[#corporate behaviour - 04] Golconde

Il fut un temps où j'étais stressé.
Le psychanalyste m'avait dit que pour me calmer, je devais méditer, me concentrer et m'imaginer comme une goutte de pluie. J'ai dû le prendre trop au sérieux.

 

[Pluie d'hommes qui s'abat sur la ville (1953) de Magritte]

Soudain, je me suis retrouvé à tomber, de plus en plus vite. 
Au début, j'ai ressenti un sentiment de panique. La ville était un lieu sans forme qui prenait progressivement des contours de plus en plus définis. L'émerveillement avait remplacé la panique. 
Puis j'ai réalisé que j'avais beaucoup de gouttes autour de moi, toutes comme moi. Ma solitude et mon sentiment d'abandon ont soudainement disparu.
Maintenant que la terre se rapproche de plus en plus, je ne veux rien d'autre que de m'évaporer avant de m'écraser.

[# change management - 01] La valise dans la tête

Je suis né et j'ai grandi sur une île. Quand j'avais 19 ans, j'ai fait ma classique valise et je suis parti pour "le continent". Oui, en théorie, je suis allé vivre dans le même pays, avec la même langue, la même histoire. Mais tout était différent. Si j'étais resté pour vivre sur l'île, le monde serait resté un inconnu à explorer. Ayant trouvé le courage de partir, m'éloignant de mes affections et de tout ce que je connaissais, je suis devenu un homme en état d'exploration permanente.

 

[René Magritte, Le Château des Pyrénées]

Quand tu pars, tu deviens un hybride. Pour tous ceux qui restent dans ta ancienne vie, tu deviens celui qui est parti. Pour tous les autres, tu seras toujours celui qui vient de loin.L'expatriation t'oblige à t'adapter. C'est une grande leçon de vie, car pour s'adapter, il faut apprendre à écouter, à observer, à comprendre, à chercher la vérité dans ce qui se passe autour de soi.
S'il s'agit alors d'apprendre une autre langue, alors la leçon est encore plus utile. Parce que tu commences à comprendre et à raisonner sur les différences. Et ensuite, progressivement, à reconnaître les points communs. Cela signifie l'intégration. Ta  vie quotidienne se mêle à celle des étrangers, puis des collègues et compagnons, enfin des amis, des épouses ou maris, des enfants. Ton racines sont entrelacées avec celles des autres et tu deviens un élément vivant, une partie intégrante d'une entité organique plus grande et plus précieuse. 
En fin de compte, tu réalises que ce que tu semblais avoir perdu au début, s'est transformé en quelque chose de beaucoup plus important. Que ta valise est devenue un état d'esprit, un mode de vie qui t'accompagne toujours, faisant de toi un citoyen du monde. Et que si je n'étais pas parti, moi, en tant qu'homme, je serais resté comme une île, entourée d'une mer inconnue, dans un monde beaucoup plus grand que moi.

[#corporate behaviour - 03] Mediocrazia

Mi capita (non sono il solo) di leggere e analizzare, confrontarmi nella silenziosa quiete di un articolo o di un libro e mettermi in discussione. Una guerra pacifica fra la mia curiosita', la mia ignoranza e le mie mediocrita'.

Mi capita che alcune parole (storie, personaggi, linguaggio) mi mandino in risonanza. Nel bene e nel male.
Il titolo dell'articolo che segue potrebbe tristemente e poco elegantemente far pensare a una miserabile volonta' di rivendicare qualcosa. Invece e' un articolo molto bello, che usa espressioni efficaci, come "estremo centro" e "giocare il gioco".

Questo blog lo uso come un taccuino per gli appunti. Se non annotassi questa lettura e alcune considerazioni, sarei, in qualche misura, non onesto, uno degli homo abnegus di cui parla l'articolo.

Questo pezzo tocca le corde della mia sensibilita' perche' ben rappresenta la situazione con cui ho convissuto a lungo e da cui, con decisione e impegno, mi sono liberato, nella speranza di riuscire a creare qualcosa di meglio, non solo per me.

