Tips and Trick for the first 100 days of a new Chief Executive Officer -Author Bartoccioni Pelagagge

Tips and Trick for the first 100 days of a new Chief Executive Officer

Filippo Bartoccioni e Katy Pelagagge

Tips and Trick for the first 100 days of a new Chief Executive Officer Section A 1. The Chief Executive Officer (CEO) 1.1 The role of the CEO 1.2 How long is a CEO“Lifetime”?

1.3 How much time should a CEO spend to get in control of the “steering wheel”?

1.4 What achievement to expect in the first year of a new CEO 1.5 Problems to make changes 1.5.1

Resistance to change

1.5.2

Time available to make changes

1.5.3

Analysis of threat of “Blocking CEO”: logic from “From tyranny to democracy”

1.5.4

Legitimacy and Legacy of the CEO

1.6 The Strategic Plan: the difference between the various terminologies generally used 1.6.1 How far should a Strategic plan watch ahead?

1.6.2 The first annual strategic-planning process and the annual conference to present a strategic plan 1.6.3 The main risks of strategic plan

Section B 2. How is possible to optimize the system: what CEO have to do in the first 100 days 2.1 Assessment of the company: methods and tools 2.2 Development of a new strategy to improve the company: methods and tools 2.3 Creation of the Strategic Plan: methods and tools 2.4 The assignment of the goals to be achieved: methods and tools 2.5 Activity monitoring: methods and tools 3. Characteristics of the tools used

Section C 4. The experience of the “Study Company” 4.1 Analysis of “Study Company” after 100 days 4.2 Analisys of the Gantt

4.3 Comparison of the system implementation in different institutions 4.4 What we expect to achieve in “Study Company” with implementation of our system

Conclusion 5. Development of an automated, low cost, reproducible and flexible management control system 6. The role of Lean Management principles 7. Analysis of the top team emotional status at the end 100 days deadline in “Study Company” 8. The CEO and the Stakeholders 9. The Strategic Planning Event 10. Legitimacy 11. Legacy 12. Pills to remember to survive before we say goodbye

SECTION A 1. The Chief Executive Officer (CEO) 1.1 The role of the CEO Nowadays any manager during the management of a company or institution is facing several similar critical issues that are common to any type and size of company.

Some of these critical issues are connected with the environment and the critical era we are living nowadays with the global economic crisis, fast pace of life, new technologies introduced in the market every day, pressure of highly aggressive marketing of companies, lobbyist activity, public imaging and networking events, new law and policy related to the fast pacing society.

In order to survive, any manager and especially Chief Executive Officers (CEO) must have the ability to sustainably deliver value to their customers and meet the stakeholder needs.

Of course, all these issues are very complex to manage but some solutions are proposed in literature such as Lean philosophy where the Lean is a business methodology that provides businesses with the ability to continuously deliver value to an ever-changing marketplace. Lean business development enables organizations to grow and scale in a disciplined, principled way, working continuously toward the goals of continuous improvement, respect for people, and a relentless focus on customer value.

We have to imagine that, if it is difficult for a company and its CEO and managers to struggle with all these adversities, it is even more difficult if we imagine to run a healthcare company either private or public. Indeed, in healthcare the production lines are not limited and well defined but they are sometimes unpredictable, urgent and always different. We just need to

imagine that every patient has his or her own story and peculiar conglomeration of pathologies and anamnesis. If we translate it on a different market type this means that every customer coming in your business has a new request that is always different from the previous. In healthcare at the same time the types of production lines are totally different. Hospitals accept patients with any kind of sickness and from simple cases to highly complex while in other types of company, like car or food production, the production line are highly standardized. These companies produce a certain type of product with minimal difference between even several production lines. At the same time within a single production line the product should be identical to the others produced through a standardized manner.

In any business, two things are usually true: there are many moving parts and resources are limited. The moving parts are your multiple business functions, the different markets you may be playing in, and the wide variety of ideas within your company about the direction your organization should be moving. The term “resources” could mean raw materials, in the context of manufacturing, construction or engineering but in knowledge work resources are intangible and even harder to manage because they are skills, knowledge, time and energy of your employees.

Each Chief Executive Officer (CEO) has to ensure that all of these moving parts are aligned to make the best use of limited resources. This is a challenge for any growing business and its leader. Optimization requires organizations to understand how value flows through their many moving parts. This is impossible without a monitoring system in place. The creation of a monitoring dashboard is crucial otherwise it is hard to have reliable feedbacks on the actions that are put in place by the CEO and his/her managers.

When a new CEO gets in charge he or she needs to have a clear idea of “vital parameters” of the company. It is linked closely to

the dashboard but also it is linked to the network around the CEO and the social environment outside and within the company.

Some CEOs rely especially in the beginning of their mandate on instinct and on their feelings or engage already known staff in the system. This is because they need somebody to trust in the new system at least in key roles but at the same time this attitude can create bias in interpretation of the situation because it is highly based on subjective impression in a direct or indirect way and not based on objective data and information. One of the few reliable data is the company economic and fiscal balance and its trend, because it must be done by law and can be susceptible of fiscal control by the government. For this reason, in literature we see books selecting most of the key indicators to understand a company to the year balance sheet such as in the book “Key Performance Indicators (KPI): The 75 measures every manager needs to know” by Bernard Marr, in the Financial Times Series.

The CEO of the company especially in big companies is not the owner and is a person chosen by the main stakeholders to run the company. He or she is chosen with a selection that can go from a public auction in public companies to voting system of the board of directors in private companies to simply selecting from few names in small private companies.

Topics on how to select the proper CEO and the methodology are covered in literature for example “The Secrets of Great CEO Selection”1 or “The Art and Science of Finding the Right CEO”2.

This topic linked to our study is intentionally excluded from it because our main aim is what the CEO should do in the first period of the mandate to create a proper strategic plan and implement it through a proper management control system to optimize a strategic development of the company.

1 2

Charan, Harvard Business Review (HBR 12/2016) Lafley and Tichy, Harvard Business Review (HBR 12/2016)

1.2 How long is a CEO“Lifetime”?

The timeframe of a CEO in charge is usually very short if we compare it to the life of the company he or she will run. The mandate especially in public companies in Italy is limited to 3 years to a maximum of 5-6 if re-nominated in the same company but it is a rare event. In the private system, instead, can be highly variable. The private system indeed does not have a clear expiring date and there is a big debate in the literature about it, as one can see in articles such as “CEO Term Limits: Good Soundbite -- Bad Idea”3 or “CEO exit schedules: A season to stay, a season to go”4; these articles show the average time Fortune’s owned CEO data indicating that 500 largest companies in the U.S. have a median CEO tenure of 4.9 years but The Spencer Stuart Board Index 2016 in US shows that the CEO Average tenure with company is 19,4 years and that it is increasing in the last years as the average CEO company tenure in 2016 is 3 years longer than in 2011 and 5 years more than in 2006, but with percentage of change of 18% at 5 years and 35% at 10 years. In these cases, even if CEO has a “longer life” in the company, the expectations of the stakeholders to see the first results, especially if the CEO has been nominated in a critical moment of the company, it is much shorter.

1.3 How much time should a CEO spend to get in control of the “steering wheel”?

How much time does a CEO need to define a strategy and strategic plan? The answer is always the same especially in a fast pacing world like today: “time has already run out”, “we are late”, “time is short”, “we have to do it as soon as possible” “it should have been done yesterday, do it at least by tomorrow”. Usually 3 4

Myatt, Forbes 8/2013 Sonnenfeld, Fortune 6/2015

everybody focuses on the first 100 days of the new CEO to check his or her short-term efficiency. During the first 100 days as a new CEO, the immediate subordinates, customers and entire organization will be watching carefully each action taken. They will wait to see how the relations evolve, and based on what the CEO does or does not do, they will decide whether they are going to support him or her or not. To prevent from tripping, the focus for the first 100 days as a new CEO should be, following most of the literature suggestions, on understanding the game and local context, winning the trust and support of the leadership team, organization and its customers, setting new ground rules and expectations, putting his or her own stamp on the organization and finally crafting the strategy and values that will guide the organization in the future. The main question is “but are 100 days really enough or is it too short?� 100 days are indeed a bit more than 3 months. Are 3 months really enough to understand the local context, observe the company trying to understand the game and internal connections and management team, get support of human resources and marketing, get to know the customers, read all the main documents such as balanced scorecards, company past annual report, organizational chart of the company, etc.?

Everybody, usually, expects at least a new strategy and a new strategic plan.

1.4 What achievement to expect in the first year of a new CEO Behind the first 100 days there are other 265 days to complete the first year at the steering wheel. It is not easy to find in literature what a new CEO should accomplish in the first year especially because depending on several internal and external factors and on the type of company the CEO has been selected for. For this reason, the only way is to review experiences of previous CEO as it is easy to find in dedicated journals article on such type of experiences. This analysis reveals that new CEOs have much to

deal with in a short span of time. How can they best manage all the pressures and demands of the job?Every incoming chief executive officer must confront a wide range of new issues and new pressures. The board of directors, new executive team, matters of strategy and operations, host of new stakeholders: these are all the responsibilities of the first-year CEO. How the new chief manages these often-competing interests during the first 12 months will go far in determining the success or failure of his or her entire tenure5.

It is important to align strategic objectives of management with those of the board of directors or stakeholders. In private sector, stakeholders are focused on dividends and near-term gains, whereas usually the company is very much a long-term investment. To succeed in the long term, you need to keep investing to build internal capabilities, especially when it comes to people, as well as investing in new technologies and innovation.

One of the top priorities that is common to find in literature for CEO in the first year is choosing the top team. It is recognized as a very difficult and critical issue because it is usually half way from review the entire top team and keeping the previous management in place trying eventually to let them evolve to cope with the new tasks. The average time to find the right professionals, hire them and assess the team usually is described to take from 10-15 months6.

Most of the times the CEO regrets not having this task completed soon enough during the mandate. The concept is well expressed

5

Favaro, Karlsson, Neilson strategy+business(S+B 5/2012) Booz & Company’s 2011 study of CEO turnover 6 Favaro, Karlsson, Neilson strategy+business(S+B 5/2012) Booz & Company’s 2011 study of CEO turnover

in the words ofIan Livingston7:“That’s also why it’s so important to have a top team. That becomes a critical thing, because as you go to the top of a very complex organization, what you cannot do is run the organization yourself. We see some really good senior executives who, when you promote them, start to show that what they’re really good at is doing stuff themselves. They don’t really want to bring in a team who can help them, and they start to implode. You have to run large organizations via teams of people”.

The strategy can be optimal but if it is not followed by effective execution and implementation it will fail. What often happens is that most of the CEOs at the end of their mandate regret not having made execution and implementation quick enough. Some CEOs on the other hand believe that the right way to proceed is just come up with some great strategy, tell the organization to do it, and collect great results. In traditional companies, it doesn’t work like that. Strategy is about letting the basics dictate how the organization is built, brick by brick.

The two main culture types are: command-and-control and integrated, horizontal model. The shift from a command-andcontrol culture toward a more integrated, horizontal model goes through a cultural change where executives are encouraged to be accountable and make more decisions on their own. Being able to grow exponentially, while at the same time improving quality at all levels, requires a strong emphasis on formalizing policies, procedures, and standards thus enabling a decentralized decisionmaking model, guaranteeing organizational strategy alignment, and facilitating quality improvement and homogenization throughout the country. These and other changes are necessary to make the culture become coherent with new integrated, horizontal model strategy.

7

Favaro, Karlsson, Neilson strategy+business(S+B 5/2012) Booz & Company’s 2011 study of CEO turnover

The agility and speed are the most recurrent concept and regret in CEO self-analysis, that can be summarized in the sentence of CEO Ian Livingston “whatever you do, do it quickly”.

The time available depends on the stakeholder urgency to see changes and on the negotiations at the beginning of the mandate.

As Romain Bausch stated8 “Look at all the different stakeholders of the company and define your position toward each of these groups in the first year. With the board, come to an agreement about corporate governance, about responsibilities, about the delegation of power and authority, and about the strategy. Then take the time to build up your relationship with the employees, to communicate with them, to explain to them changes that you are making in the organization, and then try to get them on board and don’t try to do this without their support. The third group is composed of your customers. Make yourself known to all the customers, go and meet with them. You have to look at your environment in its entirety and find the time to develop the relationships, the strategy, and the approach toward each of these stakeholder groups right from the first year”.

The change is another constant in self review, and often is linked to word “crisis”. Types of relations can mainly fall into 2 directions. The first is the change to adapt to a crisis as José Ricardo Mendes da Silva9 highlights there’s always some sort of crisis in the CEO’s first year, something that probably led the former CEO to leave, and it is key to initially focus exactly on the issues related to that crisis the second one is to create an urge simulating a crisis to push the people to change10, according to literature on change management. Changes can take easily up to 8

Favaro, Karlsson, Neilson strategy+business(S+B 5/2012) Booz & Company’s 2011 study of CEO turnover 9 Favaro, Karlsson, Neilson strategy+business(S+B 5/2012) Booz & Company’s 2011 study of CEO turnover 10 “On change management” Harvard Business Review

5-10 years depending on the type of change CEO plans to make, for these reasons it is important to have a wide overview but start as soon as possible the change because it will take a long time to happen.

The first months are very important because everybody “will be observing very closely what you do during the first couple of months, and that’s actually an opportunity: You know you are in the limelight, so you can use that time to send a signal as to what is important to you” as CEO Severin Schwan underlined and for this reason it is a good opportunity to communicate the type of change the company will go through.

The conclusion is not clear to define if the first year is a time to plan or take action quickly? There is no straight answer, some CEO even suggest 2 years of inward looking. Others suggest to dare and jump in opportunities because “opportunities have expiration dates”.

Of course, having the opportunity to define the strategy quickly and rapidly define the strategic plan will increase the chance of early results but this can be or cannot be an early success.

1.5 Problems to make changes The change is the replacement or alternation regarding all or part of the substance or appearance of something or someone.

In each field, any change brings with it a series of problems.

1.5.1

Resistance to change

CEO - called Rector, General Director, etc. - is a person who arrives into institution and has to make changes. Changes can be needed if system works bad and requires changes, or system works good but can be improved. For sure there can be other reasons, like previous CEO dies and must be replaced.

Arrival of new CEO usually has time limits for 3 or 5 years, and looks more like a project. For example, in Italy General Director in Healthcare Company is a position for 3 years even if sometimes the period can be prolonged.

Mainly CEO is a person who arrives alone, he is “from outside” not from inside the system. He can bring seldomly some of his previous employees. He has to take control of this environment, but he cannot change the entire system.

If we analyze the situation usually the company can be split in two parts: one is the always remaining people and second is people from top management with short terms of employment. It can be explained by analogy with mountain: people always staying in the company are like trees at the foot of the mountain (underbrush in the mountain), but the higher you go up the less trees you will see. It’s caused by the strong wind on the top of the mountain which blows away the trees. Sometimes it blows them away to the foot of the mountain, sometimes far away from the mountain. This theory is what we call the "underbrush theory”.

To take control and make changes CEO must know how the system works. That is why it is a very important point to understand that in company there is a “underbrush” who is used to see someone arriving and leaving. Sometimes they are good, sometimes they are bad, sometimes they are even crazy, but they are coming and leaving.

From Network theories, we know that there are two types of bindings: strong ones (bindings you trust) and weak ones (bindings you don’t trust, but they bring innovations). This “underbrush”, people who were always in the company, has a strong binding, while the new CEO’sbindings are very weak. It meansthat new person arriving will bring innovation and, for this reason, change.

1.5.2

Time available to make changes

Understanding the structure of pyramid, we can try to understand what can be done by arriving CEO to take control of the system and use all the time available to actually make changes.

First of all, we should divide his/ her period into several phases: First 6-12 months is a phase of assessment - understanding from the inside how the system is running - and development of plan, from 12th to 30th month is the part of the “real and hard” work.

The last part, usually 6 months is the phase where everyone knows that CEO is going away and any move he will do will have no effect.

As it is possible to see, the problem is that during the first 6-12 months and last 6 months anything the CEO will do can have no effect. So, actually, he/she has only about year and a half to do the job. At the same time, the new institution may have no tools and instruments already in place to support the change. CEO must understand what tools and instruments are needed and find a way to procure them and utilize them. At this point comes one more important thing that is the difference between public and private sector.

In private sector CEO can buy whatever he/she wants from who he/she wants, while in public sector the way is more complicated because you need to open tenders. Tenders can take up to 6, 12 or even 15 months and if we put this period in our timelines we will see that one year and a half or even two years are needed just for preparation. During this period, all the energies and efforts are decreasing, because people are waiting for the changes which they don’t see to happen.

Another important thing is the fact that CEO is usually a “political” role. It means that CEO needs or even has to participate in a huge number of meeting where his presence can

be just formal or, otherwise, crucial. On practice, it means that there can be days or even weeks spent on the meetings or in trips for a meeting when presence of CEO is required in the other cities or countries. As a result, CEO can lose precious days in which he/she is not present in the University for several days during the mandate and this can happen even during the first 100 days, which is a critical period. In this case everything depends on how the team and the “job to do” is organized if it can actually proceed without CEO presence.

1.5.3

Analysis of threat of “Blocking CEO”: logic from “From tyranny to democracy”

The previous chapters CEO time table calculation do not count the risk that someone will be blocking the activity of the CEO. Here we see an example from book entitled “From tyranny to democracy” explaining how to destabilize the tyranny and bring democracy. From this book, we learn how to block a dictator, and the point is that new CEO can actually look like a dictator to the internal staff of the company. The CEO can be good or can be bad, but the situation is very similar to having a new

despot, because new CEO has usually never worked in the company, suddenly he arrives and most of the people do not know him or her and now he or she decides the rules for everybody, CEO can hire or fire people, can increase or decrease the power in the system of someone, etc. “From tyranny to democracy� shows the way how to destabilize the system: to block the despot in a soft way, without making wars and killing people, but decrease his or her effectiveness through reducing the speed of his or her communication and speed of implementation of his or her activity so low that it actually paralyzes the system. In the book, the main suggestion is to convince all key figures to slow down transmitting communication and implementing actions on despot decisions.

Maybe not to block directly, but just to slow them down. This can be done usually through bureaucracy, because in bureaucratic system any paper can be stopped for a stamp, signature or anything else. Bureaucracy is often associated with tyranny because they are complementary features of a Hierarchical networks that are usually highly integrated and highly regulated. The idea in this book and of this method is to slow down the activity so much that the despotgets paralyzed and for this reason blocked. This makes the despot powerless, because all his or her power is based on the fact that people believe and comply to what despot says.

If we apply this risk to our time lines, we can see that in this case, CEO can run all the period without achieving anything and there cannot be any changes if the system slows the CEO actions down. This often is linked to increase or suddenly excessive following of the rules of bureaucracy. This reflect the sentence of the previous chapters where most of the CEO say that they regret they did not do things faster.

