Un esempio di change management nel contesto …...26/09/2015 1 Change management? Un esempio di...
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26/09/2015 1 Change management? www.trilogis.it Un esempio di change management nel contesto del processo di internazionalizzaione di una PMI Giuseppe Conti Trilogis – CTO [email protected] www.trilogis.it
Transcript of Un esempio di change management nel contesto …...26/09/2015 1 Change management? Un esempio di...
26/09/2015
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Change management?
www.trilogis.it
Un esempio di change management nelcontesto del processo di
internazionalizzaione di una PMI
Giuseppe ContiTrilogis – CTO
www.trilogis.it
26/09/2015
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Before we start some background info
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innovation? follow us!!!!
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We work with public administrations in the following sectors:
Urban planningEnvironmentCadasterUtilitiesRoad Infrastructures ForestryGeoportals
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Traditional core business: GeographicalInformation Systems (GIS)
Geospatial information and systems
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The experience of our evolution
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The experience of our evolution
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John Kotter’s 8-step change model
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The experience of our evolutionNon academic approach (by example), hopefully informative (and entertaining)
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Step 1: create urgency
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The perfect storm at the horizon
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The wise move
Step 2: form a powerful coalition
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The challengeto create an international profile
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Little choice within a changing market
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Step 3: create a vision for change
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Innovation as company driver
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The challenge: to create an international profile
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The grand challenge: to be glocal
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Change management
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Play the game you know the best
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Use R&I projects as leverage for change
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And in particular EC-funded projects
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Why, EC R&I projects?
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Projection at the international (exp. EU) level
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Interaction with large corporations
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Interaction with international bodies
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Interaction with standardisation bodies
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Indoor location
If you cannot be the 1st in your market nicheThen create a market niche where you are the 1st
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Acknowledgment
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Step 4: communicate the vision
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Communicate the vision (outside): R&I projects as key strategic marketing driver
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Presence at international events
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Do not underestimate the importance of communication activities at international level
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Communicate and team up with local RTD enviroment and change their perception of the company
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Approach and join forces with local staheholdersso that they can became a partner and possiblya future customer too
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Projects are always a tale of two persons
The company expert who knowsthe (possible) solution
The domain expertWho knows the problem
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Communicate the vision inside (this is Kotter’spoint of view): is critical and can be more difficult!
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Remove false myths
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Don’t see EC project from a balance sheetstandpoint. Be ready to invest
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Build confidence inside the companyNo inferiority complex. Yes, SMEs can make it
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Don’t be pulled. Pull !
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Keep focused
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Make EC project fit with your company’sroadmap. Don’t build your RTD roadmap on EC projects
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Project can be weapons of mass distraction
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Step 5: remove obstacles
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Your team needs to handle the tech side (leadingmultiple international actors)
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Your team needs to handle the admin side
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Establish a clear workflow …
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Step 6: create short-term wins
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• Doctors
• Nurses & paramedics
• Clinical engineers
• Multi-service providers
• Hospital Managers
• A complete software / hardware solution to:– Track medical devices within healthcare facilities
– Track patients and operations inside healthcare facilities
First successfull project delivering key tech.
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Potential future exploitation
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Rather then monetising, maximise impact
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Step 7: build on the change
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Indoor/outdoor LOCation and Asset management Through open gEodata
ICT PSP Objective identifier: 2.2.a) Open data experimentation and innovation building on geographic information
Duration: 36 MonthsTotal budget: 4.7 M€
Coordinator: Trilogis Srl – Rovereto
The 1° EC project as coordinator (based on MEPI)
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Beneficiaries Associated partners
Members of the advisory board
Large international consortium
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Problem defined with local end users (APSS)
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Make EC project fit with your company’sroadmap. Don’t build your RTD roadmap on EC projects
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The 2° EC project
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On future internet
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Duration: 24 months, 1 April 2013 - 31 March 2015
Total budget: 16,80 million €
Large international consortium
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Further refine the technology (MEPI)
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iCore
o
Empowering IoT through Cognitive Technologies
Project Number and type: 287708 - Integrated Project
Start Date: 1st October 2011 Duration: 36 months
Total cost: €13.4M (59% industry) EC requested funding: €8,7M (funding rate of 64.47%)
The 3° EC project (based on MEPI)
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By 2020 it is predicted that we will have billions of networked objects
On Internet of Things (IoT)
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Large international consortium
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Further improve our core solution
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Horizon 2020
Duration: 36 MonthsTotal budget: 3.8 M€
Coordinator: Trilogis Srl – Rovereto
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UNCAP
The 4° EC project as coordinator (based on i-locate)
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Technical partner Pilot site
TRILOGISCREATE
C3LUL
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COMBAINSOCIALIT
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Large international consortium
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Expanding to related markets
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The 5° EC project now to strenghten the core
business
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The 5° and 6° to expand to new areas (smart city)
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Projects as powerful communication tool
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Step 8: anchor the changes in corporate culture
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Reinforce expertise to stand out from the crowd
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Big innovation wave
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New products
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Our New Domains
Smart territory Smart City
Multi-utilities Retail Business Intelligence
Health & Care
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Real time localisation and tracking of devices
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Real time localisation of patients
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Further scenarios
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Smart city solutions based on location
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Utilities and service companies
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Retail
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Permanent international business network
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Culture of cooperation, communication, sharing
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Never stop running
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New Office in
BENEVENTO!
New office
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Forthcoming spin-off
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Currently about starting soft-landing
Programme to FRANCE with a spin-off company
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Few final thoughts
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Use project as “changing-making machine”
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Changing company culture
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Then, how much is it all worth it?
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The experience of our evolutionThat is it! Hope you have enjoyed it…
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“Se vogliamo che tutto rimanga come è, bisogna che tutto cambi”
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www.trilogis.it
Giuseppe Conti
Trilogis s.r.l.
Via F. Zeni n. 8 38068 Rovereto (TN) – Italy
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Contacts
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