for learning and also a way for listening and
picking up positive project ideas from outside interlocutors
that are interested in solving the initial problems.
Finally that of making the project’s course “the object” and
the “subject matter” of a process of communication both inside
the organization and between the organization and the context
of reference.
3. of listening to the context, both inside and outside
the organization, in order to point out expectations, motivations,
cultures at stake,to single out the improvement processes that
have to be started and evaluate the efficiency of projects already
operating. 4. in planning and assigning formation initiatives
that support and strenghen the process of formation-intervention
brought into action with communication strategic sharing
and organized planning, also in training people for their
positions and giving them a professionalism that will make
them able to sustain and maintain the process of change that
is taking place.
5. of the prearrangement of financial undertakings for
various interventions, especially the formative ones.
IMPRESA INSIEME operates for businesses, firms,
public offices and administrations that need to develop a
functional improvement process inside their organization because
of a change of roles or strategy and at the same time need
to develop a better acceptability from the context of reference,
made up of customers and the social structure which
they must confront.
For the past ten years, we have been working side by side
with the managements of organizations, helping them
with the important process of change, this, because of an
increased sensibility of the producton companies towards
an “environment orientated” management and of public administrations
that want efficiency, management transparancy and quality
service for its citizens.
REFERENCES ON
APPLICATION OF THE METHOD
The method’s starting point is research-intervention that
has been experimented since 1973, for the change taking place
in the work organization of Italian companies.
It has grown with the methodologies of project-management
which were standard procedure in aeronautical design companies
from 1979 - 1985.
It integrates fully developed elements of management, growth
and motivation of employees from 1983 to 1989.
It adds the knowhow of management communication in 1989.
It experiments and consolidates its integrated application
in the light of Responsible Care in chemical companies
starting in 1988.
It experiments and validates its use in public services starting
in 1994.
At present its application is considerable in various public
and private organizations.
ENICHEM
Our objective was to recover a positive relationship between
industrial establishments and the territory, this, by
providing a process of internal improvement towards environmental
responsibility and a contextual improvement in communication,
both internal and external.
This is in complete harmony with the philosophy of RESPONSIBLE
CARE and with the initiatives promoted by FEDERCHIMICA
in Italy.
The projeict started in 1989 was called “Communication and
Environment” and was run by a facility named “Margherita”
whose groups and subgroups were articulated throughout the
company.
The more important plants that used this project were those
of : Porto Marghera, Ravenna, Ferrara, Mantova,
Brindisi, Priolo, and Porto Torres.
The areas of project were those that improved:
- the plant structure
- the operative procedures in managing productive processes
- ergonomic working conditions and quality of working life
- reports, concerning environmental, economical and social
conditions
- formation and
- communication, both internal and of the surrounding context
Our model of intervention has embraced a motto: “Environment
together is possible”. This motto has distinguished
all the undertakings that have been promoted but most of all
it has distinguished the way the undertakings were done.
In fact, the groups of the Margherita structure worked as
a network and through internal benchmaking developed diffused
planning which made local problems easy to solve. The
system also customized collective knowhow on the industrial
grounds.
A few of the results of diffused planning were:
- shared planning, in each department, of the technological
investments for the improvement of security and environment.
- the methodology of listening to understand the context
on the quality of environmental behavior both inside and
ouside the plants.
- a newspaper on environment that gives an account of the
environmental commitment to the people inside the plant
and to the more important interlocutors outside the establishment.
- the environmental balance that represents the improvement
in connection with the objectives planned in advance, the
processes and the structures that were made to be followed.
- the social balance, that represents the “added value”
of an industrial establishment on the territory.
- agreements with nearby universities for an exchange of
knowhow.
- the formation of improvement organizers, change designers
and communicators. These roles are necessary for making
people “in line” able to sustain the process in progress
and the improvement change.
The experience acquired by IMPRESA INSIEME is
made accessable by the management formation structures of
ENI, IAFE and all the groups that belong to the companies:
AGIP, AGIP PETROLI, SNAM, ITALGAS, SNAM PROGETTI, ENI RICERCHE.
