iimc italy general 3-2-2015

Innovative Integral Top Management ConsultingGroup Italy

Dott.Gianluca Cavina

Aggiornata al 03/02/2015

Our Mission: Partnership Win

Win … implementando soluzioni di altissimo valore aggiunto …in un ottica di medio lungo termine

Innovative Integral Top Management ConsultingGroup

• Consulenza Top Direzionale a 360°:

soluzioni ed implementazioni

• Obbiettivo Primario: creare soluzioni

di altissimo valore aggiunto per il cliente in

un’ottica Win Win di M/L termine

• Team: ex Amministratori unici e/o

delegati, Country Managers, Direttori

Operation, Direttori amministrazione

finanza e controllo e/o Dirigenti con

almeno 10 anni di esperienza di successo

• IIMC Italy: network

internazionale qualificato

I nostri Valori e Principi fondamentali

• Integrity & Compliance

• Indipendenza

• Oggettività

• Competenza

• Fiducia

• Open minded

• Disponibilità

I nostri Servizi di Partnership

• Soluzioni Personalizzate

• Eccellente rapporto investimenti e benefici

• Facilmente implementabili e sostenibili

• Miglioramento continuo

• Misurabili

• Globali ed Internazionali…IIMC Italy

• Upgrade periodico nell’ottica del miglioramento continuo

in Partnership

I nostri Servizi di Partnership

• Consulenza Top Direzionale

• Temporary/Interim Top Management (AD e

AU, COO, CFO, Amministratori Indipendenti,

Dirigenti Apicali)

• Temporary/Interim Top Management «su

misura» per PMI con possibilità di

investimenti di capitale diretti

• Selezione e ricerca Top Manager e

Dirigenziale Apicali

• Information & Communication Technology

Consulenza Top Direzionale

• Check up aziendale

• Prevenzione e Gestione Crisi,

Ristrutturazioni e Strategie Aziendali

• Aziende Familiari e Passaggio

Generazionale

• Tutela e difesa dei patrimoni

aziendali e personali

• Corporate Control & Ottimizzazione

dei costi & Lean-digitized process

improvement

Check up e Cruscotto Aziendale

DIAGNOSTIC SCORECARD

Function Evaluated Indications of Weakness (a) Percentile (b)

Management / Supervision 0 of 5

100%

Human Resources 1 of 12

59%

Marketing 1 of 8

89%

Business Process Quality 1 of 6

52%

Executive Leadership 2 of 5

8%

Product/Service Innovation 2 of 5

79%

Business Planning 5 of 12

42%

Sales 4 of 9

49%

Exit Planning 4 of 6

72%

(a) Number of indications of potential management process weakness out of the total factors examined.

(b) Your Percentile identifies how your responses rated your management processes relative to all other firms

examined using this diagnostic.

Prevenzione e Gestione Crisi, Ristrutturazioni e Strategie

• Check up aziendale volto a definire lo stato

di salute…azioni possibili ed implementabili

• Business Plan allineato con strategia,

obbiettivi ed indipendenza finanziaria

• Bilanciamento delle fonti di finanziamento e

flussi di cassa

• Ottimizzazione dei rapporti con istituti

finanziari

• Ottimizzazioni delle attività non core

• Internazionalizzazione con mercati esteri

• Temporary Top Management Team

Prevenire è meglio che

curare

Aziende Famigliari e Passaggio Generazionale

• PMI 80-90% delle attività industriali

• 1/3 non supera la seconda generazione

• 2/3 la terza generazione

• Successione…processo complesso…leadership e

delega

• Occorre gestire al meglio il passaggio

generazionale tenendo in considerazione:

l'equità (patrimonio), l'armonia (famiglia) e

la meritocrazia (azienda)

• Programma basato sull’eccellenza delle

operazioni, sui processi senza sprechi(lean),

sull’innovazione e la sostenibilità nel medio-

lungo termine

Il nostro approccio

metodologico…


• Analisi della gestione attuale(Gestione e

soluzione degli eventuali conflitti)

• Pianificazione delle misure da

adottare(Predisposizione della

Costituzione di Famiglia)

• Individuazione e realizzazione della

strategia per la nomina di un successore

• Ricerca e individuazione di eventuali

successori


• Supporto e training dei

successori(eventuale reindirizzo strategico

ed organizzativo)

• Piano di fuoriuscita del fondatore

• Monitoraggio, implementazione e controllo

in seguito alla nomina del successore

• Eventuale Temporary Top Management

per PMI con possibilità di investimento

diretto

• Eventuale Exit Strategy

Affiancamento del

successore pre e

post

Tutela e Gestione del Patrimonio Aziendale e Personale

• Costituzioni di Holding ed altri veicoli

societari come difesa del patrimonio

personale dai rischi delle attività

economiche

• Costituzione degli strumenti di protezione

del Patrimonio(Fondo Patrimoniale, Atti di

Destinazione, Polizze Vita, Mandati

Fiduciari, Società Estere)