Ci sono alcuni aspetti di degrado, decomposizione sociale che la crisi economica globale ha messo in evidenza in modo tanto brutale quanto silente. Non ho ancora trovato un articolo, un libro che ne parlasse. Negli anni in cui si gestivano le aziende come se la domanda di mercato fosse infinita e destinata a durare in eterno, le corporate sono cresciute in maniera scomposta, riempendosi di dirigenti e middle manager con competenze non all'altezza. Questa zavorra ha superato la leva dell'1:5, dove quell'1 non ha nulla da dirigere, ma c'e', ha un costo e non te ne puoi liberare. E questo blob intermedio tiene la distanza fra ruoli apicali (quelli che potrebbero agire le leve del cambiamento) e quella parte sana del capitale umano che sta sotto, studia e impara, cresce come il muschio e potrebbe fare da anticorpo naturale alla stagnazione.
Come puo' il talento emergere quando e' sovrastato, per numero e armi, da una tale cappa di mediocrita'? Come si puo' cambiare la pelle a un dinosauro conservatore, maschilista, militarmente gerarchico, omofobo, retorico, autoreferenziale che resiste con tutte la forza della propria ignoranza collettiva a preservare uno status quo costruito in anni di lealta' a conformismi locali?

Questo fenomeno di combustione di capitale umano e' un disinvestimento sociale che rallenta il necessario rinnovamento della classe dirigente di amministrazione e industria del nostro paese, al fine di preservare proprio la testa dell'animale preistorico che ha dato origine al declino culturale e industriale che viviamo. E' contro natura.

Quando stiamo seduti su una sedia scomoda abbiamo svariate possibilita'.
Possiamo stare scomodi e zitti (la parabola della rana bollita:http://laranabollita.blogspot.it/…/la-parabola-della-rana-b…).
Oppure possiamo stare scomodi e, badando bene a non cambiare mai posizione, lamentarci. Qualcosa di cui lamentarsi lo si trova sempre. Ci si sfoga e si va avanti un giorno alla volta.
Oppure cerchiamo di maturare il linguaggio di una nuova forma di consapevolezza, il coraggio di descriverla, la volonta' decisa di agire un cambiamento cosciente e orientato a costruirci un futuro. E cambiamo, cazzo.

http://angelomincuzzi.blog.ilsole24ore.com/2016/06/19/la-mediocrazia-ci-ha-travolti-cosi-i-mediocri-hanno-preso-il-potere/

DP

[#corporate behaviour - 02] On the candor and courage of telling the truth.

Some recent crime news hit my sensitivity. It is a terrible and sad story of adult abuse on children and murder. The episode was followed by the entire Italian nation with collective mourning and rage.
When such news hits the headlines, I usually do not get into details because I feel much discomfort with the collective need to obsessively know about brutal information and express rage.
Certainly, being father of a five years old played some role in how I felt close to what happened.

There is a detail, in this story, that somehow made me reason a lot.
In the building where it all happened, the local community where many people probably knew or suspected, the truth remained veiled until the culprit's children told detectives what had been going on.
Two questions have come to my mind.

How could it be that so many adults held back such terrible suspects, creating a code of silence and implicitly protecting a criminal?
If years of education and life experience have led many adults to feel so fearful and powerless, what's wrong with our cultural model? What, in the end, restrains people from declaring truth?

The second point is about those young witnesses. When kids feel something is unfair, there is no educational or cultural compromise leading them not to tell the truth. When kids say something is wrong, they are right. They have no fear of declaring their pain.

When we know such violent events, the time spent on reading news, confronting with friends, meditating on meanings is some sort of ritual helping us to go beyond our stressed bad emotions. We tend to consider what happened just far away from our lives.

I was thinking about many episodes in my professional path but, more generally, in my life when I was witness of something that made me feel uncomfortable, that I considered unfair. Any time I did not find a proper way to raise my hand and say there was something wrong, someway I contributed to keep a group balance, but I colluded with some kind of bad leadership and committed violence to myself.