LAZIO REGION
The objective of our intervention was to recuperate service
efficiency and effectiveness, qualifying the role played
by two council offices in changing the institutional tasks
that the decentralization of administration had brought to
the regions. the program caused the involvement of all
the personnel that worked in the areas that had to be improved
and the activity of internal project groups that had to find
the right solution for the change that was necessary in that
context.
PROVINCE OF GENOVA
The objective was to develop, both in the new role and
new strategy of the company, complete understanding and
responsability of the internal personnel and the cooperation
of the social and institutional structures of the territory
of Liguria, starting from the formalization of strategies.
The second phase was to formalize the policies of each
of the 12 functional areas where the organizational structure
of the company was articulated and to rectify the actions
of the management that wre run, according to their indications.
The third phase was to work with the project groups in order
to achieve different ways of communication, both internal
and external, that would qualify the company an it’s improvement
policies.
SELF-GOVERNING PROVINCE OF BOLZANO
The objective is to organize a group of college graduates
to work on the changes that public and private
administrations go through. During the formative program,
the graduates will carry out a project of strategic analysis
of the five different administrations: the Province, the
Commune, the local health unit, the Transportation department
and the Steel Plants of Bolzano, with the intention of
giving suggestions on the improvement of each organization
and the process of improvement in the system that links relations
among the five establishments.
COMUNE OF SASSARI
Our intervention has to do with the organizational set
up of the administration and the starting of improvement
projects that will permit the administration to excersize
it’s new role (new law for the local self-governing regions
are being applied in Italy) and to develop the strategies
that the political management decides to follow. This
is all integrated with a communication strategy that also
consents the involvement of the stakeholders of the territory.
THE TRANSPORTATION DEPARTMENT OF GENOVA (AMT)
Our intervention dealed with the carrying out of the strategic
plan made by the management. It consisted of a major
involvement of the internal personnel and it helped recuperate
internal efficiency, re-establish union agreements, introduce
strategic projects, define the service list, intoduce
a system of evaluation of services, bring about a management
turnover, define the operating organization, obtain a large
amount of funds for formation and improve the relationship
between the city and the establishment.
THE TRANSPORTATION DEPARTMENT OF BOLOGNA
The department has signed an agreement with Union Organizations
that intorduce, among other things, “a reward for results”
. This reward can be won by any one of the internal
employees. It relates to the company’s results in earning
performance, productivity and quality. Our intervention
was targeted towards the improvement of integration between
the budgeting of the goals, the measurement of the results
and the collective awareness of participation in the management
towards it’s goals in a time of change in the field of transportation.
THE WATER COMPANY OF VENICE
The intervention started with the need to carry out the company’s
list of services and continued by developing a managing
system that aims towards a continuous improvement through
a massive participation of workers. The important Phase
of the intervention program was putting together and publishing
the Social Budget. This is a first example of a social
report with an added value of being an organization in a territory
and awarde with the Oscar of The Assolombarda.
THE HEALTH DEPARTMENT OF VICENZA
Our intervention involves the employees of the Prevention
Department, which are at least 150 people. It’s aim
is to make operable an internal unit of the department which
was set up to give the public an integrated service in case
a new installation has to be made. Therefore, it means
making the unit that is inside the Department function and
making the Department which is inside the USL function also,
by planning, together with the employees, the best solutions
in view of the certfication of quality.
THE COOPERATIVE “INSIEME SI PUO’ “ OF TREVISO
The intervention aims at preparing 20 young graduates to
become “PROJECT MANAGERS”. The course was designed together
with a formation cooperative from Treviso and was financed
by the European Community through the Veneto Region.
As for Bolzano, the graduates will follow an itinerary of
formation, this participation will make it possible to carry
out interventions of organized analysis in advantage of the
organizations that will hold stages for the graduates.
SCHOOLS OF FORMATION
Because of it’s original approach in formation, IMPRESA
INSIEME has accepted to collaborate with important
schools of formation operating in Italy, especially with:
- CEGOS for the carrying out of formative programs
on Organizational Flexability and Change in public administrations.