• Costituzione di Trust

• Gestione Patrimoni per conto Terzi

Affiancamento e

supporto a 360° pre

e post

Corporate Control & Ottimizzazione dei costi

• Efficienza produttiva, capacità di

reazione ed adattamento,

flessibilità…indispensabili per l’odierno

contesto ‘turbolento’

• Magazzino pieno di scorte = azienda

florida…Oggi e domani= costo e rischio

• Ridurre all’osso i costi, rendere flessibile

il lavoro, investire in nuovi

macchinari…risposte tradizionali

Ripensare l’organizzazione dei

processi per…una

organizzazione efficiente e

rapida…lean…


• Snellimento dell’azienda

• L’eliminazione delle attività non a

valore aggiunto

• Semplificazione

• Sviluppo capitale umano

• Visualizzazione come strumento

gestionale

Lean non è una tecnica da

imparare in un manuale

ma…modo di pensare

condiviso da tutto il personale

dell’azienda


• Ottimizzazione dei Costi: analisi dei

processi aziendali individuando criticità

e soluzioni di miglioramento facilmente

implementabili

• Cruscotti Aziendali: Balanced Score

card con indicatori di performance sia

quantitativi sia qualitativi

• Progettazione ed implementazione di

Sistemi Informativi Innovativi:

Enterprice Resource Planning(ERP) &

Business Intelligence(BI)

Temporary/Interim Top Management

• CEO & Amministratori

• Direttori Generali (COO)

• Direttori Amministrazione Finanza e

Controllo (CFO)

• Dirigenti Apicali

• Garantiamo skill e

performance dei Top

TTM e dei team di

supporto

Temporary/Interim Top Management «su misura» per PMI

• Per mantenere e migliorare la

competitività sul mercato occorre

investire in Know How strategico

• Il Top Manager ‘perfetto’ è il

principale investimento per una

competitività vincente

• Il Top Manager ‘perfetto’ ha un ritorno

dell’investimento minimo di 5 volte nel

ML termine…medio di 20-30 volte

PMI spesso non

investono in know

how strategico


• PMI spesso non investono in Top

Manager per motivi psicologici

privandosi di know how strategico

• PMI non guardano al ritorno

dell’investimento nel ML

• PMI hanno un ulteriore gap da

colmare…….

Top TM specifico per

PMI abbatte la barriera

psicologica….come?


Top Manager presente in azienda dalle 2

alle 4 volte al mese:

• Minor investimento e ad alto ritorno nel

ML

• Costi fissi minimi

• Acquisizione di know how strategico e ad

alto valore aggiunto

• Condivisione dello stesso con la

proprietà e il top management a cadenze

regolari

• Investimenti di capitale diretti

PMI più competitive

Selezione Top Executive & Dirigenti Apicali

• Garantiamo che il know-how e le

capacità operative dei Top executive e/o

dirigenti apicali siano reali come da CV e

superiori alle aspettative aziendali(i

selezionatori sono Top Executives)

• Incremento di produttività ed efficienza

misurabili

• Network Internazionale

Information & Communication Technology

• L'ottimizzazione dei processi (business

process re-engineering)

• La riduzione dei costi attraverso

l'identificazione e l'eliminazione degli

sprechi

• L'ottimizzazione nell'utilizzo delle risorse

• Il miglioramento nell'utilizzo delle

tecnologie abilitanti a supporto delle

attività produttive.


Per supportare il processo di cambiamento

IIMC è in grado di fornire i seguenti

servizi:

• Analisi Funzionale dei processi

• Scelta degli strumenti (Software/System

Selection)

• Gestione dei sistemi ERP e BI

(Enterprise Resource Planning, Business

Intelligence)


• Gestione della conoscenza (Knowledge

Management)

• Dematerializzazione della carta e ciclo

di gestione della documentazione

(Document management)

• Gestione dei progetti finalizzata al

controllo operativo e all'aumento del

ritorno dell'investimento (ROI).

