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Emanuele Quintarelli

Emanuele Quintarelli's Public Library

  • Politically, the Western world has adopted the premise that governance should be democratic:
  • businesses resemble the monarchies that preceded the rise of the industrial era
  • the earliest sorts of constitutional monarchies where the monarch played a powerful executive role, with powers limited by a constitution or conventions

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  • ince 1983, the number of managers, supervisors, and support staff employed in the U.S. economy has nearly doubled, while employment in other occupations has grown by less than 40%
  • Why is bureaucracy so difficult to eradicate?
  • First, it’s familiar. Bureaucracy is the managerial operating system of virtually every medium- and large-scale organization on the planet.

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  • ighty-five percent of executives say that the greatest barriers to achieving their growth objectives lie inside their own four walls
  • this rises to 94 percent of executives who believe that their most difficult challenges are internal, not external.
  • Growth creates complexity and yet complexity is the number one killer of profitable growth.

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  • internal communication is the feature of social tools that has most benefited their businesses
  • social tools play a critical role in how technology overall can encourage organizational change
  • Ninety-three percent of respondents say their companies use at least one social technology

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  • Rimane purtroppo ancora ampio il divario rispetto al 2009: rispetto a 7 anni fa i fallimenti sono cresciuti del 64,4%, numeri che fanno pensare alle difficoltà che tuttora stanno affrontando le imprese italiane.

  • What’s stopping these executives from making strategy in a way that fits their situation
  • we present a simple framework that divides strategy planning into four styles according to how predictable your environment is and how much power you have to change it. Using this framework, corporate leaders can match their strategic style to the particular conditions of their industry, business function, or geographic market.
  • trategy usually begins with an assessment of your industry.

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  • The problem is that just four in 10 employees worldwide strongly agree that the mission or purpose of their company makes them feel their job is important. And less than half of workers in any industry feel strongly connected to their company's mission. These sentiments might contribute to the fact that only
  • Gallup research shows that a compelling purpose promotes organizational success in quantifiable ways, including higher profitability, fewer accidents and lower turnover.
  • Gallup finds that 83% of people say it is "very important" for them to believe that their life is meaningful or has a purpose

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  • just four in 10 employees worldwide strongly agree that the mission or purpose of their company makes them feel their job is important

  • the majority of the organizations that Gallup has studied struggle to adapt, evolve and change how they achieve strategic objectives when faced with external challenges.
  • Nearly eight in 10 employees (77%) are engaged when workers strongly agree there is open communication, opportunities to provide input, a clear connection between current changes and the company's future, and management support for changes that affect their workgroup

  • Gallup has just completed its ninth meta-analysis of the relationship between team engagement and performance
  • including 1.8 million employees -- across 49 industries and in 73 different countries.
  • When Gallup researchers compared teams in the top quartile to those in the bottom quartile on the measure of engagement, they found median differences in performance, reflected in the graphic below.


  • he diffusion rate of products from invention to saturation has risen dramatically. For example, although it took the telephone 39 years to go from 10% to 40% penetration in the U.S. market, mobile phones achieved that degree of penetration in six years, smartphones in three. As a result, according to our research on all U.S. public companies, firms move through business life cycles twice as quickly, on average, as they did 30 years ago. That means products and business models become obsolete more quickly and companies must adapt more rapidly.
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