- IPSOA for the carrying out of formative programs
on Marketing and Project Management in public administrations.
For it’s specific competence,in the field of Communication,
linked to the processes of change, IMPRESA INSIEME takes courses
on Management Communication and Environmental Communication
at:
- IAFE ENI school of formation
- REISS ROMOLI Telecom school of formation
PUBLIC DEBATE
Besides the consultation activity, IMPRESA INSIEME
is responsible for a public debate that brought closer together
the world of management to the world of public administration.
We are convinced that in this hisorical moment both are interested
in reflecting on systems to use for carrying out useful changes
for thei existence and for the existence and well-being of
the community, especially the workers.
Deeply convinced of the usefulness of confrontation of experiences,
culture and knowledge, we have promoted and
conducted public meetings, with the topic
of Management Change, at:
Milanoc/o Federchimica
c/o MIP Politecnico di Milano
Romac/o IRI Management (scuola di formazione manageriale
dell’Iri)
c/o Forum (collegata alla Università La Sapienza)
Napoli c/o Unione Industriali
Genova c/o Sogea (scuola di formazione delle Associazioni
imprenditoriali)
Salerno c/o Unione degli Industriali
Viterbo c/o Cefas (scuola di formazione di
un consorzio di strutture imprenditoriali)
Bolzanoc/o la Provincia
Torino c/o Università - Facoltà di Magistero
Sienac/o Associazione degli Industriali della Provincia
di Siena
Livorno c/o Associazione tra gli Industriali della
Provinca
The people that participated at the talks, organized at each
meeting were: business men, managers, scholars, public administrators
and trade unionists.
THE
PARTNERS OF IMPRESA INSIEME
Renato Di Gregorio
He recieved a degree in Economics and Commerce from the University
of Naples.
He has thirty years experience working in large companies
as Organizational Development Manager, Management Development
Manager of Formation and Communication.
He has worked for ITALSIDER, AERITALIA and ENICHEM (ENI group).
Besides being in charge of interfunctional coordination,
he has also been in charge of the development of interfunctional
projects thus expanding his undeniable experience in the field
of Organizational Project Management.
At ITALSIDER, he handled the development of intervention
- research projects for the improvement of work organization.
At AERITALIA, he coordinated the interdivision project
for the improvement of prevention systems and control.
He introduced systems of management evaluation and joint incentive.
At ENICHEM he coordinated the introduction of Management
Development Systems of joint incentive, an environmental improvement
project and communication improvement among the plants
of the organization.
During the past years he has acquired experience in the public
sector and has conducted interventions of improvement of internal
functionality and of communication in various administrations,
placing their political and managerial managements side by
side.
The Lazio Region, the Province of Genova, the Commune of
Sassari, the Transportation Department of Genova and the Water
Company of Venice are only a few of the places of his more
important interventions and where we can easily verify the
approach he used and the results of hi approach.His intervention
is based on a model of formation - intervention where the
fields of organization, management, communication and formation
interlace during the course of Project Management that involves
the structures and the people of the organization, making
them the responsible designers of their change.
He collaborates with the Università Cattolica of Milano
for Service Marketing and is an expert of Ergonomics having
covered a managerial position in the Società Italiana di Ergonomia.
He has published various articles on Management in specialized
magazines. He contributed to the publication of two
books, one on Organization with F. BUTERA and one on Communication
with G. SANTORO.
He has published two books with the editor Guerini:
La Formazione - intervento nelle Organizazioni
Progetti di Cambiamento
Progettare per apprendere nella Pubblica Amministrazione
He is now governing director of IMPRESA INSIEME.
INSIEME.
Roberto Marziantonio
He has a degree in Law and a specialization in Business from
the University of Social Studies “Pro Deo”.
He is owner of Strategia d’Immagine S.r.l., one of Italy’s
most qualified public relations agencies.