Steps nostra Collaborazione Partnership

Output:

report diagnostico

sintetico(SWAT)

Output:

Piano di

miglioramenti da

implementare

Output:

Piano di

miglioramenti

Steps nostra Collaborazione Partnership

Output:

report stato

avanzamento

implementazioni

Ciclo si ripete

Output:

Piano di

miglioramenti

integrato

La nostra metodologia

Valore Aggiunto

Analizzare (Analyze)

1

Progettare

(Design)

2

Sviluppare personalizzando

(personal development)

3

Implementare

(implement)

4

Controllo, monitaraggio

feed back

azioni correttive

5

Back up

Appendice

• Cruscotto Aziendale e Check up


DIAGNOSTIC SCORECARD

Function Evaluated Indications of Weakness (a) Percentile (b)

Management / Supervision 0 of 5

100%

Human Resources 1 of 12

59%

Marketing 1 of 8

89%

Business Process Quality 1 of 6

52%

Executive Leadership 2 of 5

8%

Product/Service Innovation 2 of 5

79%

Business Planning 5 of 12

42%

Sales 4 of 9

49%

Exit Planning 4 of 6

72%

(a) Number of indications of potential management process weakness out of the total factors examined.

(b) Your Percentile identifies how your responses rated your management processes relative to all other firms

examined using this diagnostic.

Recommendation Indications / Implications

Examine Human Resource Management

Practices

Further examine your human resource management

processes, practices and behaviors in the areas of

recruitment, performance, retention, compensation and administration to uncover opportunities to drive value.

Determine the impact that ineffective management may be

having on your organization. Identify the benefits of taking

action to improve human resource management across your company.

Why this is important:

Ineffective human resource management may create

substantial legal, operational and financial risk for company

owners and other stakeholders.

Your responses indicate you may not have:

Performance expectations as part of your performance review process.

Implications:

Without a proper performance review process,

employee morale, productivity and company financial performance will suffer and litigation risk will increase.

Examine Marketing Management Processes

and Methods

Further examine your marketing management processes

and methods to uncover opportunities to improve the return

on your marketing investments. Determine the impact that ineffective marketing may be having on your sales efforts

and and your bottom-line. Identify the strategic benefits of

taking steps to improve marketing management practices.


Ineffective marketing will make it difficult or overly

expensive to sell your products and services, impacting competitiveness and long-term viability for your business.


A strategic marketing plan.

Implications:

Without a complete and effective marketing plan, your sales team will suffer from a lack of qualified prospects

and you will not maximize your return on marketing

expenditures.

Examine the Quality of Business Processes

Further examine the quality and effectiveness of your business

processes to uncover opportunities increase efficiency,

consistency and accuracy of business operations and administration. Determine the impact that suboptimal processes

may be having on profitability and customer satisfaction. Identify

the long-term benefits of taking steps to improve business

process quality across your organization.


Poor quality business processes may result in great inefficiency and waste or unnecessary delays in serving the customer,

impacting market competitiveness. In addition, poor quality

business processes may result in errors impacting the customer

and the company's reputation in the marketplace.


Root cause analysis for customer complaints.

Implications:

Frequent customer complaints and rejects from delivery of products/services not meeting

customer requirements will result in increased

costs and possible customer defection.

Examine Executive Leadership Behaviors and

Methods

Further examine your use of effective leadership behaviors to

establish and communicate a sound and consistent sense of direction to management, staff and other stakeholders. Assess

your ability to inspire, generate enthusiasm across the

organization and foster a positive and productive company

culture.


Without effective leadership, your vision for the company may

not be understood and shared by your management team and employees, resulting in organizational confusion, lack of

engagement and wasted resources.


Documented either a Vision or Mission statement.

Set and tracked your goals and objectives.

Implications:

Without a documented Vision and/or Mission

statement, your employees and stakeholders may lack a universal understanding of the strategic

aims and ambitions of the company, preventing

your entire organization from contributing their

actions and energy toward strategic goals.

If you do not track performance to your company

goals and objectives, you may not recognize when

your company is off course and waste critical time

and financial resources.


Examine Product/Service Innovation Processes and

Capabilities

Further examine your company's core innovation processes and capabilities to identify weaknesses impacting the quality, timing and effectiveness of new product / service development. Explore how well you generate new business opportunities through innovative product development and how that may impact your competitive position and

your ability to grow your business. Why this is important: Without effective innovation processes and capabilities you will not be able to maintain a strong competitive position in your industry or drive revenue growth by expanding existing markets or entering new markets.


The ability to leverage open innovation.

The right collection of people engaged in

product development.

Implications:

If you cannot identify partner organizations and technologies to complement internal R&D programs, your pace of new product development and the related investment may pose a competitive disadvantage for your company.

If you do not have the right mix of people

engaged in product development, you will not leverage your internal resources well.

Examine Product/Service Innovation Processes and

Capabilities

Further examine your company's core innovation processes and

capabilities to identify weaknesses impacting the quality, timing and

effectiveness of new product / service development. Explore how well

you generate new business opportunities through innovative product development and how that may impact your competitive position and

your ability to grow your business.