1.5.4

Legitimacy and Legacy of the CEO

To be able to his job and to make changes, CEO needs to have “legitimacy”. His position, no matter how it will be called, must provide to the CEO legitimacy to ask the information, request actions and reports from any department and from any structural unit. Otherwise the CEO have no access to the data and stays blind in a foreign “underbrush”. So, the very important thing, maybe the most important one, is what is written in the contract what is the exact position, what are exact powers, what are the areas of intervention. For example, participation in the Executive Board gives you big power and participation in official decision making. On the other side, it does not give you the power to ask for actions other members of the Board. For sure, probably the CEO will not get absolute power, but its needed to know what exact power has. For example, if you have access to the data, but not for the actionyou will be blocked with bureaucracy, not having a chance to speed up the things.

Another thing is that CEO often has a great power and legitimacy, but his team does not. In this case, no matter what action or information the team asks, they will face the answer: “You cannot ask this, your Chief can and only when he/she asks, we will do it” and any other varieties of this situation. For a first view it looks fine, team member just needs to ask CEO to solve the problem, but in practice, it means that no one will do anything, because the team has no power to make the things happen, they do not make changes. Meanwhile CEO will “die” under bureaucratic paperwork become himself the blocking funnel of the system.

That is why, it is very important to define the roles of the teams and of the CEO before starting the job and before signing the contract. Some of these things should be in a written form such as writing in the contract: “In my team there will be such a position, who will do this and that”. This will permit later that nobody can refuse to provide the information or do actions.

Moreover, you need to take care not only about the position, but also how does this position work. Is it permanent or temporary?

Who is “above” the CEO? if a CEO has a great power, but his/her position is unstable the CEO will be afraid to make changes or attack the previous system and foster changes.

But what CEO will leave after he finishes his job? What is the legacy to the top team?

It’s easy to say: “After me, let the deluge come”11. For sure, there will be deluge after and it is responsibility of the next CEO to avoid it. Ethical issue for the leaving CEO is to prepare the closing of the mandate of his/her team which can stay with new CEO, because they can have actually nothing in common with “underbrush” or they actually can get “into the underbrush” and to have a great role in the underbrush. Another option is to provide to the team the possibility to leave to a new environment.

They can leave to find new position in another company with another CEO and propose their knowledge and skills. Another option is to leave together with the CEO to go in another company and become a member of the top team there.

That is why the CEO should give the top team all skills and knowledge so they are able to make this choice. Working but especially learning during the mandate with the CEO will permit to get their return on time and energy investment. Making a research, writing a publication and other way to expand their Curriculum Vitae will permit them to have a feeling of belonging and will feel protected.

As it is well known from literature money are not the strongest and long-lasting motivator, so helping your team to personally and professionally grow can provide the respect and will build a sense of loyalty avoiding them to leave in case of minor threat like mercenaries.

The phrase “Après moi, le déluge” (“After me, the deluge") is attributed to the King of France Louis XV (1710-1774) 11

1.6 The Strategic Plan: the difference between the various terminologies generally used Strategy is not planning12. It is the making of an integrated set of choices that collectively position the firm in its industry so as to create sustainable advantage relative to competition and deliver superior financial returns. Once this is made clear to line managers they recognize that strategy is not just fancily-worded budgeting and they get much more interested in it. Obviously, it is impossible to execute a strategy without initiatives, investments, and budgeting, but what is needed to get managers focused on before starting on these things is the strategy that will make these initiatives coherent. “Strategy is a singular thing; there is only one strategy for a given business— not a set of strategies”.13 “Strategy is one integrated set of choices: what is our winning aspiration; where will we play; how will we win; what capabilities need to be in place; and what management systems must be instituted”14. The strategy tells what initiatives actually make sense and are likely to produce the result you actually want. Such a strategy actually makes planning easy.

There are some fights about what initiatives should and should not make the list, because the strategy enables discernment of what is critical and what is not. This conception of strategy also helps define the length of your strategic plan. Once set the strategy, the strategic planning is often a formal activity organized once or twice a year.It involves at least the senior leadership team and often other strong talent from within the team, as well as external advisors, to maximize the outcome.

Some companies are poor at managing the lifecycle of the 12

Martin, Harvard Business Review (HBR 3/2013) Martin, Harvard Business Review (HBR 3/2013) 14 Martin, Harvard Business Review (HBR 5/2010) 13

strategy so effectively reinvent it each time they meet. Others think they never need to revisit the strategy and find over time (too late) the company has drifted from the market it has been pursuing.

Many people find it hard to distinguish between the two and wonder why a company needs to have both. The vast majority of strategic plans are simply budgets with lots of explanatory words attached. This may be the case because the finance function is deeply involved in the strategy process in most organizations, but it is also the cause of the deep antipathy especially amongst line executives, toward strategic planning. Very few look forward with joy to the commencement of the next strategic planning cycle.

Strategic planning may involve identifying and evaluating merger or acquisition proposals, analyzing the feasibility of a new product or service, designing or evaluating new service-delivery processes, distribution processes, vendor relationships or business alliances. Many people use business development synonymously with strategic planning, but business development has mostly external focus on potential mergers and acquisitions negotiating deals (mergers, distribution deals, spinoffs), business alliances, joint ventures and new market opportunities.

1.6.1

How far should a Strategic plan watch ahead?

The CEO defines a Strategic Plan for 3 maximum 5 years; beyond 5 years is too supernatural, but should continually extend the strategy so it always looks 3-5 years into the future. The strategy should be written down, available to every team member and drive the top-levelobjectives of everyone on the team. Strategic planning is a CEO-led activity, although other team members can take a lead role in helping to shape and validate it.

1.6.2

The first annual strategic-planning process and the annual conference to present a strategic plan

The annual planning process plays an essential role. In addition to formulating at least some elements of company’s strategy, the process results in a budget, which sets financial and operating targets, often used to determine compensation metrics and establishes the resource allocation map for the coming 12 to 18 months15.

Strategic planning should involve anticipation of big challenges and spotting important trends, however in many companies these purposes are taken a backseat to rigid, data-driven processes dominated by the production of budgets and financial forecasts16.

If the calendar-based process is to play a more valuable role in a company’s overall strategy efforts, it must complement budgeting with a focus on strategic issues.

The operative question for chief executives is how to make the planning process more effective and not whether it is the sole mechanism used to design strategy. Strategic-planning processes play an important role in improving overall satisfaction with strategy development, from McKinsey 2007 survey the result on satisfaction of these process are “That role of such strategicplanning processes can be seen in the responses of the 79 percent of managers who claimed that the formal planning process played a significant role in developing strategies and were satisfied with the approach of their companies, compared with only 21 percent of the respondents who felt that the process did not play a significant role. Looked at another way, 51 percent of the respondents whose companies had no formal process were dissatisfied with their approach to the development of strategy, against only 20 percent of those at companies with a formal 15

McKinsey Quarterly - August 2007 McKinsey Quarterly - August 2007

16

process�. From these surveys, the advantage of such strategicplanning processes is clear.

At the end of such processes the strategy and the strategic plan of the company is usually presented officially to the entire company employees, customers, stakeholders and in public companies the stakeholders include population. These open conferences are very important to communicate the achievement and future direction and goals of the company and how the company will act to achieve them through its new strategy.

The strategic plan is often five or three years ahead but at the same time the conference is usually organized yearly and this permits to review the strategic plan each year to adapt it to the new environment and market situation.

This type of conferences aims also to strengthen the consent of participants and improve the brand and image of the company.

1.6.3

The main risks of strategic plan

Too often in the end, many companies fail to execute the chosen strategy. “More than a quarter of our survey respondents said that their companies had plans but no execution path. Forty-five percent reported that planning processes failed to track the execution of strategic initiatives. All this suggests that putting in place a system to measure and monitor their progress can greatly enhance the impact of the planning process�17.

In most cases it is believed that the existing control systems and performance-management processes, including budgets and operating reviews are the sole way to monitor progress on strategy. As a result, managers attempt to translate the decisions made during the planning process into budget targets or other financial goals. Although this practice is sensible and necessary, often it is not enough. A significant portion of the 17

McKinsey Quarterly - August 2007

strategic decisions cannot be tracked solely through financial targets but should measure a variety of input metrics. When designed well, strategic-performance-management systems can give an early warning of problems with strategic initiatives, whereas financial targets alone at best provide lagging indicators. An effective system enables management to step in and correct, redirect, or even abandon an initiative that is failing to perform as expected. Integrate human-resources systems into strategic plan is a critical issue, indeed simply monitoring the execution of strategic initiatives is not sufficient: their successful implementation also depends on how managers are evaluated and compensated, tying the evaluation and compensation of managers to the progress of new initiatives is a very important step to avoid risks in the implementation. The doubt is always in how to tie, indeed short-term goals are usually used but long-term goals are important as well. Frequently forgotten points are to see the units as a whole and goals as not individually given, creating a synergy between them. It could be useful to create retention and cross-sectional goals.

SECTION B 2. How is possible to optimize the system: what CEO have to do in the first 100 days Understanding how the system works and what are the timeframe and limits in the activity of the CEO, we can try to find standard solution on how to optimize the system and understand what tools and what actions are more important and why.

We concentrated our focus on a standard methodology and standard tools to use in the first 100 days that are the most critical ones. This phase is so crucial that actually makes the difference in the entire mandate and we wanted to understand how make it as more effective as possible, but also automated/standard, low cost, flexible and reproducible.

To make changes we can use two main directions: top-down and bottom-up. Bottom up is more effective because it is a cultural change but takes more time while on the other side, top-down techniques are faster but they increase the resistance and generally are less effective.

We all know that certain steps are critical and crucial, without which the new CEO could not perform duty in a fast and professional way.

The steps we defined to be fundamental are the following: • Assessment of the company • Development of a new strategy to improve the company • Creation of the Strategic Plan and its communication outside and inside the company • The assignment of the goals to be achieved to the middle managers of the company • Periodic activity and performance monitoring If we succeeded in achieving these points in the first 100 days we will have:

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huge impact on the Structure, because we can start to implement our actions right away and people will understand that something is really changing so they will better comply to the change.

CEO obtain more time to implement the planned actions and to realize the change. Of course, if the CEO can make all changes in first 6-9 months, the rest of the time he/she can perform like a “good king” instead of a despot focusing just on monitoring and correcting the system in case of deviance. Being “gentle” in the following months will to increase the chance of renovation or of a new mandate.

2.1 Assessment of the company:methods and tools We cannot move and decide the action to undertake without an assessment of the local context and for this reason this should be the first step.

The assessment phase will surely begin with the study of the “corporate act” from which important information can be obtained regarding: - the mission and vision of the company; - the organizational chart that allows to understand the organizational structure of the company and if there is lack of departments or operating units that instead are critical and useful to the management of the company.

- the functions assigned to each operating unit or department; Other informations are: - the main internal policies - the informal structure of relationships between the roles in theorganizational chart.

In this phase, the tools that can facilitate and automatize the job are: a) Mind Map When you start a company's assessment, especially if it's a complex business, you have many questions to ask and many answers to listen to. The number of things to ask often leads to a large amount of confused and unstructured information.

To overcome this confusion and have a set of useful and usable information, you can use the mind map tool.

A mind map is a form of graphic representation of thought theorized by English cognitivist Tony Buzan, starting from some reflections on the techniques for taking notes. The end is to implement visual memory and then store concepts and information. Mind maps should not be confused with other types of maps such as conceptual maps from which they differ both in terms of structure, both in the model and in the scope of use.

Mind maps have a hierarchical-associative structure. This means that there are only two types of connections that can be created: - hierarchical (also called branches) that link each element to what precedes it; - associative (also called associations) that link hierarchically arranged items to different points of the map.

The structure of a mental map is always hierarchical and associative relationships help to increase its expressiveness, highlighting the presence of cross-linkages by arrows. As a hierarchical one, the mental map also necessarily has a radial geometry (hence the center moves outwardly): the central element is connected to the first level elements, each of which can be connected with second level elements and so on. Typically, the graphic layout of the elements is radial, but it is possible to extend

these considerations to other forms of connection, such as a fish hook or tree.

Mind maps are particularly effective as annotation and learning tools, as support for thinking and creativity, as an aid in personal orientation and in setting up working groups.

In recent years many software have been developed to introduce these same principles into office automation environments, with results more or less consistent with Buzan's approach.

These applications generally allow to create maps similar to mental ones in digital as they are structured according to a hierarchical-associative model and particularly rich and graphically-edited.

One of the software we recommend to use is “FreeMind� as, as its name suggests, can be downloaded free of charge from the web and is easy and intuitive to use. In fact, starting from a central topic, you can create secondary nodes, lines, hyperlinks, and much more. Additionally, FreeMind enables visually enriched mental maps by means of icons to emphasize the nature of a concept, such as application points, priority indicators, and so on.

The program is especially useful because it allows you to create unlimited map sizes, to include expandable concepts with a click and a number of other options that obviously are not available on a paper map. Another point considered by developers is map portability. Of course, FreeMind has its own proprietary format, but can export your work in a variety of formats, including HTML, JPG and PDF. A very useful export is the export on text format that will permit to have the main structure of an assessment report in few seconds.

This indeed accelerate enormously the phase of writing the report on the assessment reducing the time needed. Very useful is the XHTML and Java export that permit to have a dynamic text document with a clickable map that can be easily emailed or published on the website.

b) Network Theory and related tools In order to optimize the system is important to analyze and understand the network in which we operate or which we are going to deal with.

Before going into deep analyses how to make a network that will help to choose the appropriate architecture for building the future network we are going to have an overview of what a network exactly is and who can be involved in it and at what level.

Broad definition will serve to mark-out the general terrain. An inter-organizational or multi-organizational network is: “any moderately stable pattern of ties or links between organizations or between organizations and individuals, where those ties represent some form of recognizable accountability (however

etiolated and overridden), whether formal or informal in character, whether weak or strong, lose or tight, bounded or unbounded�.

Network, in fact, can be seen as a group of people working together or having relationship among each other, such as organizations, hospitals, associations, group of patients and others, with the same goals and objectives. Usually people within the network have different background and field of expertise such as providers, care professionals, managers, policy-makers, regulators, evaluators, service-users and communities.

The planning of the right type of network is crucial for the existence and survival of network and for understanding how to move within it. In fact, understanding the type of network is important in order to use the right tool in the right place at the right time, optimizing and managing in a most efficient way the organization in which the network operates. Thanks to the proper standardization of the network, it is possible to understand the risk and advantages of each network, its main features and type of relations between vertex characterizing it, in order to choose and put in place the proper type of management and governance of the networks.

Three main levels of governance and management exist in a network: • Governance of a network: an activity of organizations and/or individuals who are not members of the network and who exercise control, regulation or influence over the whole network; • Management within a network: an activity of organizations and/or individuals who are members of the network and who exercise control, regulation or influence over some but not necessarily all other members of the network;

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Management of a network: recruitment and assistance of constituent members (organizations) takes place within some form of integrated organizational structure.

In order to understand the type of network we are working in or we are going to create and how to manage it in a most efficient way, we create a diagnostic tool (survey) that helps to define and classify the network based on certain characteristics, starting from the neo-Durkheimian theory. According to this theory, there are four basic solidarity (Figure 1), each one is characterized by one distinct form of network, each with its own strengths and weaknesses: A. Isolated: network with high regulation and low integration B. Hierarchic: network with high regulation and high integration C. Individualistic: network with low regulation and low integration D. Enclave: network with low regulation and high integration

Figure 1. Neo-Durkheimian Perspectives: Integration matrix

The neo-Durkheimian approach says that the different basic or elementary forms of social networks are rooted in distinct informal institutions, and therefore, elementary forms of network’s structure are the “distinctive sign� of underlying institutions. Using the classification of networks explained above, we create an assessment survey (Figure 2) that allows us to identify what kind of network we are working in: the total score obtained by answering the questions allows us to move to the ordinate axis (measuring the regulation) and abscissa axis (measuring the integration), thus identifying the type of network as hierarchical, enclave, individualistic and isolated type.

Figure2. Assessment survey

Thanks to this assessment survey, it is possible to determine how and where the network is ranked on a diagram with integration and regulatory as variables and what type of instruments is better to use according to these results. Each type of network, in fact, has different features and characteristics that are common to every type of network and these are linked to general skills, techniques and attitudes required to manage them. Here an example list of different strategies, risks and specific features to take into account based on the result of the assessment survey (on the left) and techniques and strategies to take into account that are common for all types of network, not based on the result of the assessment survey (on the right): DIFFERENT STRATEGIES, RISKS AND SPECIFIC FEATURES TO TAKE IN ACCOUNT BASED ON THE RESULT OF THE ASSESSMENT SURVEY

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Power of the network Types of contracts Types of leaderships Costs Competition Pressures Effective organizational forms in ambiguous or inconsistent objectives Positioning strategies within the networks Relationships Strengths of each network Bankruptcy actions to which any kind of network is inclined Risks Confidence dimension (motivation and commitment) Types of institutional trust

TECHNIQUES AND STRATEGIES COMMON TO ALL TYPES OF NETWORK

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General skills (ability to receive input from other organizations, ability to produce knowledge, etc.)

General attitudes (ability to motivate others, to have feeling, to be able to move among the responsibilities, etc.)

General techniques management tools, etc.)

Specific strategies, risks and features are provided as example in the tables below: ISOLATED

Power of the network Reaction - strategy imposed (find short-term expedient, react, survive).

Types of contract Acceptance of balance coming from the outside, perceived as something with which little can be done, with little confidence in the effectiveness of one of the means.

Type of leadership (authority) Despotic, celebrity, patrimonial.

Costs The likelihood of low transaction costs created by form (decision-making costs and internationalization costs), dangers of high transaction costs created by form (high costs of any large-scale organization).

Competition Fragmented competition.

Pressure Pressures of multiple separate organizations to be able to exist: few pressures for collective action and lack of trust reactions push organizations to hollow and autarchy; the pressures of the organizations to form ties: dependence on resources; the pressures of a single organization to emerge: regulation imposed from the outside.

Effective organizational forms in condition of ambiguity or discrepancy in objectives High ambiguity in performance and moderate objective incongruity.

Network position strategy In these configurations, it is necessary to work to preserve the shape of the network or transform it. In the case of isolated network conservation means pursuing the survival of its organization within the system, exploiting the opportunistic advantage of its contracts; on the contrary, a network enclave offers

the exit option or work within the network through a charismatic strategy to ensure a fragile salience position.

Strengths Enables valuable reactions and behaviors during adversity, preventing excessive ambition when this could be destructive.

Bankruptcy actions Limited ability to support collective action or to deal with complex problems; chronic mistrust; inability to innovate; instability because of simultaneous excessive and deficient institutionalization.

Risks Both the network’s institutions and other network members appear to be whimsical, short-term, casual.

Confidence dimension: motivation and commitment Minimal engagement, experience.

Type of institutional confidence dynamic Trust-reinforcement: (imitated) experience and some specific institutions.

Trust-undermining: opportunism and early opportunism, difficulty recovering the partner after the trust has been lost.

After trust has been broken: prudential confidence can also be lost: it is very difficult to rebuild the highest levels of business entrusted.