He teaches Public Relations at the school of Relazioni Pubbliche
of the IULM, Università Libera di Milano and also teaches
a Master of Scienze dell’Informazione at the University “La
Sapienza” in Rome.
He is a publicist, and director of business reviews and magazines.
He is member of the Order of Journalists of Milano. He is
a founding member of Nova Spes ( International Foundation
for a Qualitative Human Development ) and of Cerp (Eoropean
Confederation of Public Relations ) and of the Experimental
Institute for the Development of a Social Budget.
He is autho of:
· I Protagonisti dell’Immagine, ed. IPSOA, Milano
1985/1990
· Bilancio: Lente dell’Immagine, ed. IPSOA, Milano
1988
· Comunicazione, Cultura & Immagine, ed.
G&M Strategia d’Immagine, Milano 1995
· Comunicazione e Processi di Miglioramento, ed. G&M
Strategia d’Immagine, Milano 1997
A
LIST OF PUBLICATIONS BY RENATO DI GREGORIO
Inserimento di neo-ricercatori dell’organizzazione in
azienda
IMPRESA E SOCIETA’ 1982
La ricerca-intervento nell’ambito dello sviluppo organizzativo
Aeritalia
F. ANGELI: La progettazione Organizzativa 1983
Mercato, strutture organizzative, tecnologia: interpretazione
di alcune linee evolutive
L’IMPRESA 1983
Il simposio internazionale sulla produttività
INDUSTRIA E SINDACATO 1983
Ergonomia, innovazione tecnologica e sviluppo
CELID 3° CONVEGNO NAZIONALE DI ERGONOMIA
Di fronte all’innovazione ora l’ergonomia fa marketing
IL SOLE 24 ORE 1984
Organizzazione per gruppi e tipologie di coinvolgimento
IRI: LIBRO 3 , 1984
La strategia tecnologica
INDUSTRIA E SINDACATO 1984
Incentivi monetari e sviluppo della produttività
SVILUPPO E ORGANIZZAZIONE
Innovazione dei processi di progettazione
CAD/CAM 4° convegno nazionale di ergonomia 1985
Organizzazione del lavoro scienza di management
OSSERVATORIO IFAP 1985
I processi di sviluppo manageriale delle imprese italiane
SVILUPPO E ORGANIZZAZIONE 1986
Quanto costa il successo
TEMPO ECONOMICO 1986
Nuove risposte a problemi nuovi: lo sviluppo della consulenza
TEMPO ECONOMICO 1987
A scuola di management
TEMPO ECONOMICO 1997
Sviluppo organizzativo in Italia
SVILUPPO E ORGANIZZAZIONE 1987
Manager miei, vicini e lontani
TEMPO ECONOMICO 1988
Il Business delle risorse umane
TEMPO ECONOMICO 1988
Immaginando la realtà: formazione sul project management
TEMPO ECONOMICO 1990
Trasferimento tecnologico e cultura d’impresa
TEMPO ECONOMICO 1991
Un modello italiano per la cultura d’impresa
TEMPO ECONOMICO 1992
La Farfalla e l’uragano: la comunicazione interna per
la qualità ambientale
GUERINI ED.1993
Fare e Comunicare: le novità di un progetto
ECOS 1994, n° 6
Comunicazione d’impresa: i nuovi valori
TEMPO ECONOMICO 1994
La Formazione- intervento nelle organizzazioni
GUERINI ED.1994
I due volti della comunicazione
TEMPO ECONOMICO 1994
Chimica e ambiente: l’importante è comunicare
IMPRESA E AMBIENTE 1995
Il cambiamento si gestisce con la formazione-intervento
L’IMPRESA 1995
Il progetto Comunicazione e Ambiente di Enichem
SVILUPPO E ORGANIZZAZIONE 1996
Progetti di cambiamento
GUERINI ED.1996
L’azienda pubblica coinvolge il cittadino
L’IMPRESA 1997
Ergonomia del
Territorio
VI Congresso di Ergonomia, Settembre 1997
Progettare per apprendere nella Pubblica Amministrazione
GUERINI ED. 2000
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