I have been taught that managers should be able to transform problems into opportunities and I sincerely believe that. But, what is the difference between creating value out of potential or concrete issues and hiding problems? If the CEO of a company, just to make an example, is exposed to a picture of the company he/she is supposed to lead that is artificially mitigated and sweetened by first and second lines in the name of a general, culturally standardised need to steadily propose a favourable image of what is going on, well, how will such CEO be able of properly use his/her managerial levers to act the best possible strategy?

Promoting honest confront on how things are going on, the right to tell the truth is not an option but a concrete need. Investing in spreading culture on how to properly communicate truth is a valid option.

DP

[#corporate behaviour - 01] Managerialita' e parita' di genere.

All'inizio di Marzo 2016, una persona nota, membro di una community che si occupa d'innovazione, fu invitata a contribuire a un convegno di una nota societa' di telecomunicazioni Italiana, dal sottotitolo "La parita' di genere riguarda tutti. Anche gli uomini". Ironia, la stra-grande maggioranza del panel era composta da uomini.
Egli chiese spunti per confezionare il suo intervento e fra i quesiti ci fu questo: "Quali sono i principali ostacoli, oggi in Italia, al raggiungimento della parità di genere?"

Nei miei anni da professionista ho osservato e imparato un sacco dall'esperienza di lavoro con colleghe. Di seguito la mia risposta.

"Qualche anno fa partecipai a un evento in cui lo speaker era l'AD del piu' grande gruppo bancario Italiano in Europa. Il suo intervento incluse alcune considerazioni in cui mi ritrovo. Non ricordo le parole esatte, percio' vado a memoria e riassumo, usando concetti miei. 
Partiamo dal presupposto, teorico, che la natura abbia deciso di distribuire l'intelligenza, fra uomini e donne, secondo una Gaussiana. Allora non si spiega perche' almeno l'80% dei dirigenti nelle corporate Italiane sia maschio. Quanto meno si sta perdendo un 30% di potenziale in capacita' manageriale. Come mai non si riesce ad avere un equilibrio di genere compatibile con l'assunto iniziale? 
Se il problema e' che le donne (immaginiamo, semplificando, in quota parte maggiore della meta') hanno bisogno di uscire dall'ufficio alle 17:00, magari per andare a prendere figli a scuola (per altro non capisco perche' lo stesso problema non l'abbiano gli uomini), allora l'innovazione consisterebbe nell'essere abbastanza ordinati e diligenti dal pianificare gli incontri che le coinvolgono affinche' non si svolgano dopo le 17:00. Non dovrebbe essere un impegno troppo gravoso. 
Non avere una distribuzione del potenziale coerente con la capacita' e' un limite alla crescita delle imprese. Il sospetto che cio' accada perche' a guidare le imprese siano per la gran parte uomini nasce spontaneo. 
A ogni modo, non valorizzare questo potenziale o e' una scelta o e' una non scelta. Nel primo caso e' una scelta manageriale incomprensibile: perche' farsi male da soli? Nel secondo caso e' superficialita', nella migliore delle ipotesi."

DP

[#innovation - 13] Corporates losing focus on innovation.

Just a couple of highly recommended points from this Jobs' interview:

1) On corporates' lost attitude to make good products. [26:59 to 27:32]

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"[...] and the companies forget what it means to make great products. Sort of the product sensibility and the product genius [...] get rotted out by people running these companies who have no conception of a good product versus a bad product. They have no conception of the craftsmanship that's required to take a good idea and turn it into a good product. And they really have no feeling in their hearts usually about wanting to really help the customers."

2) On the downfall of focusing on processes vs creating good contents. [min 30:46 to 31:48]

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"[...] companies get confused. When they start getting bigger, they want to replicate their initial success. And a lot of them think 'well, somehow there is some magic in the process of how that success was created.'. So they start to try to institutionalize process across the company. And before very long, people get very confused that the process is the content, And That's ultimately the downfall of IBM. IBM has the best process people in the world. They just forgot about the content. And that's what happened a little bit at Apple too. We had a lot of people who were great at management process. They just didn't have a clue as to the content. And in my career, I found that the best people, you know, are the ones that really understand the content. And they are a pain in the butt to manage, you know? But you put up with it because they're so great at the content. And that's what makes great products. It's not process. It's content".