Sorting Isolated professionals.

HIERARCHIC

Power of the network Pure Intentional Control - Planned Strategy (Authority, Replace Direction of Direct Supply, Regulate, Establish Status).

Types of contract Preferred Relational Contracts in Important Functions.

Type of leadership (authority) Bureaucratic, patrimonial.

Costs The likelihood of low transaction costs created by solidarity (bargaining costs), dangers of high transaction costs created by form (costs of internationalization processes and of increasing over time of collective decision-making, declining yields for the organization), lower productivity and weaker cost control as incentives from property rights are attenuated.

Competition Limited competitive contention.

Pressure Pressures of multiple organizations to be able to exist: incompatible control styles; the pressures of the organizations to form ties: greater legitimacy from cooperation; pressures of a single organization to emerge: enlargement to exercise more effectively the control.

Effective organizational forms in condition of ambiguity or discrepancy in objectives Moderate ambiguity of performance and moderate or low inconsistency of the objective.

Network position strategy With the strategies of positioning within individualistic and hierarchical networks, you can only change your position within the network with a more important, ensuring a third position to exploit a structural hole or ensure a central position.

Strengths

Allows clarity and complex work divisions.

Bankruptcy actions Excessive regulation and low productivity; limited ability to generate prosperity; congestion due to “Baroque” procedures, the system of government and role can become so “Byzantine” that it can be unreadable; the risk of demotivating the “lowerarchy” through denial of access to a superior authority and denial of sufficient validation; instability due to an excess of institutionalization.

Risks Both the network’s institutions and other members of the network appear to be rule-bound, fussy, procedural, elaborate, focused on legitimacy at the expense of both the benefits and principles.

Confidence dimension: motivation and commitment Goodwill, generic institution.

Type of institutional confidence dynamic Trust-reinforcement: Initially specific institutions, therefore experiences have to be integrated.

Trust-undermining: institutions’ systems become overly expensive.

After trust has been broken: it can be rebuilt starting from contract trust if the institutions are effective and if repairs concern the violation of institutional norms.

Sorting Managed network.

INDIVIDUALISTIC

Power of the network Incentive - entrepreneurial strategy (negotiate, negotiate prices, loans, concessions, incentives).

Types of contract Preferred relational contracts only where previous experience suggests that the balance between risks and transition costs lies to its advantage.

Type of leadership (authority) Merchant adventurer, patriarchal, patrimonial.

Costs The likelihood of low transaction costs created by form (decision costs and internationalization costs), dangers of high transaction costs created by form (costs to keep protected information, multi-link coordination costs, and conflict of interest restrictions or commitments, declining yields for predominantly bilateral ties such as alliances, outsourcing costs, trading costs to replace collective decision-making), high cost of creating and respecting property rights without risking contention if not externally defined (for example by hierarchy).

Competition Neoclassical competition.

Pressure Pressures of multiple organizations to be able to exist: incentive-driven competitiveness, innovation; the pressures of the organizations to form ties: dependence on resources; the pressures of a single organization to emerge: the enlargement of organizations with high centrality.

Effective organizational forms in condition of ambiguity or discrepancy in objectives Low ambiguity of performance and high, moderate or low inconsistency of the objective.

Network position strategy With the strategies of positioning within individualistic and hierarchical networks, you can only change your position within the network with a more

important, ensuring a third position to exploit a structural hole or ensure a central position.

Strengths It triggers powerful motivations of ambitious personal interests, allows targeted instrumental activities.

Bankruptcy actions Zero sum competition, instability due to inadequate institutionalization, high transaction costs, especially in defining and respecting property rights, serious conflict between powerful individuals, insecurity and demotivation of the weaker groups.

Risks Both the network’s institutions and other network members are short-term, opportunistic, focusing on the benefits in spite of both principles and legitimacy.

Confidence dimension: motivation and commitment Duty, generic institution.

Type of institutional confidence dynamic Trust-reinforcement: reputation originally comes from large sources on specific activities; experiment based on generalized institutions; finally experience.

Trust-undermining: incentives from profits, placing trust elsewhere, lead to unstable trust patterns.

After trust has been broken: it can be rebuilt based on experiments and experiences: organizations and individuals can start over again, for example, after bankruptcy.

Sorting Policy network.

ENCLAVE

Power of the network Influence - ideological strategy (inform, convince, legitimize, create norms, traditions).

Types of contract Where the contract has to be used, preference goes to spot contracts in order to clearly mark the border between insiders and outsiders and minimize the enclosure dependence on the outsider.

Type of leadership (authority) Charismatic, patriarchal, patrimonial.

Costs The likelihood of low transaction costs created by the form (internalizing some outsourcing, saving on the need for some otherwise public good), dangers of high transaction costs (exclusion of benefits, especially when members increase and congestion spreads), less productivity and weaker cost control as incentives from property rights are attenuated).

Competition Limited competition and generalized cooperation.

Pressure Pressures of multiple separate organizations to be able to exist: rival opportunities of persuasive influences; pressure from organizations to link: collective action costs fall when costs can be aggregated for actions of common interest; pressures of a single organization to emerge: enlargement to exercise more effectively the control.

Effective organizational forms in condition of ambiguity or discrepancy in objectives High ambiguity of performance and low inconsistency of the objective.

Network position strategy In these configurations, it is necessary to preserve the shape of the network or transform it. In the case of isolated network conservation means pursuing the survival of its organization within the system, exploiting the opportunistic advantage of its contracts; on the contrary, a network enclave offers the exit

option or work within the network through a charismatic strategy to ensure a fragile salience position.

Strengths Boosts busy and passionate work and supports integrity, triggers powerful motivations to protect.

Bankruptcy actions Demotivation for exhaustion and burn-out; schism; fiefdom; instability due to inadequate institutionalization; inability to support negotiation with outsiders because of the impossibility of supporting effective internal authority; poor productivity due to greater emphasis on distribution rather than productive value.

Risks Both the network’s institutions and other network members appear to be phased, schismatic, focusing on the principles in spite of both benefits and legitimacy.

Confidence dimension: motivation and commitment Goodwill, reputation.

Type of institutional confidence dynamic Trust-reinforcement: initially generalized reputation based on information flows within specific, restricted communities, defined around shared features; construction of an informal institution.

Trust-undermining: risks of decline in the innovation of enclaved communities; schism and feud.

After trust has been broken: you may also lose prudential confidence: it is very difficult to rebuild the highest levels of trusted business.

Sorting Professional network.

C. “Mapping of internal processes�

One of the first activities needed to make a company's assessment is the mapping of internal processes as it allows the CEO to have

a complete view of the activity carried out within his company and the staff at his disposal.

A tool that allows to map processes and procedures is the flowchart that represents the flow of control and execution of processes, procedures, and operating instructions. There are mainly two types of flowcharts: basic workflow and organizational flowchart. The basic work flow shows mainly what should be or could be done and why it has to be done. The organizational flowchart is usually used to describe deeper the basic work flow and it shows what have to be done, where should be done (first line), why the location changes and when or within it should be done (first column). Usually it includes notes in which it is possible to find how each action should be done and who is responsible for it and eventually related risks. Of course, in both types is represented the sequence in which the actions have to be performed, represented through arrows of connection;

Process Flow-Chart

Organizational Flow-Chart

Processes and procedures mapping enables: • to identify Key Performance Indicators (KPI) of the internal processes, that are useful to monitor the progress of a business processes;

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to the CEO to have a precise description of internal processes ensuring the possibility of replacement of personnel involved without crippling the company's activity and ensuring transparency; • to build quality in the system optimizing processes by standardizing activities; • to identify any critical areas to act on; • to reduce sequence of steps within the process, sometimes eliminating unused personnel and sometimes inserting more people into bottlenecks that can be in the path; • to discourage corruption at all levels of the process as the mapping lets you quickly identify any deviations.

A useful and free tool to create flow-chart is “Draw.io”: it is a Google Chrome extension that lets you enable Google Drive to draw diagrams. Draw.io allows you to draw not only flow-charts but also network, electronic circuits, ERD, BPM, UML, etc.

2.2 Development of a new strategy to improve the company: methods and tools The second step is the strategy creation based on assessment.

The strategy is created according to some information: 1. Legal framework that can go from national and international laws, stakeholder expectations or internal policy or external KPIs. Projects: both those that are being developed and those that are "in the air" and therefore potential future projects. This is usually informal area and is about information and networking and this information is usually not written everywhere.

Technologies and equipment available in the company: you need to know whether you have this equipment or you need to buy it.

Internal procedure and internal regulations Internal data usually analyzed by Business Intelligence To develop the strategy is critical to understand how the previous list of things is linked together and to understand which action can let achieve more given goals. Usually doing this we start to identify the which actions are more important in the strategy. The importance is related to the fact that without that specific actionother action cannot be done. For this reason, they are called enablers. These enablers can unlock or permit a lot other action or even the entire strategy. These last ones are called main enablers.

It is crucial to identify the enablers during the creation of the strategy. To do this is necessary to go back and forth between assessment and strategy until you have a clear idea of the enablers.

Earlier is the implementation of the enablers easier is to start to realize the strategy and consequently the actions in the strategic plan.

Going back and forth between assessment, strategy, strategic plan, list of actions and the enablers, is the proper methodology to use.

Enablers should not be more than 2-3, maximum 4, because otherwise, there is no time to put them in place and too many directionsincrease the risk to disperse all the energies without results. Talking with expert CEOs, they all say “you always should focus on one or two things�, but we see through the monitoring a huge number of indicators. These one or two things are not the simple actions you have to do, they are the enablers to activate all the actions on a cascade. The enablers should be in place as soon as possible, because they will open the dam and water will start to come down like a waterfall.

It is often necessary to work on political and networking area to activate enablers. When they are activated the action will come through the Management Control System for these reasons the Management Control System must be in place.

To sum it all, enablers are critical: most of the time Enablers are policy related as well and you need to create policies to activate them.

To identify the enablers one of the most simple and useful tool is the brainstorming that is a creative group technique to bring out ideas for resolution of a problem. The brainstorming method began to spread in 1957, thanks to the Applied Imagination book

by Alex Faickney Osborn.

The main result of a brainstorming session can be a new and complete problem solution, a list of ideas for a next-rate approach or a list of ideas that will turn into a work program to find following a solution. The mental assault method does not lack critical opinions by many scholars, but remains a very common and popular technique used in a large number of corporate settings.

Two very important tools can be used during brainstorming sessions: • •

the mind map (of which we talked earlier) which provide graphical support and allow you to note the ideas that emerge during brainstorming sessions; Ishikawa diagrams (can be used during one or more brainstorming session) which provide to examine possible causes related to a problem.

Ishikawa's diagram is a managerial technique used in industry and services to identify the most likely causes of an effect or problem.

It is also called cause-effect diagram or fishbone diagram.

These types of cause-effect diagrams were developed in Japan in 1943 by Kaoru Ishikawa, a guru of total quality.

After Brainstorming with Ishikawa's diagram: • one or more cause-effect diagrams are constructed, where all possible causes are listed for each problem and grouped into the four macro-groups listed above; • using the Pareto principle, the cause and choice of causes most frequent or probable is analyzed; • the first two or three causes are the ones that have the greatest influence on the various problems.

• implementation of the PDCA (Plan-Do-Check-Act) In our enablers search the diagram can be used to see the relations between the actions to understand their sequence and the precursors of most of them.

Then, when CEO and his staff define a strategy, they have to understand the business model of the company that means to understand who manages money, because people who manage money are the ones that have more power within the company and can affect the whole structure, and how they use their power.

It will help to identify the “enemies” to fight them or transform them into your partners.

The identification of the Business Model gives you the answer to the question on how money go around. It will also tell you how

to produce the money and it is a critical point to change the strategy because mainly change of Strategy is to modify the Business model through innovation. There are two types of innovation: • Sustainable innovation that means improving what you have; • Disruptive innovation that means to create more easy system so you can replace market and companies on the market easily.

To create a disruptive innovation, you need to make things so easy that everyone can do them. Usually you will find that each office in company has a specific knowledge and is concentrated in a way that in each office each person knows his or her own part. This makes the system impossible to change, because if one person blocks the process, the entire process is blocked. That’s why the first thing to do is to map the entire system and map and assess all the main policies which are vital for the company. In order to do that, is important to use above-mentioned tools for mapping such as flowchart.

The second thing is to make knowledge from implicit to explicit, the so called “SECI” approach (socialization, externalization, combination and internalization) that considers a spiraling interaction between explicit knowledge and tacit knowledge. In this model, knowledge follows a cycle in which implicit knowledge is ‘extracted’ to become explicit knowledge, and explicit knowledge is ‘re-internalized’ into implicit knowledge.

The aim is to transform it from the mind of person in the office to the paper, so everyone can understand what they have to do.

When everyone understands what they have to do it is possible to replace the person in case of blocks of processes. Through mapping the process and understanding what the key areas are, we will understand that some offices are more important, especially in the Management area, independently from the production. This type of methodology can be applied to any type of structure of the company.

When CEO finally define the new strategy, another tool and method that is important to use to improve the system is “Lean Management”.

Lean management seeks to eliminate any waste of time, effort or money by identifying each step in a business process and then revising or cutting out steps that do not create value to the customer; anything that the customer is not willing to pay for.

Waste can be context switching, overburden of employees, tedious processes, or technical debt, but also lengthy feedback loops, unnecessary complexity in decision making, or premature planning. There is no single kind of waste to be eliminated in Lean management development. The philosophy has its roots in manufacturing.

The term was introduced by Womak and others (1999) in book entitled “The Machine that Changed the World”, analyzing and comparing the performance of the world’s leading automotive manufacturers with Japanese Toyota, revealing the reasons of its superiority to all Toyota competitors, identifying in the lean production a philosophy that aimed at minimizing waste until it was eliminated. Lean business development is rooted in the following key principles: Optimize the whole, eliminate waste, build quality into the system, deliver fast by managing flow, create knowledge, defer commitment, and respect people18 Other guiding principles for lean management include: • •

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Defining value from the standpoint of the end customer; Identifying each step in a business process and eliminating those steps that do not create value and that are waste (Muda in Japanese); Making the value-creating steps occur in tight sequence so the product will flow smoothly toward the customer;

leankit: lean business development: how 7 lean principles guide sustainable growth. www.leankit.com

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As flow is introduced, let customers pull value from the next upstream activity; As value is specified, value streams are identified, wasted steps are removed, and flow and pull are introduced, begin the process again and continue it until a state of perfection is reached in which perfect value is created with no waste (kaizen in Japanese).

Lean management tools are: • Kaizen 5S: straighten, sort, standardize, shine, and sustain. These words describe ways of workspace organization for achieving the most effectiveness and efficiency; • Kanban card (pull systems): is “visual signal” or “card” that gives a visual signal when something needs to be replenished and/or work has to be started. Re-supply or production is determined according to the actual demand of the customer; • Kanban board: is a work and workflow visualization tool that enables to optimize the flow of the work. Physical Kanban boards typically use sticky notes on a whiteboard to communicate status, progress, and issues of the activity and work that has to be done; •

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Value Stream Mapping: used for analyzing the current stage and designing of its further stages for the series of events that take a service or product from the beginning through to the client; Spaghetti Diagram: helps to identify areas where time can be saved by visualizing unnecessary movement of products, staff or patients;

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Six Sigma: focuses on improving quality of the final product by finding and eliminating causes of defects, and aims for as close to zero defects as possible; SMED (Single Minute Exchange of Die): provides a rapid and efficient way of converting a process from running the current product or service to running the next product or service in the shortest time; Poka-yoke (error-proofing): is any mechanism that helps an operator to avoid human errors and mistakes on the processes, reduce defectiveness and risks for the patients; A3 Report: is a simple way of analyze a problem and take corrective action written down on a template sheet of large paper, often with the use of graphics; Total Productive Maintenance: aims at maintaining and improving the integrity of production and quality systems through the machines, equipment, processes, and employees that add business value to an organization keeping all equipment in top working condition to avoid breakdowns and delays in processes; Redesigning Working Cells: aims at creating a most efficient work environment layout bringing together operations (or machines, or people) involved in similar processes or needs, grouping them close to each other and distinct from other groups, reducing time, travel, inventory, process lead times; Quality Function Deployment: is a method for developing a design quality aimed at satisfying the consumer’s demand, transforming the voice of the customer into engineering characteristics for a product; Heijunka: is a system of production-leveling that produces the right product mix as demanded by the customer by

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minimizing the fluctuation of production. It is therefore essential to know the incoming request so as to synchronize it with the ability to produce goods or service (Takt Time); Standardization: standardization of activities and processes reduces the chance of mistakes and wasted activities; Training: proper training and empowerment of employees provides a great deal of flexibility in meeting demand fluctuations and proper use of resources. Training provides also employees with ability to identify and solve problems and operational weaknesses hindering organizational effectiveness and efficiency; RCA (Root Cause Analysis) and FMECA (Failure mode effect and criticality analysis): these tools are focused on the analysis of failure in the process in order to avoid them (RCA) or take the necessary measure to avoid that failures will happen again searching for the causes that generated them and defining and implementing a plan (FMECA).

To make assessment and develop a strategy and then to transform a strategy in a Strategic Plan, to transform Strategic Plan into goals to reach and to monitor the results any company needs some crucial offices: • Business Intelligence: without it we do not see anything. It can be compared with having are huge computer with strong processor but without monitor - you cannot orient yourself.

• Strategic Development Office to define the Strategy and transform it into Strategic Plan.

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Project, Policy and Technology Assessment office to understand the project, technology and policy in the system. The techniques for assessment are very similar, and when one person learns how asses one thing it is easy to explain him or her assessment of the other ones.

Management Control System Office - it is critical because it is the office that will implement actions in the system.

Data Management which is the office to collect and validate information to be submitted to Business Intelligence.

Sometimes companies already have these offices, but sometimes they do not. These offices are the key vital point to manage the company, because they are linked to any type of office and department in the company: indeed, analyzing with a social network analysis you will see that they the highest centrality measures than any other offices. From social network point of view, they are even more powerful than CEO or any other structure in the system. The only thing that is certain is that when the CEO arrives, to make changes he cannot do it all alone but needs a team.

The point is that when new CEO arrives some of people are there, some others not, but the first thing to be done is to reorganize the beating heart of the system and, if it is not in place, create it right away. CEO has two ways: • he can train people who are inside the company, but there is a risk that they will stop him because they are from the “underbrush” when they should be as independent as possible • he can import new people inside the system. It is important to keep in mind that form a network point of view these offices and person will be very important in the network with higher centrality measures than more

important roles in the organizational chart. That is why the best thing is to have independent professionals, but the problem is that when the CEO arrives usually do not have funds, especially in governmental areas, to put these people in place. Even if you need to hire them, it will take you months to get them inside on the other end hiring professionals will be highly expensive. Then each one of them must recreate the system within his or her office and maybe one of them will not work, because the chief is not able to do this.