Without effective innovation processes and capabilities you will not be

able to maintain a strong competitive position in your industry or drive

revenue growth by expanding existing markets or entering new markets.

Your responses indicate you may not

have:

The ability to leverage open innovation.

The right collection of people engaged in

product development.

Implications:

If you cannot identify partner organizations

and technologies to complement internal R&D programs, your pace of new product

development and the related investment

may pose a competitive disadvantage for

your company.

If you do not have the right mix of people

engaged in product development, you will

not leverage your internal resources well.

Examine Strategic Business Planning Processes

Further examine the adequacy of your strategic planning processes and methods, and your reliable execution of those processes to consistently

achieve the goals and objectives of owners and stakeholders. Determine

the impact that inadequate planning may be having on your long term

prospects. Identify the benefits of taking steps to improve business

planning.


Ineffective or incomplete business planning may result in poor decision-making and misuse of resources vital to the success of the company.


Established measurable objectives for

achieving your goals.

Established achievable objectives for


Established relevant objectives for


Established objectives with a clear time frame and due dates.

Assigned accountability nor attained

acceptance by responsible parties for their

responsibilities.

Implications:

If company objectives are not defined properly and accountability is not clearly

established, long-term goals are not likely

to be achieved.

Examine Sales Management Processes and

Methods

Further examine your sales management processes and methods to

uncover opportunities to improve the productivity of your sales

resources. Determine the impact that ineffective sales processes may

be having on your people and your profitability. Identify the strategic benefits of taking steps to improve sales management practices.


Your sales planning, compensation, hiring, prospecting, goal setting

and other key processes may not promote the top-line growth needed

to compete in your market.


A documented sales plan.

A sales compensation plan.

Pre-call planning.

Negotiation and closing skills.

Implications:

If you do not establish and follow a well-

conceived sales plan, you cannot staff your sales organization properly or direct their

efforts to achieve top results.

Without the right sales compensation plans in

place, salaries, rewards, bonuses or incentives may not be consistent or "fair"

among team members, resulting in employee

morale, retention and performance issues.

If proper pre-call planning is not performed,

your sales team will not be well prepared to achieve the best results as they interact with

customers and prospects, driving up sales

costs and reducing top-line sales results.

Without effective negotiation and closing skills, the sales cycle will be extended, driving

up selling costs and limiting top-line sales

results.

Examine your Business Exit Readiness

Further examine your readiness to exit your business in a way that

helps you become keenly aware of how effective exit planning and

timely execution of those plans will maximize your ability to achieve or exceed business objectives and meet your personal financial

goals.


Lack of timely exit planning will jeopardize your ability to exit your

business on terms that will satisfy your financial needs and on a

timeframe that supports your personal life goals.


Understood the key value drivers influencing the amount potential buyers will pay for your

company.

Understood the variety of complex strategies

available to maximize the value you will receive at exit.

Understood the best way to organize your

company to minimize tax liabilities.

The right collection of experienced exit advisors.

Implications:

If you are not aware of the key value drivers that potential buyers are looking for then you

may overlook important business changes that

could positively influence exit valuation.

If you are not aware of the many complex

strategies you may employ to maximize the

value you receive at exit, you are unlikely to

maximize that value.

If you are not confident you have prepared your company to minimize tax liability upon

exit, you are likely to pay more taxes than

necessary.

If you do not have the right collection of exit advisors to guide you, you will not achieve

your optimal exit outcome.


• Affianca/condivide il know how e le

capacità

strategiche/amministrative/gestionali

con il team in modo che in 6-12 mesi

diventino indipendenti…l’investimento

in Top Executive è molto remunerativo

nel M/L per l’azienda(a fornte di 150-

300M…ritorno di 15-30MM)

• Investimento calibrabile a secondo delle

proprie esigenze e necessità(full time,

part time)

Tasso di ritorno

significativamente

alto nel M/L


• Operazioni straordinarie, quali acquisire una

nuova società/stabilmento, aprire un nuovo

mercato, ect….6-12 mesi durante i quali

forma le nuove risorse e il suo potenziale

sostituto contribuendone alla selezione

• Quando la Ferrari(Top Executive) piace e si

percepisce la realizzazione incrementativa

del reddito aziendale…cioè si è toccato con

mano che a fronte di un certo investimento il

ritorno è più di 10 volte …scatta la ricerca del

profilo uguale se quello attuale non è

interessato a rimanere…

Tasso di ritorno

significativamente

alto nel M/L

Conclusioni e Domande

• Scadenza

• Risultati previsti

• Rischi e problemi noti

o Tempi previsti per l'analisi di questi

problemi

• Interventi e misure immediatamente

successivi

iimc italy general 3-2-2015

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