DP

[#strategy - 03] Manufacturing like ... services.

Manufacturing and service operations answer different questions and formulate different strategies when it comes to planning and managing the way in which an organization is run.

Manufacturing operations produce tangible goods, which are physical products that can be held and seen. Manufacturers have a standardized way of producing goods. One finished product is generally the same as the next. 

On the other hand, service operations provide certain intangible services that may not be easily identifiable and repeated. Service operations have more opportunities to customize the services they provide and match customers’ needs.

Both sides of the moon face similar issues, when they need to provide competitive prices to customers and still turn a profit. They both forecast demand for products and services and struggle to stay competitive in the marketplace.

The key difference factor is time. When you engage a customer in a potential commercial relationship, the time laps between actual demand and supply can deeply vary.

Recently it has happened to me that manufacturing companies have asked insights on how to get their process along a services like approach. That’s because there is more awareness on the need for developing the capability to get closer, in time and space, to the evolving customers’ demand and the sensitivity to rapidly understand such changing demand. That means (1) finding new ways to hear customers’ voice and (2) turn it into new products.

Here I focus on the second point.

The operational approach which has traditionally been focused on efficiency is often an obstacle to new product development. That’s because, apart from the expectable difficulties related to designing a new product, setting up the production process, integrating with the existing go-to-market or creating a new one, what needs to be overcome is a lot of internal resistance. That comes out of (too) much confidence on (well) performing consolidated processes. It’s a cultural resistance.

If you want to provide you established, manufacturing company with a more agile ability to develop new product, you cannot just claim a rapid and radical revolution. Your company is a rich set of competencies that need to be valued along that new direction. 

Self-providing the ability to rapidly move from an idea to a prototype that can be market-tested on a selected subset of early adopters is key to accelerate the New Product Development process, shorten the distance with customers and, definitely, improve the relationship with them. That means shortening development cycles.

A sustainable approach, in my view, would involve:

• Setting up and internally spreading a common business language on innovation (requirements and needs).
• Establishing a proper “innovation appetite” at top management level, based upon such language.
• Diagnosing own Innovation Maturity model and define a tailor made Roadmap
• Defining a strategic innovation strategy, through the adoption of lean evaluation model for new ideas/business opportunities.
• Providing with the ability to rapidly develop new market proposition in terms of prototypes. Those will allow anticipating the moment you validate such propositions with your customer base and prospects. Such new ideas might very well come from intense and continuous scouting, which can be external and internal. In the latter case, that’s a great way to value the huge capital of competence that lies in the human capital of the company.

DP

Here a few notes on Manufacturing and Services.

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[#strategy - 02] Corporate Innovation appetite.

What you find on the left is the word RISK written in Chinese. This word is made up of two characters, danger and opportunity. It expresses the very sense of risk. The more you risk, the higher the return of investment you expect. If you want to risk less and invest your energy (money, people, whatever), you’ll also expect less return.
I think it’s the very same with innovation.
Since the beginning of the global crisis, the competition in almost any market has focused on resistance strategies. That has actually meant spending best efforts to make efficiency (cost cutting, improving processes, etc). In many cases that hasn’t been enough and laying off people followed. There probably must be some limit to the efficiency you can do.
My view is that concretely investing in innovation is not an option anymore, if you want to differentiate your value proposition in your market and set up the present and future business for your company, your customers, your working people.
The point is that chances to make mistakes are high and the formerly spread innovation model, based on a closed and strictly R&D approach, is not affordable anymore, because it typically requires monolithic investments. The Open Innovation paradigm is more than an option.
Plus, the startup movement has long grown up over the point in which it’s become systemic. It offers the great opportunity to in-source marketing analysis and innovation value very cheaply, according to a scalable and affordable model.
That doesn’t mean you should dismiss your R&D, of course. My suggestion is that you set up your corporate innovation portfolio, differentiating with both, incremental and disruptive contents, in terms of potential impact and affordable feasibility. 