It is difficult to say which of the two ways is the best, because there is no clear answer. Some CEO just bring his/her team from place to place, but the point is low cost, because every time CEO moves, his or her team will ask for increase of money until he or she cannot afford it anymore. CEO can afford to bring one or two of his or her people to a new system, but not more. So, we need to find out how to implement low cost system.

Low cost becomes easy, if you start to understand that the money is not the only way to pay. Studying social network analysis, it is possible to see that connection within networks can be different with different power, resistance and flexibility based on how they are built. One of the ways to pay is money, but there are several disadvantages. It is quick to build, but quick to destroy, and if CEO moves this connection will break plus it expose to corruption or other offers. Then follows the question: “but what can be stronger?�. It can be relatives or friendship, but they have another side effect: there are laws about anti-corruption and conflict of interest, so relatives are forbidden. Friends can lead to over-embeddedness problems such as when there is a fight not for the job but for external factors and the job is ruined even if it has no connections with the reason of conflict. Over-embeddedness and anticorruption are limits of this type of network.

“What else do we have then?” There are several options, but we want to focus on one: it is knowledge. Knowledge is slow to build but it is very strong and it resists to money temptation. If money comes in, knowledge is highly resistant, because knowledge is based on two things: • you know that the person that teaches knows more than you and he or she knows how the system works. It creates a dependency to asymmetry of knowledge • The relationship is similar to friendship where teacher and learner are involved.

Knowledge is also a good investment of money, because usually if you increase the knowledge you can increase your salary. Maybe it is not in one month, but in a long run, for sure, there is an increase of chances. Of course, if the job is running well, the friendship will come, but it must not be built in first moments which are the most critical ones.

Next step is to involve and select people highly motivated to learn. Young people are usually highly motivated to obtain knowledge, they want to gain experience and they are eager to get the positions quickly and at the same time to learn quickly and have better career in future. Next step is when these people are found and selected you need to decide on how can you export in them the knowledge as fast as possible and in the most effective way and how create a new team?

The other advantages of bringing new people inside the system is also that you can decide the rules again but the main thing remains to prepare the team, even from a psychological point of view, so that it can withstand the attacks of the "underbrush”.

The tools and materials you give to these people will be automated andeasy to do, and thanks to its being easy, effective and most precise it makes the job faster and everybody can

understand and do it in few days. So, this way you can recreate a team every time you go somewhere.

In this phase,a support of a non-profit Association made up of young people motivated and seeking to learn and research and that places its bases on knowledge sharing, is crucial to train the new team and create a stable source of people.

The Figures below explains this process of creating, sharing, using and managing knowledge.

Knowledge management is very important because you need to map all the knowledge you will teach before starting training new team. Using knowledge mapping instead of two months of course you can throw away not needed subjects and cut the time up to 4 or 5 weeks.

Linked with the knowledge management is the way to transmit the information and teach within the team.We used a methodology well known to teach effectively management. It's called 70:20:10 Model for Learning and Development19. This model is a commonly used formula for description of optimal sources of learning, communicated by successful managers. It means that learners obtain 70 percent of their knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events. The 70% of hands-on experience such as “on job training”, is the most beneficial for learners because it enables them to discover and refine their job-related skills, make decisions, address challenges and interact with influential people such as bosses and mentors within working environment. They also learn from their mistakes and receive immediate feedback on their performance. Learners can then collaborate with others (the 20 percent) through a variety of activities that include group work, social learning, coaching, mentoring, collaborative learning and other methods of interaction with peers. Encouragement and feedback are prime benefits of this valuable learning approach. The formula holds that only 10 percent of professional development optimally comes from formal traditional courseware instruction and other educational events.

One important tool to share and store knowledge is “Dropbox”: it is a hosting service provided by American company Dropbox Inc., which offers cloud storage, automatic file synchronization, personal cloud and client software.

The free service download program is available for Windows, MacOS, Linux, iOS, BlackBerry OS, Android, Windows RT and Windows Phone. Dropbox offers a free account with a 2 GB, 19

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extensible in various ways, up to 18 GB in total. For example, you earn 500 MB for each new invited person you log on to the site and install the software on your computer. Then there are paid tariff plans that increase the space up to 1TB. Another tool used to record the lessons to the team in streaming and then keep them on line on “YouTube”. This way you provide learners with possibility to study on their own if they have missed some lessons or if you have new people coming and they do not require to start the teaching process from the very beginning.

Other open source software that you can use for manage the team and the activity of your company are: • Open Project mainly allows you: - to create, assign and manage your work; - to schedule your tasks and visualize the required steps to complete your project creating Gantt chart; - to product roadmap; - to create agile project management; - to manage meetings and calendar; - to make time tracking with the creation of reports to monitors performances and allocated resources; - to create cost and budgeting reporting; - to make bug tracking; • TeamworkPM: is an easy-to-use online teamwork & project management software application that helps managers, staff and clients work together more productively online. It’s free for 2 projects and 100MB storage.

• Gantter: is a web application through which you can manage the time and resources of your projects so that you can always keep track of the progress of activities in the game that are required for the good performance of your product. Allows you to create Gantt charts. The application

can interface directly with reading and writing with Google Docs, and allows you to import/export to and from MS Project, save it to PDF, PNG and HTML, and export to web calendars. All for free and no need to install any software and if you want you can install the extension for Chrome and Firefox.

Other useful tool to use for the coordination of the team are: •

the mobile application “WhatsApp Messenger” a freeware and cross-platform instant messaging service for smartphones. It uses the Internet to make voice calls, one to one video calls, send text messages, images, GIF, videos, documents, user location, audio files, phone contacts and voice notes using standard cellular mobile numbers.

Originally users could only communicate with other users individually or in groups of individual users, but in September 2017 WhatsApp announced a forthcoming business platform which will enable companies to provide customer service to users at scale. All data are end-to-end encrypted. It also incorporates a feature called Status, which allows users to upload photos and videos to a 24hours-lifetime feed that, by default, are visible to all contacts, similar to Snapchat, Facebook and Instagram Stories. Available for iOS, Android, Windows Phone. The application not only allows you to keep asynchronous conversations, but also allows you to create online groups avoiding meeting repetitions and to lose time in reporting information to all members absent at the meeting. This way it is even possible to entertain asynchronous online meetings and to share documents such as pdf or even photo of documents. The service is free of charge and give the

• •

opportunity to silent groups to avoid to be disturbed during meetings.

“Doodle” was used to organize meeting without losing time on phone calls in a free of charge and in asynchronous way.

“Google calendar” was used to share a common calendar between the top team keeping everybody aware of free slot to organize meetings or set deadlines.

Finally, “Google Translator” and especially the function of “translating entire documents” on google docs, was very useful to translate entire document from a language to another language, especially in international context. Even if the translation was not always excellent it was so fast to give an idea of the subject that permitted to reduce the time on translation and kept the top team being update on all documents even if they are in another languages.

2.3 Creation of the Strategic Plan: methods and tools When the strategy is created you need to communicate it to the Stakeholder and to the internal structure: you usually can do it with the development and the creation of the Strategic Plan.

For the creation of this important document, we have to start collecting and analyzing the following documents: – external documents like national, regional and provincial laws and guidelines,Key Performance Indicators (KPI)’s and road maps established by Government, International guidelines and KPI; – internal documents like corporate act, Code of Corporate Culture and Ethics, Regulation on the Internal Audit Service, etc.

Based on external and internal factors and in accordance with documents listed above, SWOT Analysis was conducted which allows to identify strengths, weaknesses, opportunities and threats of the organization.

On the basis of what has been done previously, now you need to extract strategic drivers which are forces that form an organization's strategy. There are two types of divers: – external drivers that include competition, markets, laws, taxes, customer needs and technological change; – internal drivers that include profit goals, mission and office policies.

All drivers created need to be classified by area of intervention (i.e.

Educational Development and improvement of the graduate’s quality, Corporate governance and internal policy development, etc.).

Further combining of all the activities during previous steps promotes carrying out of Assessment of Risks and Assessment of Opportunities.

In accordance with all the information gained SWOT Analysis was reviewed. All activities performed allow to priorities the Actions to be taken by the organization.

A useful tool for prioritizing actions is the “Agreement/correlation matrix” following the full description.

During the next step, based on drivers, suggestions of actions were created, that once analyzed and developed become priorities and subsequently Goals to achieve.Each Goal will be transformed to actions to undertake and subsequently Task with indication of time limits and ways of implementation to be fulfilled by key-figures of the University. This allowed to count budget of each Goal, enabling matching budget money, resources and Tasks.

For the development of the Strategic Plan, it’s useful to use:

•

“Google docs”: is a free web application that resides on the Google server and is launched remotely, without requiring the installation of any software on the local computer.

Unlike other applications that work remotely, even the data is not saved locally, but it is possible to use and modify documents also off line. This allows you to share files with other invited users with different privilege levels (readonly, write access to some parts, or across the entire document), and to use files from any computer through which you connect to the mailbox. Non-local data retention, however, sometimes involves privacy issues, both for the use of information for filing purposes that may be done by the service provider and the increased risk of attacks and manipulations by external entities, occurs when the data resides on servers that are always connected to the Internet. There is a security policy, but national privacy laws are not aligned with an international standard. Data encryption and the adoption of secure communication protocols (such as SSL) help to reduce the risk of external attacks, but do not guarantee the proper use of information.

The main advantage, except the fact that they are free, is that Google-Doc allow same-time job of several people no matter where they are located and it has a service of backup versions ensures that important information even if it has been deleted or damaged can be restored and will not be lost. All changes are saved automatically while typing. You can also use the review history to see the old versions of the same worksheet, sorted by date and by the person who edited it.

•

“SWOT analysis”:is an acronym for strengths, weaknesses, opportunities, and threats and is a structured planning method that evaluates those four elements of an organization, project or business venture. A SWOT

analysis can be carried out for a company, product, place, industry, or person. It involves specifying the objectives of the business venture or project and identifying the internal and external factors that are favorable and unfavorable to achieve that objective.

•

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Risks assessment table20: a risk assessment is a systematic examination of a task, job or process that you carry out at work for the purpose of identifying the significant hazards, the risk of someone being harmed and deciding what further control measures you must take to reduce the risk to an acceptable level. We have detailed these further below: Identifying the significant hazards that are present (a hazard is something that has the potential to cause someone harm or ill health).

Deciding if what you have already done reduces the risk of someone being harmed to an acceptable level, and if not;

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Deciding what further control measures, you must take to reduce the risk to an acceptable level.

•

“Agreement/Correlation matrix”21: the correlation is one of the most common and most useful statistics and is a single number that describes the degree of relationship between two variables. But when in a study you have considerably more than two variables, you can use a correlation matrix like this:

https://www.socialresearchmethods.net/kb/statcorr.php

This type of table is called a correlation matrix and lists the variable names (C1-C10) down the first column and across the first row.

The diagonal of a correlation matrix (i.e., the numbers that go from the upper left corner to the lower right) always consists of ones.

That's because these are the correlations between each variable and itself (and a variable is always perfectly correlated with itself). This statistical program only shows the lower triangle of the correlation matrix. In every correlation matrix, there are two triangles that are the values below and to the left of the diagonal (lower triangle) and above and to the right of the diagonal (upper triangle). There is no reason to print both triangles because the two triangles of a correlation matrix are always mirror images of each other (the correlation of variable x with variable y is always equal to the correlation of variable y with variable x). When a matrix has this mirror-image quality above and below the diagonal we refer to it as a symmetric matrix. A correlation matrix is always a symmetric matrix. We used for an automatic own build system in Excel. It is an automatic tools tool that based on the features of the options and their importance choose by the operator, of the features automatically define a ranking of priorities. It is a very flexible and automatic tool and it is totally free of charge.

2.4 The assignment of the goals to be achieved: methods and tools After the development of the Strategic Plan, the next step has to be done by the Management and Control System that will transform the measures envisaged in the strategic plan objectives to be achieved to be assigned to each key-figures and its department. To do this we need to create balanced scorecards.

A balanced score card is a strategic monitoring tool that translates competitive strategies into performance indicators (score cards) by ensuring the balance between short-term performance, measured by financial parameters, and those non-financial factors that should

lead the company to superior and sustainable competitive performance. Balanced Score Cards: – allow to drive and monitor the company – are linked to the rewarding system (the calculation of the prize payable to each employee for the results obtained by the Department in which he operated) – are related to the valuation of the Director of the Department Phases to create Balanced Score Cards are: 1. Study of the organizational chart and the functions of the different Functional Cluster or Department; 2. Study of the Strategic Plan policy and goals; 3. Research of the indicator for the assessment of business efficiency that came from to International level (WHO, Joint Commission, international literature, best practice, etc..), National level (national law and guidelines) and Regional level (regional law and guidelines). Indicators must be valid, accurate, reliable and measurable. We can also use different type of indicators like outcome indicators, process indicators, volume indicators, performance indicators, etc.

4. Creation of the Balanced Score Cards: we started with the creation of a database using Google Spreadsheet in which are listed the name of the Departments/Cluster, the name of the Responsible, the policy, goals, indicators, respected results and weightlike in the following example:

In order to obtain a synthetic value of the degree of achievement of the goals, a score / weight (expressed as a percentage) was assigned to each indicator. These weights are differentiated according to the relevance of each goals to the orientations expressed in the Strategic Plan.

The total weights assigned to each balanced scorecard are 100, indicating that if all targets are reached, the Department has achieved all the goals assigned to it by the Top Management.

The main job done by the Management and Control System Unit was not so much to define the objectives to be assigned to each single Operating Unit, but to find a proper methodology on how to set goals and indicators for the Organization to operate as an integrated and unified system.

This was done as functional work that would then be reflected on an integrated system type: the way to do this is to share and assign to the different Operating Units/Department/functional the final purpose and not a precise and circumscribed role: in fact, if one takes for example a productive chain of goods where to a subject is assigned a specific goal, the subject will work in an industrial and alien way as it will only take good from the subject that precedes the chain only when the latter is perfect and will reject it every time it has imperfections, without worrying about the cause of such imperfection or problem encountered and this will lead to blocking the entire production system. If specific objectives are set within the chain then the components will be separated and will then form islands within the Organization where only some entities will be linked to each other but will be disconnected from the rest of the Organization. All this is possible by adopting lean management techniques: lean production is a set of principles, methods and techniques for managing operational processes, which aims to increase the perceived value of the final customer and to systematically reduce waste. This is only possible with the involvement of motivated people to continuous improvement. The

goal of Lean Production is to "always do more with less and less": less time, less space, less effort, fewer machines, fewer materials.

There are several techniques that can be applied to different realities: the organization must work as a football team where individual players are assigned the task of winning the game and all together will work to reach the ultimate goal. This is also the methodology that the Management Control System have to use for the attribution of indicators to the Operating Units/Department/Functional Cluster of the Organization.

But how can an organization's integration be objectively measured?

A useful tool for doing so is Social Network Analysis (SNA): the social network is a structure formed by nodes (actors) and links between them. In the SNA, the relationship refers to the relational element, that is, the information relating to a social network composed of actors with their attributes and the links between the nodes. In other words, the analysis of social networks considers relationships in a view of network theory, using algorithms and analysis tools of graph theory: a graph is a set of nodes (or vertices), linked together by a set of arcs [arcs, links] or edges (or non-aligned links or arcs).

The following example shows the work done by the Management and Control system department of an Italian healthcare company: it is clear that taking into account policies, objectives, indicators, Operational Units/Departments and functional cluster we can see the maximum integration of the system: in fact, as shown by the graph and table below, we are faced with a single integrated system.

The principle tools used in these steps are:

–

–

“Google Spreadsheet”: is a free web application that resides on the Google server and is launched remotely, without requiring the installation of any software on the local computer like Google Doc. You can access, create, and edit worksheets anywhere, from your phone, tablet, or computer, even without connection. You can share the sheet and work at the same time, view, comment, or edit the spreadsheet and chat with the people it is sharing with. All changes are saved automatically while typing. You can also use the review history to see the old versions of the same worksheet, sorted by date and by the person who edited it.

It’s a very useful tool for creating a database create that must always be in the form of all members of a team, creating conflicting file problems.

“NodeXL”: is a free and open-source network analysis and visualization software package for Microsoft Excel 2007/2010/2013/2016.is a powerful and easy-to-use

interactive network visualization and analysis tool that leverages the widely available MS Excel application as the platform for representing generic graph data, performing advanced network analysis and visual exploration of networks. The tool supports multiple social network data providers that import graph data (nodes and edge lists) into the Excel spreadsheet. The tool includes an Excel template for easy manipulation of graph data and a number of features, summarized in the NodeXL Chart.This is the software use to do Social Network Analysis and it is free of charge.

2.5 Activity monitorin:methods and tools When all previous steps are done, monitoring will be based on Business Intelligence looking back to see if anything is actually happening or not. Management Control System and monitoring must be based on KPIs which are measurable.

Activity tracking and Key Performance Indicators is the task of Business Intelligence. Developing Quarterly Reports or even Monthly Reports allows the CEO to see how the organization is going and to take any corrective measures if the expected results have not yet been reached.

There are a multitude of reports that can be created and their choice depends on what the CEO wants to see and monitor.

It is recommended to use “Microsoft Excel” with “Power Query” and “Power Pivot” to create them to avoid the limits in rows of Excel and to link more databases between them creating a data warehouse.

Microsoft Excel is a commercial software dedicated to the production and management of spreadsheets. The Excel home screen shows an empty spreadsheet consisting of columns (marked A, B, C, etc.) and rows (marked by numbers 1, 2, 3, etc.).

The intersection of a row with a column forms a "cell" (always marked first by the column, then by the line, for example: A1, B3, C4, ...), inside which you can enter a value or a function. The values you can enter are alphanumeric, while the functions are expressed through formulas. Excel has very large dimensions, in fact it consists of 1.048.576 rows and 16.384 columns. In Excel, you can also build graphs or statistical graphs (i.e. line charts, pie charts, histograms, orthograms, bubble diagrams, trend diagrams, etc.) from input data and processed to create informational reports.

To use it you need a license and the cost starts from € 70,00 per year.

Microsoft Excel is the most important tools to create reports, but sometimes when you have to manage a big amount of data may not be enough because, as we have said before, Excel counts 1.048.576 rows and 16.384 columns.

To overcome this obstacle, you can use two free plugins already build by Microsoft: – “Power pivot” that allows to go through the limit of Excel with 1.300.000 rows; – “Power query” that permits you to link huge databases from any kind of sources and send it directly to the PowerPivot through Data Module. Data Module is a virtual area where you can connect databases you upload.

These tools are so effective that Microsoft has developed more sophisticated version PowerBI, which is free to use.

3. Characteristics of the tools used In the following table, values from 1 to 5 have been entered where 1 is low and 5 is high. The table implies that all tools used are flexible, low cost, automated and reproducible, and this is also due to the fact that many of them have an "average of four features" equal to 5.

Some tools have somewhat a lower average, but this is due mainly to the fact that more and specific skills are required to be used.

It is clear that most of the tools are highly flexible, low costs, automated and reproducible. We calculate not only each tool's average but also the average of the 4 features and the total average to estimate the global value to assign to the entire group of tools within the standard approach. The global approach of course is not made only by the tools but also on the standardized way to approach the 100 days action and this implementation is described in the following chapters.

SECTION C 4. The experience of the “Study Company” 4.1 Analysis of “Study Company” after 100 days Having experience from previous work in two different Italian public health companies at province level, allowed us to use this experience to develop the new system to approach the first 100 days of the settlement. The developed automated, low-cost, flexible and reproducible system, presented in previous part, was used the tools and the methodologies described in the previous chapters as a standard approach in “Study Company”.

The contract was designed with several details on legitimacy, freedom and duty from both parties. Indeed, the contract with “Study Company” included requirement of creating Offices for Data Management, Business Intelligence, Strategic Development, Management Control System and Project, Policy and Technology Assessment. This way the University could not refuse later their creation because it would be a violation of the contract.

The first steps in the first days in “Study Company” were: 1. Getting access to internal data: the very first day of work, the Executive Director asked data and find out what kind of data were available or not. On the request to obtain data was needed to force several offices to provide the data.

While these offices such as the accounting department, HR department, science department and the department for automatization of the educational processes were preparing the data, the focus was on the creation of the team through the summers school. The requested data

represented economic accountability of each cathedra, department and structural unit. Everything was supposed to be divided down by each cathedra, department and structural unit with direct costs, indirect costs and income but also by number of people, staff units, number of teaching hours, research production and square meters used. The aim was to see the situation on the previous year and evaluate the performance based on the resources and costs. In the case of “Study Company” it took 3 weeks to get the data only from the accounting department and almost 3 months for the other data of the previous year from other offices because there were no proper databases to collect data and because the few databases were not integrated. Over more in some cases the data provided, after the review analysis, resulted wrong. For this reason, a new request was done and the new the information prepared were right but it took another 3 weeks to obtain them. Over more was clear that there was no integration between the databases, not even for the employee list, showing a lack of accountability.

Using Mind-mapand Network theory tools, we received clear understanding of how the system works, clear picture of what do we have. What was missing and had to be done as soon as possible. Changing the rules of the game, like modifying internal policies, permitted us achieve success, making the job more effective. Over more the changing of internal policies is free of charge.

While the offices were preparing the data the second step started: 2. Training and selecting the team: we started to create an official learning system with the organization of a Summer School in collaboration with a Non-profit Association with which “Study Company” had signed a collaboration

agreement the previous year in October. The Summer School was free for all the participants at national and international level and were included anybody with a university degree of any kind. Indeed, the call of applicants was done not only inside the country, but also in other countries with the result that the Summer School had participants from other countries such as Italy, Uzbekistan and Belarus. The Summer school was not only an event to teach and promote networking of the University but it was propaedeutic to hire the best participants and create the top team from the learners hiring them in the new offices. The training process was organized as an intensive course, organized in 4+1 modules, this way all the learners could follow at least one of the 4 modules to be able to be selected to the prize 5 module. The training was very hard and thus facilitate the natural selection of the most motivated learners. The course was “on the job” training model using the 70:20:10 methodology. During the course, a knowledge management was in place to organize the data and the information in one place accessible to everyone at any time thanks to the use of free cloud systems such Dropbox and google drive. As it was mentioned above there is a problem in time limits for CEO for this reason participants of the Summer School were involved in the working process, so not only lectures, but also actually analyzing real data and working on the real environment. Some expected comments from the inside of the university was received: “Why are you teaching these young people? At the end, they will not do anything for the university. You are supposed to deliver a change not to teach”.As we discussed before the main action in the preparation and selection of the team, without the team it is impossible to deliver any result. The best moment to organize such activity is the

Summer, because it is vacation time. In our case we were lucky to have it in Summer. As said the 70:20:10 Model for Learning and Development22 was chosen as a model to train the team. This model is a commonly used formula for description of optimal sources of learning, communicated by successful managers. It means that learners obtain 70 percent of their knowledge from job-related experiences, 20 percent from interactions with others, and 10 percent from formal educational events. The 70% of hands-on experience, in our case called “on job training�, is the most beneficial for learners because it enables them to discover and refine their job-related skills, make decisions, address challenges and interact with influential people such as bosses and mentors within working environment. They also learn from their mistakes and receive immediate feedback on their performance. This part is also highly beneficial because a wide number of people are actually working on collecting and analyzing the data for the company if they are working on real data. Learners were collaborating with others (the 20 percent) through a variety of activities that include group work, social learning, coaching, mentoring, collaborative learning and other methods of interaction with peers. Encouragement and feedback are prime benefits of this valuable learning approach. The formula holds that only 10 percent of professional development optimally comes from formal traditional courseware instruction and other educational events, a position that typically surprises practitioners from academic backgrounds. In our case permitted to involve other local and international institutions useful to expand and consolidate the network.

This way 23 teachers were involved in 1 or 2 hours of 22

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teaching in presence or online with the result of obtaining lessons for free from all of them bringing the cost of this step to zero. In details, the Summer School which lasted 5 weeks, involved 93 applicants and ended up with 8 selected staff units. It was agreed with the University that the new team had to consist of 12 staff units, so weneeded to go back to the selection process to find enough people to come to 12. We could choose between picking up people lost during the first selection but we also extended the summer school with a 6th week module to be able to select new members of the new team.

The process can be compared with a gold finders work: “grab a lot of dust to slowly find the gold”. In this case “Study Company” legal type of company permitted to hire new people directly while in other environments it requires a lot of time to open a tender or the hiring system is closed like the Italian public sector and where there is also the turnover block. Usually the percentage of the previous experiences shows that around 90% of people left during the selection process. In “Study Company”, as we already mentioned, we started with 93 people and at the end we had 8 and had to go back to pick up some of those who dropped or involve new ones in an additional section process. At the end, we end up with 12 people.

Another important thing about the Summer School was that there were open modules, so people could jump in the classroom only for example for the 3rd module this way if you needed to expand the starting pool is possible.

It is important to have a huge amount of involved people to find at the end the 10% that is needed. For this reason, we shared the opportunity to all our network but at the same time we used this technique as a marketing opportunity to consolidate and expand the network and its brand. Another

benefit from such a way of team preparation is that if you teach all the member of new team with the same course, creating share common knowledge in the future it is possible to move them between offices and functions in the future increasing the flexibility of the team. Plus, there are no people with exclusive knowledge when they start working and everyone understands the processes in the same way.

As it was mentioned above, Knowledge Management is crucial on this stage - you need to know exactly what, when, to whom and how to teach. Also, as it is the preparation of your future team, it is needed to use all Methods and Tools in your arsenal to show the team how they work and to teach the team how to use them and the 70:20:10 is perfect teaching methodology to do this.

The following step, as it was already clarified above, was to: 3. work in the system with the team to assess the situation, develop strategy first and strategic plan later. The Summer School helped us to match learning with the real world, with the real data and real people. Some special moments were created called “Question & Answer moments�, when employees of the University were invited, such as quality managers, teaching staff, human resources department and others to answer specific questions. This was a very fast way of getting information for the assessment and start to develop the strategy.

Mind Maps were used to collect data and databases were created. For the creation of databases, it is possible to use both Google DriveSpreadsheet and Microsoft Excel with Dropbox, depends on what you need. MicrosoftExcel has improved functionality for data analysis thank the free plug-ins such as power query, power pivot and NodeXL,

while Google DriveSpreadsheet allows the job of several people at same time.

Finally, on the beginning of September 2017 the top team was employed by the University to work in the new offices: Business Intelligence, Strategic Development, Project, Policy and Technology Assessment and Management Control System. This permitted the legitimacy for the team to start to interact officially with the other roles of the university.

This started the following phase: 4. the opening of the core offices and their internal organization.

Each new office is supporting the Executive Director for Strategic Development in his activities and submits reports to him about their activities. These reports are based on the Kanban board, updated every day, that was created to keep track of all the activities within the office and to monitor their performances. All offices are meant to carry out activities in their core areas but also to carry out teaching activities, mainly in the field of management. This forces the top team to focus on their continuous training in management and open to new temporary human resources involvement such as practical training students and stage. a) The Business Intelligence Office collects and analyzes data from different departments of the University.

From these data, the indicators can be monitored for the measurement and evaluation of activities.

Indicators must be established based on mathematical formulas and analysis of these indicators are also responsibility of Business Intelligence. The office also develops reports with commentary, analysis, benchmarking with other universities, hospitals, as well as analysis of trends.

b) Strategic Development Office receives data from Business Intelligence office, Projects-PoliciesTechnology Assessment office, departments of quality, to develop the strategy for the future and monitor its implementation. Office is engaged in writing the Strategic Plan and its actualization, constantly checking the documents from the government to ensure full coverage of all the official documents. It generates reports on the development of the University and communicates with the Ministries on issues of strategic development, policy analysis, prepared by the Ministry for Universities. c) Project, Policy and Technology Assessment Office is engaged in assessment of new projects, in participate or promoting thedevelop new policies or the review of the old ones, this office review and assess the technologies to support the decision maker before purchase them. The office collects information on all the equipment and their maintenance costs in the University. It is engaged in the analysis of all the equipment of the University also to assess the need disinvestment in order to reduce maintenance costs and analyze the proper use by the University. It collaborates with strategic development office to conduct an internal reviews of University policies and it is engaged in the creation of new policies and Standard Operating Procedures (SOP). The office works also on the analysis of new projects and their allowance it in the Incubator. It provides all the data on assessment of projects, policies and technologies to Strategic Development Office and participates in the activities of the Incubator.

d) Management Control System Office transforms Strategic Plan into specific indicators for each departments and cathedra of the University. It develops balanced scorecards, follows and organizes the negotiations with the functional cluster to define financing on the basis of implementation of the set of indicators. Thus, the entire University has specific tasks facilitate the implementation of the strategic plan by the end of the year. The office coordinates its activity with the Strategic Development and Business Intelligence Offices to track the achievement of indicators and works together with Business Intelligence Office and IT Department on the automatization of the process to have all the indicators calculated automatically. It keeps all the relations with the internal departments.

The following phase was to 5. Define the strategy and discover the enablers. The main strategy in case of “Study Company” was to adapt in the University a department-functional cluster system fostering autonomy of the University taking as example an European university departmental model and the Austrian model of functional clusters which give the opportunity to unlock and enable the possibility to expand to a Dutch Maatschap (partnership) system used in Netherlands to facilitate the spinoff activity, commercialization of research and private public partnership development. “Study Company” type of legal entity as a joint-stock company permits such type of reorganization similar to a holding structure, fostering the development of internal spin-offs. There were indeed no legal restrictions for such activity for joint-stock company.The Maatschap model was based on association or company

established by professionals making an agreement with the main partner, in our case “Study Company”. Such strategy permits also to reach easily most of the key performance indicators from the government. All the functional clusters had shared responsibility on the same KPIs of the Ministry.

The reorganization in functional cluster permitted “Study Company” to be more flexible and there was a need in quality cluster to evaluate and monitor the quality from education to clinical activity and from practice to research covering activities, from anticorruption to ethics and accreditation.

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Analyzing the structure of the University and its goals we found four Key Strategic Enablers required for achieving success in reaching Strategic Goals. These Key Enablers were as follows: Creation of an incubator for research projects linked to the working business area. This is aligned with the request of the ministry of Finance and education and science.

Corporate reorganization based on Project Management Model. This is aligned with the request of the prime ministry and ministry of health care Education systembased on new technologies starting with Public Health. This is aligned with the request of the ministry of health care.

To develop clinical area to improve clinical training of students especially for Primary Care. This is aligned with the request of the ministry of health care.

First Enabler was the establishment of an incubator, which was a critical support for “Study Company” researchers but also for small and medium business development, assuring the development of Public-Private Partnership increasing the chance of commercialization of the results of research activity.

Incubator performed its activities in the sphere of providing courses for start-uppers, consultancy activity for startuppers, providing services of techno-park and co-working business area. Consultancy activity for start-uppers was to be provided by University professionals working in the University such as lawyers, accountants and human resource department but also involving strategic partner and other institutions of network. Those specialists were to provide courses on how to open and run a company or how to write a business plan and all the other important issues to “accelerate” start-uppers.

The Incubator was opened on the 24th of August 2017 and by the 1st of October it had 3 applications for start-ups and 3 initiatives for spin-offs.

6. Incubator and Techno-Park cluster: The Incubator and Techno-Park is focused on transforming ideas with scalable business models into an entrepreneurial project and supporting highly innovative start-up, spin-off and companies to grow up. The goal is to facilitate the exchange of experiences, knowledge, reciprocal contamination and entrepreneurial networking.

The Incubator and Techno-Park were thought for students, researchers, teachers, workers, doctors, graduates, investors as well as start-up, spin-off and companies.

In order to define regulations of the Incubator and TechnoPark, policies, agreements and application forms were made.

The services that the Incubator and Techno-Park can offer were thought as follow: – Networking: direct access to the entire network of the “Study Company” as one of the biggest and dynamic universities in the country. It has partnerships and contacts with many international companies and

institutions. Such as a memorandum of agreements between “Study Company” and other incubators and Techno-Park of other university for free exchange and movement of researchers and company between incubators. It works on developing projects to improve innovation and on international corporate entrepreneurship of managers as a way to boost innovation and competitiveness; – Empowerment program: to create competitive and focused teams, steering team’s creativity to produce new products, business models and strategies to access markets and developing a top-down vision and a bottom-up strategy to increase company readiness to start their market operation; – Consulting: administrative, Information and Communications Technology, legal, venture capital, economic and financial advice to learn how to run a company and find resources and capitals as well as to give assistance and operational support to enterprises; – Laboratories and Simulation center for practical training and developing ideas and research; – Co-working and Business area to rent, to enable ideas to keep bumping into other people and to grow out of everyday experience; – Events: to provide access to a number of conferences and other initiatives organized by the “Study Company” that are business opportunities for companies especially to network.

Evaluation of new start-up and spin-offs is similar to the assessment of the projects, for these reasons we included Project, Policy and Technology Assessment Office into Incubator cluster. It allows them to use same tools and methods for evaluation, studying them together.

In fact, documents regulating Incubator and Techno-Park were made in collaboration with Project, Policy and Technology Assessment and Google Drive Spreadsheet allowed all of the staff to work on them at the same time, saving time and improving efficiency and quality. The Legal Department proofread and approved the regulation documents.

The second Key Enabler was the reorganization of the internal structure to better adapt to the Corporate Structure requested by the Government. It also ensured improvement of accountability, anticorruption and transparency.

Moreover, we sought through this reorganization based on functional clusters to develop Project Management Model in the University.

Previous structure was focused on the educational activity of the cathedra, because the University was used to concentrate mainly on educational area. Indeed, the research activity suffered from it and for this reason it was developing slowly.

The first question we asked ourselves was “how can we participate in national and international projects with a Project Management Model, if we do not change our system to adapt to projects?”. It was obvious that there was a need to change, but during those changes we wanted to avoid damaging the educational processes which were running properly, following the principle of “primum non nocere”.

Considering all the goals and challenges we chose a model based on functional cluster fostering autonomy of the University. The example models were the strategic partner departmental model, Austrian model of functional clusters and spin-off and Dutch model based on Maatschap. Such a

choice was linked with the governmental concepts of autonomy within the University system. The system also increased responsibility and accountability at all University levels but also motivated employees through the opportunity to evolve entrepreneurial spirit. That type of reorganization in functional clusters not only increased the future opportunities but also matched the main drivers of the Government in particular the Ministries of Health Care, Education and Finance. Indeed, that structure gave the opportunity to the best clusters to become spin off in future. The ideas of creating spin-offs and startups, increasing the chance of commercialization and involvement of the private sector in University activities aimed at the same time at autonomy and a more transparent and accountable system.

Moreover, choosing that strategy we were sure that the educational activity was not going to deteriorate, but stay at least on the level we had with huge possibility and motivation to grow.

The reorganization in functional cluster fostered integration between education and translational research activity to be achieved by giving the supervising function of education to Deans while Vice-Rectors will supervise mainly research and clinical activity, coordinating functional clusters.

Talking about Project Management Model, the new structure ensured assigning projects to one or two functional clusters matching directions of the Ministry and in the meantime developing transparency and responsibility on our project activities.

The most important about the new structure was that it was discussed and modified in accordance with opinions and

amendments of all the Chiefs of Cathedra and Vice-Rectors.

This way the reorganization proposal was not “top-down” but “bottom-up”, matching interests of our employees, developing a teamwork spirit and sense of belonging and increasing the employee corporate spirit.

To permit such type of strategy some main actions where needed: 7. New organizational structure was approved on the Executive Board on the 22nd of August 2017, and got final approval on the 22nd of September by the Board of Directors. According to the new structure new office of anticorruption and transparency was created and Chief of the office was nominated on the 2nd of October 2017.

For preparation of Organizational Chart, we used Microsoft Visio software because it was available in the company but Draw.iofree software could be used as well for this function. This was not only convenient for such a type of job but also allowed us to make changes right during the meeting with executive board and all the departments and cathedra using a laptop and a projector.

Otherwise we would have to print Organizational Chart for each meeting, write down all the suggestions and notes, then make changes and organize another meeting to agree on changes done.

Some new roles in the structure were defined: 8. Development of new key roles: as the Chief Information Officer, Chief Financial Officer, Chief of Quality, Ethics and Anti-Corruption Officer, Chief ofthe Incubator and Chief Research Officer. We want, creating these roles, highlight the responsibilities, define who is responsible to reorganize critical areas and create a data management in place for each of these areas. They should support the process within “Study Company” to assure the set of

standards of each company based on their functions assuring the quality within the system. The initial management team and any other key hires should be in place as early as possible. As long as there are gaps, the CEO will likely be spending time with too many hats on to make any one objective successful23. In an ideal situation, the CEO would complete all the first-year key hires in the first few months of the year so that the remainder of the year can be spent almost entirely on the other objectives24.

On this reason mentioned above key-roles were presented in new Organizational Structure and money for covering salaries of these positions were included in the Budget of 2018. Chief Financial Officer, in case of “Study Company� - Chief Financial and Contract Officer, already was nominated during first 100 days.

Creation of critical clusters was the subsequent actions: 9. Quality cluster. As it clear, quality departments are supposed to check, assure and mentor the quality of related activity. However, the previous structure had numerous problems in their activity. First of all, they were separated, there were no common standard procedures for their activity and problems on exchange of information. Each quality department, no matter if education or clinical activity or any other, they were like isolated islands. Second problem was that some of offices, in previous structure, were placed under the Vice rectors responsible for corresponded activity. That is a huge conflict of interest: how, for example, department responsible for quality of education can independently make evaluation of quality if 23

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all the reports are to be signed by the Vice rector for educational activity? To solve these two problems all the departments responsible for quality were fused in one cluster and placed under the Executive Director for Strategic Development (CEO). Then, we organized the meeting of all the employees of this cluster and defined their clearly who was doing before and what now they will have to do.