The more you’ll invest in disruptive innovation, the higher the potential value (impact or plausible benefits) you’ll create for your company. But the lower the likelihood to succeed. That means choosing ideas located in the bottom-right corner of your matrix.
You can compensate such investments with some being less risky, I mean those (located at the top-left corner) having more chances to get to concrete business.
Innovation appetite is related not only to your entrepreneurial attitude, but also to your actual and current possibility to invest in innovation opportunities. What I propose here is to use such elementary model to express it and help yourself build a balanced portfolio of incremental and disruptive innovation and to focus your energy only on the ideas that properly fit with your innovation appetite.

[#innovation - 12] Objectifying (as much as possible) the potential value of an idea.

Ok, you have some ideas. Now what?

Ideally, it would be fantastic if the proposer were already able to tell you something like: this project will need €1mln of initial investment and will take 3 years to pay you back with a 30% Internal Rate of Return.

Having such awareness would require a business case to be developed.

Numbers sound so comfortable when you navigate in a sea of uncertainty.

But, let’s suppose we can have very little clues about financials.

This means you cannot base your preliminary evaluation on quantitative criteria and you’ll have to base your estimate on qualitative ones.

Does it make you feel uncomfortable?

Even if a qualitative evaluation will necessarily be less precise … having common sense, shareable, well expressed a priori criteria will be surprisingly concrete.

When we have to evaluate many ideas, having a way to map them will help you to understand which of them will deserve your main attention. I mean prioritize.

Let’s talk about 2 main drivers.

The most important proposals will be those declaring the most plausible benefts and requiring the most affordable feasibility.

The potential impact (benefits) is related to:

    •The concreteness of the pretended market demand. Is the target well clear? Do you believe, based upon your experiece, that the demand  really exist? That means there is someone ready to give credit and pay some money to have the value you promise them.

    •More, what is the innovation content of that idea? Is it disruptive or incremental?  The more disruptive, the higheer the potential value; but only if the idea makes sense and you truly believe there might be a demand.

The stage of development is about the level of maturity of the idea in terms of its feasibility. How easy is it to be concretely realized by the team working on it? Is that team well balanced in terms of needed competence? Does it take to catch up on some competence and/or resource they lack?

Having to qualify those drivers (benefits and feasibility), according to a 1 to 9 range, will help you to classify ideas into three subsets: low, medium, high potential impact. The same will be for the maturity.

As raw this model might seem, you will appreciate its value when you’ll have to merge several contemporary evaluations, which might come from your cooperators, and when you’ll have to compare the qualitative value of several proposals.

What you get, in the end, is a map which can be read according to hyperbolic curves.

Any idea might have some good potential and probably it can be difficult to definitely say an idea is a good or a bad one. But now you can more easily say which ideas are more appealing, based on your evaluation criteria. And which ones are less valuable. 
You can also tell which ideas are the ones you’ll focus more now. And which ones you’ll focus on tomorrow.

[#innovation - 11] Ideas at the coffee machine.

How many times has it happened that a friend of yours said something like "I’ve got an idea (a good one!) and want to tell you about it"?

This often happens in front of a coffee, doesn’t it?

Any single new idea might have the potential to become valuable business.

But, when is an idea a concretely and potentially good one?

Is your individual experience enough to allow you understand when it’s worth spending some more energy on that?

Do you feel confident about always taking decisions with your gut?

Finding value in ideas needs some minimal structure, otherwise you might spend a lot of time and energy in understanding whether it’s worth investing your attention on that opportunity or not.

The structure needs to be lightweight, not to be restrictive: you have to leave the proponent enough room to express their vision and proposal.

It should be organized and include four topics:

[1] PAIN: this is a potential demand to be satisfied. Here you explain the needs of a potential customer base and define the nature of the demand, identifying the target the proposal is related to.

[2] SOLUTION: If there’s only a pain and not a proposal for its solution, than it’s not an idea but just a complaint. Here is the core of the idea, the most innovative contribution. What needs to be clear here is that the proposal will have to describe how the PAIN will be solved from the final customer’s viewpoint.