The solvation required the crucial changes in existing system. Mainly it was achieved with sustainable innovation method improving what we had with movement of the people between different offices and organizing their job. However, we needed to create some new offices and close one from the previous structure. We managed to move all the employees of the closed office in other ones according their functionality and preferences. At the end, we made a full reorganization of quality department without firing anyone, saving their workplaces and without increasing the costs.

10. Research center and library cluster. One of the changes needed and actually requested by the Ministry of Health Care was a development of a strong Research activity.

However, there was the same problem as with quality departments: departments responsible and connected with research were separated and not organized and synchronized in their activity. We needed a big leap in research activity and our plan was to launch it as high as possible, but also to assure that this “bird� will manage to open the wings on the top and will not fall as a stone. It means that we needed to prepare a background which would help research to develop fast.Thanks to the presence of the new incubator the research center could work not only on basic research but also on applied research. Applied research is a formof non-systematic inquiry involving the

practical application of science. It accesses and uses some part of the research communities', the academia's, accumulated theories, knowledge, methods, and techniques, for a specific, often state-, business-, or clientdriven purpose. Applied research is contrasted with pure research (basic research) in discussion about research ideals, methodologies, programs, and projects25. Applied research deals with solving practical problems26 and generally employs empirical methodologies. Because applied research resides in the messy real world, strict research protocols may need to be relaxed. For example, it may be impossible to use a random sample. Thus, transparency in the methodology is crucial. Implications for interpretation of results brought about by relaxing an otherwise strict canon of methodology should also be considered. Since Applied Research has a provisional close to the problem and close to the data orientation it may also use a more provisional conceptual framework such as working hypothesis or pillar questions2728. The OECD's 25

Roll-Hansen, Nils (April 2009). Why the distinction between basic (theoretical) and applied (practical) research is important in the politics of science. The London School of Economics and Political Science. Retrieved November 30, 2013.

26 "a definition of applied research". Archived from the original on August 18, 2011. Retrieved August 17, 2011. (The site appears to be available, but returns a 'forbidden' response, suggesting that only certain IP ranges or recognized accounts might have access.)

27 Shields, Patricia and Rangarjan, N. 2013. A Playbook for Research Methods: Integrating Conceptual Frameworks and Project Management. Stillwater, OK: New Forums Press. (See Chapter 5 "Exploration - Working Hypotheses" pp.

109-158) 28 Jump up ^ The following are examples of applied research using working hypotheses 1) Swift, James T. 2010. "Exploring Capital Metro’s Sexual Harassment Training Using Dr. Bengt-Ake Lundvall’s Taxonomy of Knowledge Principles". Applied Research Projects’’, Texas State University.

Frascati Manual29 describes Applied Research as one of the three forms of research, along with Basic research & Experimental Development.

Due to its practical focus, applied research information will be found in the literature associated with individual disciplines30.

For these reasons, we not only united research departments in one cluster, but also included there the library, which had to reorganize its activity to respond new issues and we associated this cluster and the incubator cluster under the same vice-rector to facilitate the integration. The new library is not just a book storage or a repository or a service for providing the books, it is an access to all the knowledge through service of evidence and literatureand also article writing support and researchdatabases service to facilitate for research development.

Like in the quality cluster, we were able to develop our Research center with improvement of what we had and saving all the workplaces and without increasing costs.

Final structure after reorganization of Research and Quality cluster was approved on the 4 October 2017.

The third Enabler was: 11. the development of education system based on new technologies and innovations starting with faculty of 2) Gillfillan, Abigail. 2008. "Using Geographic Information Systems to Develop and Analyze Land-Use Policies". Applied Research Projects’’, Texas State University. 3) Thornton, Wayne 2000. "A Descriptive and Exploratory Study of the Ethics Program at Austin State Hospital: The Common Elements of the Program and Managers' Beliefs About the Purpose and Usefulness of the Program". Applied Research Projects’’, Texas State University.

29 "Frascati Manual Page 30"(PDF). Archived from the original on October 7, 2011.

Retrieved August 17, 2011 30 Open J-gate journals". Archived from the original on September 2, 2011.

Retrieved August 17, 2011

Public Health. The idea was to maximize the number of elective subjects and create a “Tree of Knowledge�, which would help students to understand the sequence of their activity and guide them during their choices. The idea was to give the learners possibility to choose their own path and become the type of professionals they wanted to be.

That way the University was not going to produce thousands of identical specialists in Public Health, but create infinite number of experts in all possible shades of Public Health.

University defined Public Health and related cathedra into 2 profiles, as the Ministry of Healthcare requested but also in 5 sub profiles: A. Public health 1. Hygiene and Control Activity; 2. Health Prevention, Education, Nutrition and Environment; 3. Primary Care and Community Based Healthcare; 4. Literature Review and Meta-analysis; B. Healthcare Management 5. Healthcare Economics and Management.

The tree of knowledge system permits students to concentrate exactly on the subjects they preferred and go deeper and deeper in their specific training to become unique and highly qualified professionals. The involvement of public and private companies in the educational process straightened the bond between the student and future employer especially when students had a chance to work in companies during their education acquiring and mastering practical skills and knowledge.

Thanks to the differing educational process graduates would match exactly the profile that their future employers

wanted from them, increasing the chance to get a job right after leaving the doors of the University.

It was not planned to teach all the subjects only face to face, University was developing it also to be online. It means they had two actions to be taken: Reorganization of Public Health with introduction of new elective subjects and Creation of E-learning Public Health platform for bachelor.

12. Reorganization of Public Health with introduction of new elective subjects.We met all the parties concerned to identify problems and suggestions regarding electives. It was very hard to move this ‘stone’ because everybody stuck to their hours and previous manner of work in the University. We spent a great deal of time talking to people and explaining opportunities and advantages of the new elective system and everyone was complaining that it is a difficult thing to do and there is already no time for it due to the imminent start of the academic year.

We approached this situation showing with our own example like been involved in first person on how to create a simple database in Google Drive with all the subjects we can teach and defining the educational process and planning. CEO himself was involved also as professor teaching several subdisciplines and top team members were involved too. Elective subjects proposed were connected with Management that is one the areas of Public Health. It took as just a few days to create numerous amount of elective sub disciplines just organizing what we already know and can teach and after this no one could complain that was too difficult.

The material and subject were based on the WHO guidelines on healthcare management.

Finally, on the 14th of September we had a meeting with all of the students from first year, faculty of Public Health, to present all of the electives available and let students choose themselves. Starting from January 2018 we shall have new subjects and new electives with new groups of students in the schedule.

13. Creation of E-learning Public Health platform for bachelor.The CEO to comply to the government roadmaps decided to launch before the beginning of the academic year a new project in the educational sphere and public health with a social aim and an internal brand and marketing action.

The University requested indeed the Ministry of Education and Ministry of Healthcare to allow to open online platform for Bachelor, which would be opened for certain categories of people such as vulnerable people like disabled, those who had not won the government grant, people in jail, those who were on maternity leaves and people living in the rural areas but also to foreigners. The first group is supposed to subscribe free of charge. The project as the main aim to decrease imbalance of human resources in healthcare in regions, particularly in rural areas but also give new opportunities to vulnerable people with a wide impact of the social area offering a new way to re-include in society the group for population that have been put aside. University is not seeking for money in this activity, for this reason, it was going to be free of charge and University but it still needed the permission from the Government.

We invited national and international Universities to participate in our project. We had already asked some European Universities and we were working on agreements with them. That way the lessons were going to

be not only in the 2 main national languages, but also in English, thus complying with national policy of trilingual in education.

We wanted to give students the right to choose, not only the subject to study but also the professor for each subject, having the same subjects taught by different professors.

Moreover, students were given possibility to evaluate entire course and each separate lesson. That could increase transparency and like in social network allow us to have a clear view of the quality of lessons.

The creation of e-learning platform required cooperative job of many departments: o E-learning department to develop, test and run new platform on the base of existing platform and Moodle platform used in the University o Departments responsible for development of the whole procedure of admission of students, teaching and examination process, quality of education, graduation and receiving diplomas which will be recognized, and others such as “Department for educational programs quality, accreditation and Bologna process alignment”, “Department of innovative technologies in education and quality of teachers and professional and accreditation for pedagogical competences” “department for computer testing” Department of orientation of entrance and monitoring of the quality of knowledge of students o Deans for public health and foreign students o Department of corporate communications to make a promotion of our e-learning platform.

On the response of our request we received the letter from Ministry of Science and Education dated by the 3 October

2017, saying thatMinistry sees no restrictions in creation of such a platform. Similar letter was received after few days from the Ministry of healthcare. Allowing the university to open such type of e-learning platform.

The fourth and last Key Enabler was the development of clinical area to improve clinical training of students.

University was running educational and research activities in the medical field, but did not have its own clinic or hospital. There were four ways of managing that issue: build a clinic, get a clinic, create some new model or stay in existing system working for free in the hospitals.

Indeed, at the moment there is a law in the country, which allows University staff to go work in hospital for free. It seemed to be a very good opportunity until now but if in future our functional clusters will become spin off with a separate legal entity, they would not have the chance to use the same law.

14. To develop our clinical activity, we were thinking to design new model to support our spin offs and aligning the situation to the request of the government to invest in private-public-partnerships as the spinoff would be. We designed a model with the possibility to rent a ward, rooms and beds in hospitals and obtain the value of the DRG (Diagnosis Related Groups) produced.

We had visited some municipal and private hospitals and proposed them our initiative but the result was not clear.

They agreed but said it was not possible. We could not understand why, but we supposed that the problem was in the existing business model. In the existing business model, the Government pays for the DRG to the hospital and the DRG included all the expenses from electricity to salary of employees plus the revenue to support the growth of the hospital. On the other hand, we knew from literature

that the biggest expenses were always the salaries. Today most of the human resources was coming from the University but no money was given back to support their salaries as described in the existing model. The result was that the hospital actually saved a lot of money thanks to the University that sent assistants, professors and students, while University was paying them the salaries.

Unfortunately, that happened also in private sector.

“Is it beneficial to the hospital to let the University rent the beds and wards so that they could have the DRG? Actually, the answer is no”, because there is a strong conflict of interest for hospital to give DRG to another company. Only few hospitals would accept the offer but at the same time we knew that our goal was possible but hard to achieve.

That problem was presented on the Final Symposium of Summer School, with the participation of Minister of Health, General Director of Republican center for health development, Director of Project Management Department of the Ministry of Health.

After that, on the 7 September 2017, we received the official letter from the deputy of Prime Minister, saying that “Study Company” would get the hospital in the ownership or in the trusted governance. This Enabler has not been reached yet and, for sure, it would take some time to get the hospital or organize procedure of renting wards and beds, but that meant that the Enabler was achievable and would be achieved.

It was extremely important to know whether these Key Enablers were practical and possible to achieve.

Otherwise, we just declared our intentions by providing Strategic Plan to the Ministry, but later we would have to admit that we could not achieve our goals.

15. Work on achievement of Key Enablers resulted in a huge project involving “Study Company” . Memorandum of Cooperation was signed between a partner of Microsoft and the Ministry of Health on the 14th of September, 2017.

After this thanks to the presence of the incubator “Study Company” signed a memorandum of agreement with the same partner of Microsoft to develop the use and diffusion of HoloLens and Telemedicine giving “Study Company” the opportunity to become the platform for the implementation of the cooperation thanks to the creation of a spinoff inside the incubator.

16. Further cooperation implied the creation of a new spin-off within “Study Company” incubator to work on HoloLens and Telemedicine. That cooperation would provide a huge increase of “Study Company” brand and provide the University learners with access to the newest technologies in Health. Without incubator, it would be impossible to make that close cooperation with such a strategic partner as a Partner of Microsoft. Partner of Microsoft is the first partner of “Study Company” Incubator and cooperation with it is a first project of a future developing network.

Microsoft is a very recognizable brand and to have its partner in the Incubator gives a huge visibility and advantage to “Study Company” . Now we can invite other companies and develop new projects concentrating them around the “Core” partner and establishing connections between them. At the end University will have a new built network of partnerships and projects, which can remain even when CEO will finish his job. The CEO also will not lose this Network when it finishes the job in “Study Company”, partners of “Study Company” can be invited to participate in next the company.

Actually, CEO reproduces old Network from previous company in a new one and also builds there a new Networkwhich further can be reproduced again.

Today’s activity of Incubator is the job of involvement of all the partners of “Study Company” inside the Incubator. All the companies who had agreements with “Study Company”, like a contract on renting rooms and facilities from the University will be invited to join the Incubator. Direct renting from the University indeed increases the taxes on the buildings while being the part of Incubator provides the company access to its services as well as access to the Network of companies inside and the income of renting can be added on the income for research permitting to reach easily the very difficult indicator about the 15% of income from research activity. Moreover, there are initiatives on reducing the taxation for start-up companies in the country, so entering to the Incubator is optimal option for the partners of “Study Company”.

On the 28th of September 2017, Memorandum of Understanding was signed between “Study Company” and Microsoft Partner. This cooperation will require a development of IT infrastructure of the University, so in the Budget for 2018 was included the money needed for pursuing needed equipment.

The next step was

17. approval of Strategic Plan. One of the problems was that “Study Company” had to match the requirements of Ministry of Healthcare which were presented as KPI’s.

In the table below is possible to see the most difficult of KPIs to reach:

We tried to decrease recommended threshold, but Ministries’ answer was that the KPIs were mandatory and we needed to manage to reach them by 2021.

However Strategic Plan was not only about KPIs, but mainly about the Development of the University. We needed to review and analyze all the internal and external factors to have a clear understanding about the spheres for development. During defining Strategy and preparing Strategic Plan “Study Company” collected and analyzed the following documents: • External - Laws and other Legal Acts of the Government, Key Performance Indicators (KPI)’s established by Republic Center of Health Development, Road maps established by the Ministry of Health, Strategic plan of the Ministry of Health, International Guidelines (WTO, IRU, others), International KPI, etc.; • Internal - 13 organizational documents submitted from the Republican Center for Health Development, Code of Corporate Culture and Ethics, Regulation on the Internal Audit Service, etc.

Based on external and internal factors and in accordance with documents listed above, SWOT Analysis was conducted. Strategic drivers were forces that formed an organization’s strategy. External drivers included competitors, markets, laws, taxes, customer needs and technological change. Internal drivers included profit goals, mission and office policies. All the Drivers were classified by area of intervention (i.e. Educational development and improvement of the graduate’s quality, Corporate governance and internal policy development, etc.). Further combining of all the activities during previous steps promoted carrying out of Assessment of Risks and Assessment of Opportunities. In accordance with all the information gained SWOT Analysis was reviewed. All activities performed allowed to priorities the Actions to be taken by the University. The strategic plan development was based on Drivers extracted from the governmental documents from these the suggestions of Actions were created, that once analyzed and developed became Priorities and subsequently Goals of the University. Each Goal was transformed to actions to undertake and subsequently to “Tasks” with indication of time limits and ways of implementation to be fulfilled by key-figures of the University. That allowed to count budget of each Goal, enabling matching budget money, resources and Tasks. All the KPIs of Ministries of Health Care and Education were assigned to particular Strategic Task.

Target indicators, the most important for Ministry, were assigned to Strategic Goals.

At the end of this process we had: • 136 Drivers from all the official documents • 2 Main Strategic Directions matching Strategic Goal of Ministry of Health

• 3 Main Goals matching goal listed in Statute of the University • 13 Main Task for development • 210 Actions to be taken for realization of Strategic Plan.31 After collection of data for current period and knowing the target threshold, we started to negotiate the forecast with each responsible Cathedra and Department to put the milestones and include these on the balanced scorecards system.

All the data was organized in database in Google-Drive with links between different types of data to have all the information updated in case of making any changes. The Pivot tables were later organized from database, what allowed to transfer the data in Strategic Plan automatically. For sure, it took a long time to create such a database with all the connections inside. However, the job that had been done paid off already in 2 or 3 weeks while making changes to meet Ministries’ suggestions and requests. Moreover, the database would be used by Management Control System to create Balanced Scorecards for each Cluster of the University and by Business Intelligence to monitor the data.

The main difficulty faced during the process of work on Strategic Plan was a bureaucratic system of the Ministry in negotiating and approving all the parts of the Strategic Plan before providing it to the Board of Directors for approval.

On the 22nd of September 2017, Strategic Plan was approved by the Board of Directors.

18. Creation of the Budget Plan for 2018.The job on this part started with collecting “wishes” of each structural unit of 31

*All the list of the Drivers, Actions and Indicators can be seen in Attachment “Strategic Plan of “Study Company” for 2017-2021”.

the University in other words what amount of money they would like to have for the next year and where they want to spend them. The problem was that these wishes were not connected to real situation. Putting all of them in the Plan brought the budget of the University to the negative.

Another point was that new Strategic Plan had some new items of expenditure but they were not presented in the Budget Plan. The plan was always beingbuilt without connecting it with the strategic plan.

On these reasons, we needed a new approach on planning the Budget. The best way we found was to take the results realization of the 2016th Budget Plan and results of 8 months of realization of 2017th Budget Plan with forecasting it until the end of 2017. These sources of real data allowed us to bring “wishes� to the actually needed amounts of money also considering and calculating the impact of the annual inflation that was calculated around 8%. Cutting all the wishes let us to find a big pot of money which otherwise would be planned and spent without any connections to real needs and targets of the University.

As a result, we found sources to invest in realization of Strategic Plan and to invest in development of Clinical activity through renting of wards and beds, as we have seen in the enabler number 4 above. Moreover, we got sources to increase the salary through the system of Bonuses connected to the Balanced scorecard. New system motivates employees to reach the goals and not only to wait for the money. From now, when cluster achieves the goal, it receives proportional bonus immediately. The total amount of Bonuses allows to increase annual salary up to 60 % for teaching staff and up to 30% for administrative staff. The point is that even after all these investments - the budget of the University

remained positive with a 73 million of Tenge as safety deposit.

The most important thing of the new approach of planning the Budget is that now everything is transparent. Before this, Executive Board did not see real situation because only the total budget was seen and it was difficult to evaluate needs, wishes and expected costs and moreover to link them to the single departments. The new way of calculating it was proportional to the previous costs and to the action in the strategic plan and for this reason linked each single cathedra and department. Now, seeing what are the real amount of money behind each item of expenditure, it is easy to decide where and how much to invest and what areas to develop.

New Budget for 2018 was reviewed by the 6th of October.

First part of job as collecting the wishes and information of previous years took greatest part of the time. After this part finished it required 48 hours to come from “dreams� to reality and develop a transparent, reality-bound plan that allows to invest in the areas necessary for development of the University. The Budget Plan waits its approval on the next Executive Board meeting that will take place few days after the 100 days.

19. Changing internal policies and standard operating procedures of University was required to make these and further changes real. Using flow-charts, we could map the sequence of the actions in the more relevant processes and understand easily which part of them had to be review and redefine. This will enable tomonitor the most important spheres for economic activity of the University and to avoid corruption.