[3] BUSINESS IDEA (MODEL): actually, anticipating the way even a really potential idea will generate value (e.g. money) can be very difficult. This point is about awareness on the complexity from a business viewpoint. That means anticipating possible risks, knowing your competitors (having them is good news!), needs for partnerships, activities to be performed, customer relationships, distribution channels, customer segments, cost structure, revenue streams.

[4] COMPETENCE: point [4] is stricly related to [3]. This is because both concern feasibility, that is how complexity needs to be dominated to concretely transform the idea into business. Point [4] focuses more on the needed competence. In Silicon Valley, at this point, it is typical during a pitch that the speaker spends some spot talking about the team. That’s coherent with the whole story which is about: dear potential investor, in ten of minutes I expect you to believe I’ve identified a potential and concrete market demand [PAIN] and, you know what? I’ve also found a way to satisfy that demand [SOLUTION] and, want to know more? Well, I’m aware this is gonna be complex to be realized but I know what will be necessary to do it, I have a plan to create value [BUSINESS]. And, finally, I CAN DO THAT, because my team is well balanced and we do have all the competence necessary to transform the dream into reality [COMPETENCE].

You can consider this as a sort of check list:

just make sure you’ve some clue of these four points before you (can) feel satisfied about any “coffee machine” proposal.

[#innovation - 10] Turning digital: an irreversible evolutionary step.

In the foreword of Shawn Dubravac's book "Digital Destiny" is a passage that has inspired me to give shape a thought I have had in mind since long.

"Whether or not we enter the digital age is not a choice anymore. Once man invented the sail, he could not go back to just using the oar. Once man invented the steam engine, he could not pretend that horses were the only way to travel. And once man discovered atomic energy, he had to come to grips with the benefits and risks of his new innovation - from power plants to bombs. Digital technology resides in the same realm as these transformational technologies, and we cannot undo what has been done. This is our digital destiny. This is not what might happen if we choose this road over another. This is what will happen regardless of which road we take." [Gary Shapiro]

Even if the point is not on startups, I find some interesting parallelism.

During the past three years I have been professionally involved in coaching startups, something that has progressively become more than a hobby. 

Mutually exchanging the daily experience in an established company and the agility of startups has provided me pretty much enlarged views.

Any time I attend to a new pitch, I am provided with a valuable marketing drill down, for free. These wannabe entrepreneurs get very close to their potential customers and give me hands on insight on their needs.

Apart from that, they struggle to satisfy those needs, with creativity and keen concreteness. They find new solutions to newly discovered problems, trying to make peoples' desires come true.

Well, if you work in an established company, doesn't it sound familiar to you?

This might sound quite granted for anybody having had a touch of Silicon Valley culture. But one month ago I attended a conference where, according to a survey submitted to a thousand managers, investing energy (not necessarily and only money) in startups is the ultimate driver.

After seven years of global economic crisis, who can afford old style, monolithic investment in research and innovation?

There's much talk about the opportunity, the vital need to listen to and possibly disclose in advance customers' needs to gain competitive advantage through innovative market value proposition.

And many companies appreciate appearing in articles related to startups contests as well. Looking related to startups sounds so cutting-edge.

But what's the real investment companies are making on such innovation opportunity?

I believe startups are the most concrete possibility to invest in innovation in a sustainable, scalable, affordable way. That means becoming able to capitalize internal assets and competence to raise the odds of startups to make their project successful ... and to turn that into new enterprise, valuable business.

Innovations from startups maybe won't save the world, but radical innovation will happen, whether established companies will recognize it or not. The digital revolution is in progress and startups are proving their sensitivity to its potential. They really are more than an opportunity.

I think developing the ability to give value to startups and gain from their innovative potential is no more an opportunity, but a necessary lever any manager should mature and have as a monkey wrench in their tool case.

Let's contribute to create new bridges among established companies and startups.

[#innovation - 09] The right attitude to manage innovation?