New related policies were developed and proposed to the executive board according to them:

o All the new contracts must be reviewed and first approved by the Chief financial and contract officer, Legal department and Strategic Development office. o All the agreements on provided service must be approved by HR, strategic development office, Economist and Accountant and Chief Financial and contract Officer. o All the rents must be viewed and approved by the Chief of Incubator and Chief economist and Legal department. o All the purchases above 3000 Euro must be viewed and approved by the Chief of Projects and Technology Assessment office and Chief economist and Chief accountant. Also, the purchases below 3000 Euro must be approved first by the Chief financial and contract officer. o All the purchases or expenses extra budget, not planned or over the planned budget, must be approved by Chief financial and contract Officer, Chief economist, Chief accountant and Strategic Development and Management Control System offices. o All the projects must be viewed and approved by the Projects and Technology Assessment office. o Clinical Research project must be viewed and approved by the Projects and Technology Assessment office and the Chief Research Officer and Chief of Ethics office. o Memorandum of agreement must be viewed and approved by the Projects and Technology Assessment and Strategic Development offices and Legal office. o All renting agreements must be approved by Projects and Technology Assessment, Strategic Development offices and Chief economist and Chief financial and contract officer.

o All the internal policies of the Incubator were developed o A deregulation proposal has been investigated and proposed to the executive board to reduce the useless transit of papers in office without a reason. Indeed, before each office had to pass by the vice-rectors to request or connect to other offices, increasing time and overloading of papers the vice-rectors and slowing down all the process and increasing bureaucracy.

These policies, the deregulation procedure and internal policies of the Incubator were developed up to 6th of October and for now waits its approval by the Executive Board.

The further steps are: 20. Creation of Balanced Scorecards for each department and cathedra.It is important to make sure everyone have a clear, crystal clear idea on what the strategic objectives are. They should fully understand how their roles and their individual objectives contribute towards achieving the strategic objectives. Lastly, if there are investors and/or a Board of Directors, the CEO have to make sure that these objectives are agreed upon by all participants. It's easy to drift as the year unfolds which creates unnecessary stress between all the stakeholders32.

The chosen Balanced scorecard system gives clear understanding of goals andtargets to achieve and also who is responsible for it. The system of Balanced scorecards already has been presented to the Board of Directors. When all the balanced scorecard will be ready, they will be presented to the Executive Board and then negotiated with each representative of functional cluster in the University.

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All the external, for example, Ministerial and internal KPIs will be included in the Balanced Scorecards defining the goals, KPIs, milestones, responsible figures and deadlines.

These Balanced Scorecards will be negotiated on the tasks and bonuses for achieving the tasks. The problem is that it would take a lot of time to negotiate every single task with each structural unit of the University, taking in account that there is more than 100 of them. For this reason, the Representatives of each functional cluster has been chosen by the Chiefs of departments and Heads of cathedra. Now Management Control System is developing Balanced Scorecards not for each structural unit, but only for the functional clusters. In practice, it means: ➢ saving time: instead of more than one hundred negotiations you need to make only first level negotiation with Executive Board, and second level negotiation with each Cluster, not going to the third level of negotiations; ➢ single Balanced Scorecard for the cluster, departments and cathedra within the cluster will share wins and losses.

It means that all the cluster either will win achieving the goals and get bonus or lose and get less or not bonuses. It is a good motivation tool to make structural units cooperate. Now they are interested in achievement of the goals inside the cluster and share human and other resources within the functional cluster if needed.

Another important thing about Balanced Scorecards is that they will set only the goal, but not the exact pathway how to reach the goal. It means that cluster can use what actions, measures and in sequence preferred to achieve the goal.

Management Control System will assure that the chosen pathways meet the goals of the Strategic Plan and all the decisions on “what and how” lay on the clusters choice. This

will increase the entrepreneur's skills at the level of the clusters.

Creation of a Balanced Scorecards for each cluster required around 3 weeks, but it was implemented with the use of Google spreadsheet to allow the work of building the scorecards to proceed while already starting the negotiations. Plus, this permit to involve in building the scorecards more people at the same time. The Management Control System Office collected all the indicators requested to the University by the Ministries, Republican Center of Health Development, also Drivers from strategic plan and other “to do” things and created within the same database the information to automatize the requests of data during the updates using free connections plugins between google spreadsheets and google docs to automatically create emails on google mail to request the data for the updates. The previous job of creating a database for the strategic plan permitted to cut valuable time and importing all the actions in the new database for the balance score card design.

4.2 Analisys of the Gantt “Starting from the 1st of July 2017, what was achieved on the first 100 days period?”

Thanks to the fact, we made an assessment and prepared Strategic Plan right away, we could already to start making changes in an early phase.

• Collection of data and databases creation from 1 of July allowed toreceive all the financial accountability by the 1st of August 2017 and Book of Essential reports for the

top management was prepared by Business Intelligence Office by the 6 October 2017.

• New Strategic Plan was approved on the 22nd of September 2017 and by the 6th of October 2017 the Budget Plan for 2018 was prepared.

After assessment, we defined our Strategy and Key Enablers.

Then we concentrated all our energy on the Enablers, which are those actions to unlock all the possibility of actions in the balanced scorecard. It was very important to achieve Enablers as soon as possible because it gave as a great advantage point, we did not need wait the post phase of Balanced scorecard negotiation, reducing the time while in the other companies the focus was more formal and more linked to the task to assign to the operative units.

Achieving Enablers gave us the following: 1. New Organizational Chart was approved by Executive Board on the 22nd of August 2017 with further approval on the 22nd of September 2017 by the Board of Directors. Chief of anticorruption and transparency office nominated and approved on the 2nd of October 2017. Final structure after reorganization of Research and Quality cluster was approved on the 4 October 2017.

2. The Incubator and Techno-Park were opened on the 24th of August 2017.

3. On the 7th of September 2017, the official letter from the deputy of Prime Minister was received, saying that “Study Company” is to get a hospital.

4. On the 15th of September 2017, new system of elective subjects was introduced in Public Health educational activity permitting to propose the University to be ready for the launch the activity of online platform for e-learning on the 15 November 2017.

Achievement of the Key Enablers already brought some subsequent actions in place, like: Signing Memorandum of Understanding between “Study Company” and the Microsoft partner, was on the 28th of September 2017 and the creation of the First spin-off within November2017.

• New team was prepared by the 11th of August 2017 and was employed from the 5th of September 2017.

• New policies were proposed to executive board with the 6th of October 2017.

From the Gantt point of view, it possible to understand that if there are 2 people on the same action the time required reduces.

As in the summer school involving 93 people to work on a task even if it’s a difficult to coordinate them it is much faster to obtain a result. Involving all the 93-people prepared in a sufficient way and guided properly so that each one is doing his or her job in the same file at the same time is a huge time saving.

Comparing the timelines in “Study Company” with timelines of the first Italian experience (Company A) and of the second Italian experience (Company B), it is possible to see that all the actions are much earlier. After first 100 days, in the first experience they only approved new Strategic Plan and was on the stage of creation of Balanced Scorecard. In the second experience, they were on the stage of creation on Management Control Unit and on job training of the new team and creation of Strategic Plan and balanced scorecard. In case of “Study Company” we were able to cut the time needed for team preparation for almost 2 months, thanks to involvement of a huge number of people, the knowledge management methods and the automatic and low-cost tools. This allowed to proceed “on the job training” with real work much earlier, this way was possible to achieve:

1. assessment done after 31 days after starting CEO job, and after 98 days we received first internal report. It took 11 months in the first experience and 13 months in the second experience to receive first report; 2. new team employed 67 days after starting the job, while in the second experience team preparation within on a job training finished only after about 6,5 months; 3. all 3 over 4 Key Enablers achieved 77 days after starting the job; 4. the Strategic Plan approved 84 days after starting the job, it took 58 days in the first experience and 6,5 months in the second experience; 5. Negotiations on Balanced Scorecards in “Study Company” started after first 100 days while in the fisrt experience they started after 6 months of job and after 7 months in the second experience; As it is possible to see there is a huge difference between performance in the first experience, in the second Italian experience and in “Study Company” .

The reason of such a difference in timelines is caused by the fact that in the first experience they were focused only on Strategic Plan creation to show everyone what they were going to do and further Balanced scorecard creation to tell everyone what to do. What was missing was not concentrating on the Key Enablers to activate the chance to each unit to do the things. Also, it took so much time because they had small teams or no team at all and their knowledge was limited on how to manage the things and they had no model to replicate automatically. There moreover a lack of sharing the vision between the CEO and the top management. The system was not flexible in the first experience. Moreover, in both Italian public health companies, there was no focus on first 100 days they werefocusing on 3 years mandate. The actions of the first 10

days were more to show that actions were going to start than to implement the actions.

In the second experience, the system was better adapted and could work faster, however the new team was present there only once a week, while in “Study Company” we had developed system which we were integrating and fostering solutions each single day. Meanwhile, in case of “Study Company” there was strongest focus on the first 100 days and we put all our efforts and energy in this phase. Thanks to the previous Italian experiences, we were able to make the system more automatic, more reproducible to transport it from one company to another. That is shown by the results achieved in “Study Company” , because thanks to the previous experience and with the idea to create an automatic and reproducible system in the first company to export in the second company, it was easier to import it into the new national environment and manage to obtain what we wanted in fewer days. The fact that was impossible to obtain a data warehouse in the first company forced us to develop and use low cost tools that are easier to transfer into new companies.

In comparison with the various Gantt it is possible to highlight the lack of enablers in the first and second experiences: this is because in “Study Company” the objective of the Strategic Plan was to establish a strategy of change starting from the definition of all those actions that need to be done and without which the system would be blocked (enablers), while in the case of the Italian experiences the objective was rather to determine which goals to reach and who to assign them with the aim of increasing activity, decreasing waste of resources.

4.3 Comparison of the system implementation in different institutions Following are the SWOT analysis of the 3-different experience. They are compared in SWOT analysis to understand the difference of aspect of the “environment” and experience in the 3 different settings.

FIRST ITALIAN EXPERIENCE

“STUDY COMPANY”

SECOND ITALIAN EXPERIENCE

EXPERIENCE

Strengths •

Team already in place and

•

hired •

Process mapping

•

activity report in realtime for the CEO

Imported automated, low-cost, flexible and imported system to create Balanced scorecards

• • • •

•

Imported automated, low-cost, flexible and imported system to create Strategic Plan

•

Imported automated, low-cost, flexible and imported system to calculate the KPIs for benchmarking

•

activity report in realtime for the CEO new units in place where there was none Medium level of stress

•

• • •

• •

• •

• •

Highly Automatized actions Highly Low-cost actions Highly Flexible actions Highly Reproducible system actions More time to do real changes, cutting the time in the first 100 days.

Cut expenses in the first 100 for tools introduction and utilization Process and knowledge mapping Legitimacy High positive inertia from the 100 days activity report in realtime for the CEO Medium level of stress A numerous team involved

FIRST ITALIAN EXPERIENCE

“STUDY COMPANY”

SECOND ITALIAN EXPERIENCE

EXPERIENCE

Weaknesses • Absence in the first 100 days of an Automated, low-cost, flexible and imported system to create Balanced scorecards • Absence in the first 100 days of an Automated, low-cost, flexible and imported system to create Strategic Plan • Absence in the first 100 days of an Automated, low-cost, flexible and imported system to calculate the KPIs for benchmarking • Absence in the first 100 days of knowledge mapping • poor motivation of the local hired team • small top team to support the CEO with high increase of fatigue on the top team • Guilty and strict control system in place • lack of legitimacy of the “Management Control System” Director • Resistance to change of the Area’ Manager and other Directors • Resistance to change • very small team in management control system (only 4 people) • Very high level of stress

•

• •

• • • •

•

Long time to take decision such as nomination of the new Director of the Management Control System Unit and his team Critical and negative attitude of the team of the new operating unit lack of legitimacy due to unstable position of the new Director of the Management Control System Unit and his team Resistance to change of the Area’ Manager and other Directors Resistance to change Very small team (only 2 people + 1 external support) Presence of only one person in the company who can extract the necessary data Fear of the legacy and the post-CEO situation for the team

• • • • • •

CEO must be able to prepare new team by himself or herself Resistance to change CEO is “political” figure have to spend time outside the company CEO cannot easily fire employee Difficult to find right profiles for the top team Corruption within the system and conflict of interest of several roles within the university

FIRST ITALIAN EXPERIENCE

“STUDY COMPANY”

SECOND ITALIAN EXPERIENCE

EXPERIENCE

Opportunities •

Development of a specialized team to support other companies

•

To have a monitoring control active

• • • •

Development of a Network both for company and for the CEO Legacy for the team Development of very important projects while running the company Improvement of the university system

Threats • • •

Blocking the activity of CEO Poor legacy after CEO leaves the company Fail to execute the chosen strategy

• • •

Blocking the activity of CEO Legacy after CEO leaves the company Fail to execute the chosen strategy

• • • • •

4.4 What we expect to achieve in implementation of our system

Risk of overembeddedness of the new team Blocking the activity of CEO “Political” maneuvers to get rid of the CEO, such as firing Poor legacy after CEO leaves the company Fail to execute the chosen strategy

“Study Company”

with

Following our strategy through a controlled internal autonomy of the university we seek to obtain a more accountable system and more transparent understanding of the processes with a possible evolution to a huge return of the investments and wide increase of return of assets, as well as increase of income from research

and clinical activity and of the income from other sources improving the entrepreneurial activity of our employees and of each functional cluster with the aim to foster a wide spin-offs effect.

The increase of autonomy and activities of functional clusters and future spin-offs creates an increase of motivation of employee and in case of spin-offs also a return on dividends at the end of the year. Similarly, such strategy increases the quality and competitiveness of each cathedra and department.

In educational part, we seek entering the list of the best 700 universities by 2021.Further development of educational activity in the University and opening of the E-learning platform will foster the interest on this University from the foreign students and increasing graduation of competitive in modern labor market specialists but moreover the reintegration of vulnerable population within the labor market. Development based on strategic partnership will increase human resources mobility and exchange of experience and latest knowledge in Medical sphere. This and development of research area will increase the quality of research as well as participation in National and International projects fostering the brand of “Study Company�. New core offices created will make the system to work on a new approach making system more flexible and automatized. Business Intelligence will work on integration, standardization and organization all the data and permitting of access to a proper and complete the data analysis by decision makers. Management Control System collaborating with Strategic Development can assure that all the University will follow same path not losing time, energy and resources in unproductive activity. Assessment of Projects, Policy and Technologies will make decision making process clearer and reasoned and will support an effective investment system. Clear understanding of the processes inside the University will promote and supports management of resources, while a reviewed

automatized system will break bureaucratic blocks fastening and simplifying the process.

At the end, the hoped evolution is the development of academic, managerial and financial autonomy of the University.

CONCLUSION

5. Development of an automated, low cost, reproducible and flexible management control system Thanks to knowledge management system and automatic tools it is easier to keep track of events and achieve goals. The main advantage of using automatic tools is that the CEO is less dependent on bureaucracy or time needed to implement solutions. At the same time, each office and key role becomes accountable on results and deliverables. The standardization of the approach on the “chess opening” permit to plan each move carefully and the understanding of the level of stress in the system permits to plan in advance the risk and implement a risk management structure to avoid to find the process stuck during the most delicate period of the CEO mandate. The tools and methodologies reduce not only the cost but the friction in the system facilitating the achievement of the results. Using indirect knowledge development interaction associated to direct one will reduce the stress on the system and will permit an autonomous continuous learning of the top team and will actually permit to train the top team with no expenses. The fact that the real payment for the top team is the knowledge make the system more stable and less money dependent. Importance is the time management of the CEO to keep teach its top team and the knowledge that he can actually share.

Defining actions that do not require money and build a low-cost system will facilitate their implementation and will save a lot of money in the system and help to avoid all the people blocking the process by saying that “there is no money” or “the money

for this was not planned� that is the more common excuse to slow the CEO down or block the change.

The flexibility is linked to the fact that the CEO can share the knowledge that he believed more useful base on the setting and use standard tools and methodologies with high degree of flexibility. The common education of the top team allows to have a flexible pool of human resources permitting the movement of the people between offices in critical moments when there is an overload of work. Another useful trick is the one used in all the three experiences when there was an involvement of people from outside the company especially at low cost like through the agreement with no-profit association. Useful is also the involvement of new people in the microsystems like moving people from one office to another on hiring new people. This experience is also used in case of “Study Company� , involving new people inside the microsystem, perceived like foreigners. This will permit no friction introducing new methodologies to work in the system and no resistance in building the new top team. Therefore, it is easy to replace the common knowledge and common rules.

This system is reproducible in any company because it is not based on the things that you will find in a new company and can be reused every time the CEO arrives in a new company. Everything is based on external resources and on CEO own knowledge on how to run the business and realize the steps that are in the standard approach.

This approach moreover permits the CEO to run different types of companies in the healthcare system from education to production or health care delivery such as hospitals or an health public company.

The backbone of the system is to select the top team first and prepare it with specific knowledge and tools, teach them how to keep learning in an autonomous way. The list of tools should always be updated based on the evolution of the technologies and software and service in the market. Organize the team in based is functional but also prepare them to move between office to adapt to emergency

situations. Organize the knowledge of the team in an explicit way so that someone will resign or leave the new ones can learn quickly from the standard procedure, educational material and from the other people in the team avoiding the overload of the CEO. Manage the network within the top team and use the team to manage the governance of the company network.

6. The role of Lean Management principles Lean business principle of Build Quality into the System is essential for Lean business development. This concept is fairly simple: In order to create a system that is built for growth, we error-proof the system by standardizing and automating as much as possible. Following this philosophy, we decided to pursue this standardization of the first 100 days moves of a CEO. We standardize and automate those things that are tedious, repeatable, or prone to human error, so we can focus the skills and efforts of our employees on innovation, growth, and continuous improvement. The Lean philosophy encourages organizations to build quality into the system by documenting, sharing and aligning around good practices, credible sources of knowledge and strong processes and this is what was done during the first 100 days creating environments that guide employees to build quality and sponsor the tools that enable organizations to move faster and make better use of their talent. Usually one of the main tool for this is the Kamban. For this reason, the Kanban board was one of the first thing presented at work in the new core offices in “Study Company�. After the first week experience it was also presented also spread in Quality Cluster. Allowing to monitor the activity of numerous offices and at the same time permitting to see how the things were going having just a quick look on the Board. As it is clear through the project the speed is a

key word, it is important to understand the meaning of speed linked to the value delivery in organizations. It must be rewarded speed but also the value delivery. Reward long hours, context switching, people who take on too much, or overburden not always permits to sustainably deliver quickly. It is needed an environment that permits them to focus. Limiting work in process at the organizational level is absolutely critical if we want to limit work in process at the team and individual levels. We can only deliver fast if we manage flow. For this reason, the Kanban Board permitted to evaluate the load of working in process facilitating the delivery over the overall capacity to take extra jobs. Indeed, the Kamban permit to understand overloads and problems and to highlight free resources to relocate focusing on closing project and task over overloading and switching continuously.

The Lean principle of Create Knowledge charges organizations with the challenge of designing, documenting, and continuously improving repeatable processes, in order to reach the level of speed and accountability necessary for sustainable growth33. For this reason, we started to develop standard operating procedure as soon as possible and review the policy fostering the deregulation.

Crucial is to involve and retain in the top team people that believes in the lean philosophy and are motivated to continuously grow, share, cross-train and identify more areas for learning. This is what happened and described above during the summer school and for this reason “Study Company� should create policies that retain highquality employees and favor team stability, so that the knowledge that’s created can continue to grow. The Lean business development relies on hiring and retaining the best people and creating environments to make sure that the best ideas are heard34. This 33

leankit: lean business development: how 7 lean principles guide sustainable growth. www.leankit.com 34 leankit: lean business development: how 7 lean principles guide sustainable growth. www.leankit.com

cannot be accomplished without a fundamental respect for people.

For these reasons, a full attention to the team needs and personal sharing of thought are always encouraged during the work and the through the entire project. The Lean aims to eliminate the overhead between the customer and the people responsible for delivering value to them. Same thing was done during the “learning of the job” exposing the team directly to the needs of the university as student and employee. Lean organizations respect their employees by creating environments to allow them to do their best work. Focusing all company efforts on respect for people creates an environment where the best ideas are heard, where good employees are retained and where leaders are better able to understand the needs of their employees and their customers35. For this reason, all the discussions on the strategy and the budget plan were done meeting with all the university departments and employee, encouraging bottom-up solutions instead of top down ones.

7. Analysis of the top team emotional status at the end 100 days deadline in “Study Company” As it is clear from the description of the time sequence of recruiting the top team some people started to be involved in first days while other were recruited on the run. This creates a group with people with different seniority in the top team. This is an important possible bias to that in account when we analyze the situation on fixed date as the 100 days for the CEO. Indeed, some people experienced only few days or weeks while other actually experienced all the months. this can reflect on different opinions, different moods and different 35

leankit: lean business development: how 7 lean principles guide sustainable growth. www.leankit.com

level of stress and this can result in a non-homogeneous and notcomparable set of answers. For these reasons at the end of the first 100 days, an unstructured interview of all the team members was conducted, in order to have an overview and a deeper understanding of the environment surrounding the project. The end of the first 100 days almost matched the end of the first month of the new team employment positions, a period of time that allowed their personal acknowledgments and vision to be consolidated.

It was very important to understand how does the team feel after such an intensive job. Yes, we have been working we reached most of the goals but how do the people feel?

The interview was organized in the way of open questions in a friendly environment and without the CEO presence: “What do you think about the job process after one month?” and “What comes into your mind when you think about this month?”.

Interview was done by one of the team members and everyone that was interviewed was assured that the results of interview will not be disclosed linked to their names and for this reason anonymized. In this way, they were free to tell their real opinion and to even criticize the system, even telling what they were worried about. Certainly, open questions don't result in unified answers but allow people to be free to express many emotions and personal statement, giving a wider overview of the context from different point of view and with many behavioral and emotional facets. The results of interviews were organized in SWOT Analysis, shown in the table below. In the SWOT Analysis it is possible see who gave the answer we managed indeed the top team in 2 groups: Chiefs of the offices (Ch.) or Employees under them (Em.). The answers are not only collected on the SWOT analysis but also ordered by the number of people with the same feeling.

Strengths

Weaknesses

9 people: Likes the team (Em. 6, Ch. 3) • 7 people: It is something new, not experienced • yet (Em. 5, Ch. 1) 5 people: A lot of new knowledge in • management, psychology, software etc. (Em. 3, Ch. 2)

6 people: The tasks change so often that you • cannot plan future activities(Em. 4, Ch. 2)

4 people: This project can have a huge impact • for the University / Making changes is a motivation to be here (Em. 1, Ch. 3) 3 people: Feel protected (Ch. 3) • Salary is good or is an additional • income for part-timers (Em.1, Ch. 2) CEO knows what he/she is doing (Em. • 1, Ch. 2) Increase of English Skills (Em. 2, Ch. • 1) 2 people: Opportunities to participate in • meetings, where you can show and examine yourself(Em. 2) Feeling of belonging to something • great (“I participated in Incubators creation”, etc.) (Em. 1, Ch. 1) 1 person: Complex approach (Ch. 1) • CEO gives opportunity to get an • otherwise unachievable position (Ch. 1) Now everyone has its own duties (Em. • 1) Freedom of actions (Ch. 1) • Possibility to work remotely (Em. • 1) Push people and system to work (Em. • 1)

5 people: Issues with the job organization and • control by CEO (Em. 4, Ch. 1) Salary is low and not covering the • efforts putted into the job (Em. 4, Ch. 1) 4 people: Some team members do not know • their exact duties (Em. 3, Ch. 1) Stress (Em. 2, Ch. 2) • Resistance to change from the side of • the “underbrush” (Em. 2, Ch. 2) 3 people: No material and technical based • provided to the team by the University till now (Em. 2, Ch. 1) Bureaucratic system slows the • job(Em. 2, Ch. 1) 2 people: A huge flow of informationinvolves • you in job even after the working day and during the weekends (Em. 1, Ch. 1) Lack of motivation in ordinary job • (Em. 2) Sometimes doing the job of secretary • (Em. 2) No practice on own specialization • (Em. 2) 1 person: Not ready to dedicate more time (Em. • 1) Using WhatsApp in working process • (too much information makes a mess) (Ch. 1) The team is not accepted in the system • (Ch. 1)

Opportunities

8 people: Experience and knowledge can be • used in future / expand the Curriculum Vitae (Em. 5, Ch. 3) 3 people: Can create your own Network (Em. 1, • Ch. 2) 1 person: If we learn to run the system • efficiently, the system itself will survive and not roll back (Em. 1)

Threats

6 people: University does want to see us here • and creates blocks (Em. 4, Ch. 2) 5 people: Leakage of personnel caused by • stress, low salary, no prospective career, preference to work on own specialties instead of this job (Em. 3, Ch. 2) 4 people: For part-timers is difficult to combine • studies and job, they need to choose (Em. 3, Ch. 1) 2 people: No career growth in University (Em. • 1, Ch. 1) 1 person: Experience and knowledge cannot be • used in future (Em. 1) Can be disappointed in yourself if you • don't see real results of the job done (Em. 1) Risk for personal life and nervous • system (Ch. 1) Core offices will be fused together • after CEO leaves (Ch. 1) Information you work with can be not • real, full, correct (Ch. 1) New system can “die” after the CEO • leaves (Ch. 1)

SWOT Analysis shows that some opinion on the same issues can be totally different based on different point of view. For example, 6 people think that is a threat that University didn't accept the new team, while only 1 person think about it as just a problem and not a threat. Another interesting thing is that 1/3 part of the team did not mention any Threat, they were focused on Strengths and Weaknesses without referring to threats for the entire project. Is good or is it bad – it depends. Sometimes it is good that people do not fear, but they must not be “blind”.

More than half of the team members said that they like the team, whereas the problems of organization of working process by CEO arises many times. It can mean that now their connections between themselves are stronger than with CEO, but actually it is not a problem, because they need to make connections between themselves and within the office to be able to work better together but at the same time the CEO should be aware of overembeddedness. This reaction was indeed provoked because an excessive presence and influence of the CEO in the office with direct contact with the staff inside the offices would polarize the staff toward the CEO due to the role slowly destroying the middle positions of the chief of the offices and reducing the legitimacy of their role.

As it is possible to see some people were disappointed about the salary or amount of the job, but about 2/3 of the team members said that the experience they can get here can help them in future.

This is actually a reaction for a mismatch between the salary and their expectations on the duties, even if the CEO explained in details the salary before applying and the difficult of the duties and the highly stressed environment that they were going to face.

Half of the team mentions that they are getting new skills and knowledge, that is an important point see that the link of the network where build on knowledge exchange and not so much on money and it is linked to the motivation of the team. Another important feature was the inspiring view from the CEO because 1/3 of the team was feeling of “doing great things for the use of University�.

A lot of expressions have been mentioned only ones but their analysis is still important for clear understanding how does the team feel.

Even in previous experiences in Company A and Company B, although no interviews were conducted, the same dynamics in the team were noticed and in particular the high level of stress was

always present as in all three cases it was faced with an era of change and initial phase of a project where a complete reorganization is needed and disorientation is often present.

So, it is noteworthy that from the first to the third experience there was a remarkable increase in results but an increase in stress load that was only overcome by the presence of highly motivated people who have been carefully selected and after the long path of Summer School and this is very important otherwise halfway through the process the team can implode. Indeed, after the interview 2 persons left the top team resigning. The type of hard work selection made in “Study Company” has been effective indeed it started out from more than 90 applicants and reached 8 but the remaining ones are extremely motivated and therefore, even if experience great stress, they resist and go ahead.

Based on all the experiences we can also say that stress is not related so much to the salary received because it was expected but more from the fact that the team has to be the main promoter of the change in the system in which we are often faced with hard resistance. As we know from physics the resistance of a fluid changes based on the speed that the object has in traveling through the fluid. At low-medium speed the resistance is proportional while increasing the speed the force of resistance increase exponentially and for these reasons there a no ships that can travel really fast in the water because the friction while be so high that any known metal would break in parts. The resistance to change from the system exposes a strong friction stress to the top management for this reason is important to protect the top team that is driving the change with support, knowledge and legitimacy and at the beginning select the most motivated and strong persons especially if the plan is to do a wide and fast change like it was done in “Study Company”. The support of the team often requires to a strong built trust and psychological support within the team members and the CEO and the team.

Team's attachment to its office leader rather than to the CEO was also found in previous experiences. Although it may seem like a negative one as said before it is actually a strong point and even a defense for the CEO indeed creating a hierarchical organizational structure (CEO → Chief of the office → the people in the office) the CEO speaks only with the leaders of the various offices allowing the leader to be not overloaded. We understand indeed from the social network analysis that the stress can increases with the number of links and daily connections of a person. This on the other hand may create a feeling of "abandoned to themselves" of some of the top team. Centralizing the connection on the CEO will create a risk to create a funnel in the system with a negative effect of the effectiveness and the speed in the system and a slowdown in activities increasing bureaucracy. A decentralized system based on the hierarchical network can prevent this. This hierarchical structure increases the eigenvector centrality (the measure of nodes that are connected with nodes with a lot of connections) thatof the CEO while increase the centrality (the measure of number direct and indirect connections with all the nodes in the network) and the betweenness centrality (the measure of nodes that are connect different node groups within the network).

The stress is an important issue that have to be managed by the CEO. Indeed, despite its reputation, stress is not all bad. It really is a matter of what kind and how much. Too little stress and people grow bored. Too much stress and they become overwhelmed. A certain degree of “challenge stress,” actually stimulates people to perform at their best. On the other hand, “Killer stress” the one that comes from not feeling you have much control over your work, is unhealthy and in many individuals, triggers fight, flight, freeze or stalking behavior. These behaviors are damaging to healthy relationships, productivity and innovation in the workplace. The key to achieving gains in

productivity and performance is to create a culture in your organization that preserves challenge stress while neutralizing killer stress. in the book “Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work�36 are described, three relevant types of culture to be aware of when it comes to stress: cultures of control, cultures of indifference and connection cultures. In cultures of control, individuals with power, control, influence and status rule over non-leaders and they are not intentional about getting non-leaders into roles that appropriately challenge them. These cultures increase killer stress and fail to capitalize on challenge stress. In cultures of indifference, people are so busy with tasks that they fail to develop healthy, supportive relationships and get people into the right roles. These cultures also contribute to killer stress and fail to capitalize on challenge stress. Only connection cultures dial down killer stress and dial up challenge stress as leaders and non-leaders alike feel connected to one another through shared identity, empathy and understanding. On a physiological level, this connection reduces stress-related neurotransmitters and hormones while boosting activity in the reward centers of the brain37. People, especially non-leaders, have a greater sense of control, making them more enthusiastic and more energetic which, in turn, helps them thrive at work.

36

Connection Culture: The Competitive Advantage of Shared Identity, Empathy and Understanding at Work Michael Lee Stallard 37 Connection Culture:The Competitive Advantage of Shared Identity, Empathy and Understanding at Work Michael Lee Stallard

8. The CEO and the Stakeholders The CEO have usually several stakeholders but it is difficult to please all of them.

The CEO Osman Sultan38 is used to say “to draw a diagram and put yourself in the center. At the top of the vertical line, put your board and shareholders; at the bottom of this line, the management team and employees. On the left of the horizontal line, put what we can call the “market-driving factors” such as customers, distributors, industrial partners. On the right, the external, “non-market-driving factors” such as regulators, media, and so on. Then quickly identify the people on each of these fronts that you can trust to deliver. This is the radar screen you should look at every morning to ensure that you’re not losing control of any of these things that could snowball very rapidly”. The CEO indeed cannot afford the luxury of not being active on all these fronts. Another important issue is the transparency toward all the stakeholders. The CEO Severin Schwan39 expressed this concept clearly saying “The moment you put issues or risks on the table and speak about them openly with the board, with your colleagues on the executive committee, with external stakeholders, media, and investors, that in itself creates trust and that in turn triggers support. The moment you frame the topic, people become very interested in making it better and working at a solution”. This was done during the experience in “Study Company”, indeed all the decisions were taken with an open discussion with the chair of the board of directors, executive board, the rector and the chiefs of all the cathedra.

Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson Booz & Company’s 2011 study Published: May 24, 2012 39 Ken Favaro, Per-Ola Karlsson, and Gary L. Neilson Booz & Company’s 2011 study Published: May 24, 2012 38

9. The Strategic Planning Event In the first Italian experience, this strategic plan event was carried out as soon as the strategic plan was prepared because it was the end of the year, while in the second Italian experience was postponed and the end of the following year. This because this type of event is usually carried out at the end of the year, common practice would say, indeed, to hold a strategic planning event at least once a year, typically in advance of the operational planning cycle. In “Study Company” was not carried out because the 100 days did not include the end of the year. It will be carried out after the balance scorecard negotiation just before the end of the year. It is indeed planned for the 23 November 2017. Communication is often at the core of reaching excellence. Effective communication of all forms from all areas of the Company is critical to building a venture that can sustain a successful path. If the CEO hold a strategic planning session, the CEO should tell everyone the outcome, even if it was decided not to change anything the Company has plotted out as part of its future. For this reason, new Strategic Plan was discussed with every key role in “Study Company” much before it was approved on Ministry level or level of Board of Directors. First presentation was done for Academic Council that concentrated its focus on the Mission and Vision of the University and made some notes about the analysis of current situation. However even before this presentation, during the creation of Strategic Plan it was numerously times discussed with Chairman of Board of Director, with Executive Board and with the Rector. Only after this the plan was proposed for approval on the level of the Ministry. Usually can happen that the strategic plan must be modify due to request from stakeholder or due to market changes or emergency situations.

Usually the best way is to add an addendum or change plan and

communicate it again. So, it is possible either to edit the strategic plan with a specific formal document for this or add a section fully documenting the changes. It is recommended to use version controls before changing the document so that will be possible to track the path taken from the first version through to the current time period. In the case of “Study Company�, the CEO prepared one common presentation which was used during all the meetings on Strategic Plan. It helped not to get lost between different presentations and forgetting what was presented to whom. This common presentation was kept updated with all the changes required and both CEO and interpreter, who was needed to present it on Russian language, knew what they will be talking about. It allowed to avoid any types of unpleasant situations with possible wrong translation or misunderstanding.

10.Legitimacy It is important to highlight the role and importance of legitimacy in the various experiences. To force the system to change and to do it so quickly, the CEO needs to have a strong power and a clear legitimacy and it’s very important to define the roles of the teams and of the CEO and the clear duties and degree of freedom of the position that CEO is taking. For example, in Company A the system was blocked for several months due to lack of legitimacy, because some tasks were asked to the chief of management control system to achieve without giving him a proper role to demand things to others and was difficult or sometime impossible to bring the result creating a huge distress in the team and the same time all the power and information was kept in the hand of the CEO that was not delegating or sharing the vision creating a funnel in the development system. In Company A there was a hard resistance by the existing structure in opposing the changes

particularly due to the fact that the role of the Chief of the Management Control System was not independent but was subject to the Chief of the Administrative Area which posed major obstacles to change by slowing down the system.

Legitimacy was a big problem also in Company B were the Chief of Management Control System position was appointed just on the temporary position and was not reconfirmed on stable position. For this reason, he was afraid to implement the change and this reduced the trust between the CEO and the chief of Management Control System that felt more secure to keep his bonding with the rest of the company than move on the support of the CEO. What we have in “Study Company” is different because CEO is temporary but has a strong legitimacy and this is due to the fact that the CEO fought for it before been involved in the system, when he is more able to negotiate his future position.

Indeed, when “Study Company” tried to hire him, was offered him the position of vice rector and presence in Executive Board but then the rest of the top management tried to move his position under one of the other vice-rector. At that point, he refused the position because it would not be possible to make changes. Only after his refusal, “Study Company” awarded him the position of Executive Director for Strategic Development at the vice-rector level and then to be independent and to have legitimacy and everything was explicitly written on the contract of the new CEO. With this position was able to ask anybody what to do becoming an independent figure outside the system and reports only on the Rectors and to the Board of Directors and the Chairman of the Board of Directors. This is also to emphasize the importance of the contract when accepting positions at these levels. The importance also of the role that the CEO gives to the chief of the new office and to the top team, giving them the proper legitimacy, sharing his/her power, to move and to request for information and changes.

11.Legacy Another important issue is the legacy of the team. In the various experiences, we can find the same things such as the creation of a fairly automated system that allows the people who remained after the CEO to keep doing the job autonomously like in the previous Italian experiences. Often happens the most prepared person, when the CEO leaves, used the experience and the methodologies learned to obtain you jobs in higher position in other company while few people decided to follow the CEO in his next mandate. The job of the CEO is to work keeping in mind this possible ending scenario of his top management team and foster during the mandate the scientific publications to improve the Curriculum Vitae of the top team members permitting all the member of top team to have a bright future and find new positions in the future. So, CEO is not giving the top team not only knowledge but also the chance to have a trampoline to achieve their new personal goals better positions and eventually higher salaries or a brighter professional future.

12.Pills to remember to survive before we say goodbye 1.

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You will be hated Nobody like changes even the people that say so You will need to work afterhours If something goes wrong is someway and anyway your fault but is normal Don’t isolate yourself in an ivory tower with yes man Avoid over connecting because it will drain all your energy Remember that there are 5 way to manage risks but everyone forgets the 5th: transform the risks in opportunities Spend time with your “users” and with your “stakeholders “ask for feedbacks and accept critics with a “thank you”

9. Always walk through each of your department without informing them first 10. Propose a change that is logical and as easy as possible 11. Don’t be afraid to ask for help, in time 12. Reality do not exist; we call reality what we perceive. The perception of many creates reality 13. Sleep 14. Be ethical 15. Do not put yourself in a situation in which you will be the bottle neck of your system 16. To understand your numbers, you need to understand behavior 17. In god we trust, everyone else must bring data 18. Be comfortable with numbers 19. Learn how to say no