Well, doesn't really come to your mind that having as innovation manager a process addicted that has never had a credit card in his lifetime and has never made an online digital transaction might not be a proper investment on the future of your company and their people?
Doing that is like insisting on protecting the past of your company, not its future.
How much talent are you killing because of that? How much energy are you throwing in the garbage?
Well, you'd probably need a change in mindset.
Where is the digital revolution you like to talk about? Please!

 (Banksy)

[#limerick - 01] About change.

Even if change can make you feel scared,
it's probably come the time for you to dare.
Leave the former you behind
and just keep in mind
not to forget that, if you want to get the most out of you, you'll have to share.

Limerick, a form of poetry I came across while studying English.

[#strategy - 01] The Gaza conflict according to game theory.

Here I'll expose a few considerations the recent recrudescence of the Israeli/Palestinian led me to think of. I'll strive to abstract from the relative size of the forces, who's supposed to be right or wrong, the role and relative importance of involved allies, that of the United Nations, the external involved countries and the international press.

The Israeli/Palestinian contrast, if we try to read it according to the Theory of Games (Nash), emerges as a "competition" between two parties that dispute (sorry for the crude simplification) a "market" (territory). Specifically, it is a sequential game with a finite number of moves. Actually, both parties act as if the number of possible moves can only be limited; as if both actors expected that one day the conflict must necessarily end with one of two that definitely prevails over the other, which succumbs. Every war has this assumption. 
In this kind of "game", the strategy with the highest individual benefit looks the opportunistic/selfish one: each party wants to maximize their individual benefit at the expense of the other. That happens even if the game would allow, in case of collaboration (eg. a peace agreement), a major individual benefit for each of the contenders ("prisoner's dilemma"). 

                            

To have a possibility to the end of the conflict, the game should turn into an infinite sequence of moves. Like when two people get married: they sign a contract stating that their confrontation will last indefinitely (or until death of one or both partners or termination of the contract). This is a necessary precondition to enable collaboration as the best strategy for each party. In this kind of game the optimal strategy would be to pursue a higher collective benefit for the individual value of each of the interlocutors. 

How could that be? 
If I had an answer I would be a candidate for the Peace Nobel Prize. 
Of course having a common objective would be of help. 
I think this would probably be a good chance for Europe to start acting a unique, common foreign policy, gaining a third party role which would have some possibility to be recognised as neutral and balanced.

[#innovation - 08] When Vulcan meets Mercury.

How would it be if two cultures (apparently) antipodes could talk in the name of a common objective, namely to transform innovation into value?

In ancient Roman mythology, Vulcan and Mercury were both sons of Jupiter. They are used to acknowledging their different mutual perspectives.

Vulcan, with his strong, long lasting ‘managerial’ experience, gained in well-established business contexts, represents focus; that is constructive concentration. He is the self-confident master of processes related to incremental innovation, he strives ceaselessly to improve the value chain. Determined to pursue targets coherently with his tradition, his role and his responsibilities.

Mercury, wannabe entrepreneur and start-up founder, is on the other hand emblem of “harmony”, that is the participation to the world surrounding us.

As they meet, they realize naturally that they represent two essential, inseparable and complementary functions: Vulcan’s concentration is the necessary condition to enable Mercury’s metamorphosis; Mercury’s lightness (sometimes recklessness) is the necessary condition to allow Vulcan’s tiring efforts to become drivers of new meanings.

Injecting innovation effectively in established companies requires to take into consideration different times. Mercury’s and Vulcan’s times. A message of agility and spontaneity, expressed by persisting with accurate and tenacious adjustments. An instantaneous intuition that, as soon as formulated, becomes as conclusive as something that could not be expressed differently. But also the time that flows with no other interest than letting young ideas mature, detaching from any ephemeral impatience.

This meeting needs to be renewed daily and transformed into concrete value.

According to our professional and personal experience, there can be many chances to consider the start-up phenomenon, especially from a perspective of contamination of the dominating culture in established companies. It is worth sharing a common thought on how to create opportunities for those willing to experiment and recover the original confidence with uncertainty, chaos and change.

What will make the difference is the resolute, strategic will to observe the reality with an open and dedicated mind-set and to look at things around us with revealing eyes.

Massimo Pelaia, Daniele Pes