Alberto Ferrarotto

The sooner you realize you have a problem (and 👉ACT on it), the more chances you have to solve it. Whether it's a conflict in the #organization or a #pricing issue, act when the first signs appear. Because if the problem grows and its effects multiply, you'll never (I repeat: never) have enough time, energy, people and money to be back to normal. Hold regular meetings, listen to your teams, ask unexpected questions and pay attention to any sign of business deviation. Good luck! #AndreiVuta #StructureandClarity #Linkedin #problemsolving #businessoperations

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Succession planning is an important but often neglected aspect of business leadership. Proactive succession strategies benefit organizations by ensuring better transitions, supporting talent development, and aligning with long-term company objectives. https://lnkd.in/g6kAzACq #succession #successionplanning #leadershipsuccession #csuiteleaders

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**Here are Ten Change Management Accelerators for all Your HR, Organizational Development, and Business Transformational Projects** Several factors must be assessed and considered during the various stages of your action plan. Depending on the complexity of the proposed project and the context and business culture, your organization may need to address several or all of these elements. An external mediator can help you determine which elements are necessary and a priority. *Governance Have you designated all the necessary committees, including a strategic committee? For example, have you identified the points of contact who have enough influence to take action within the teams and move forward with the various components? These people will act as facilitators. They will know how to engage the required resources, make the necessary decisions and resolve any issues. *Capacity Are there issues regarding resource availability and the capacity to implement change while maintaining productivity? For example, if half the team is focused on a new change, you will certainly need to add resources for day-to-day operations. *Training -Naturally, the people affected by this change may require training to update their skills or learn how to use new software, for example. -If training is required, it must be included in your change management plan from the outset along with the deadlines and necessary resources. *Work organization -Which action plan should be implemented to achieve change? -Has each resource been assigned a specific role, milestones and deadlines? -Will the roles change? If so, this must be taken into account. *Communication Draw up a communication plan to inform all stakeholders of the progress on the various stages of your project in a timely manner. *Alignment -Are all stakeholders aligned with regard to the message and objectives? -Do they fully understand the reason behind the change and the resulting benefits? *Mentoring We must start out by providing support for first-level managers, who will then be able to contribute to supporting their teams. *Coaching Managers and senior managers will then be able to oversee all the teams and act as the points of contact during the transition period. Involvement -Ask your teams for feedback; -Ensure that everyone is on board with the change and understands the objective; -If certain employees appear resistant to the ongoing change, find out what’s holding them back so you can identify a solution as quickly as possible. *Awareness How does this change impact each person’s work? From the outset, ensure that all stakeholders are aware of the needs and consequences of the change process within other teams so that everyone understands the tangible objectives and benefits of the project and transformation. #changemanagement #bestpractices #changemanagementHR #businesstransformation #CHRO #HRtransformation https://lnkd.in/gGTW_cvk

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🤖 𝗧𝗵𝗲 𝗳𝘂𝘁𝘂𝗿𝗲 𝗼𝗳 𝗯𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗺𝗮𝗻𝗮𝗴𝗲𝗿𝘀 𝗮𝗻𝗱 𝗹𝗲𝗮𝗱𝗲𝗿𝘀 𝗶𝘀 𝗵𝗲𝗿𝗲.  🎲  𝗧𝗵𝗲𝘆 𝗮𝗿𝗲 𝗔𝗜 𝘀𝗮𝘃𝘃𝘆 𝗮𝗻𝗱 𝘁𝗵𝗲𝘆 𝗮𝗿𝗲 𝗴𝗮𝗺𝗲 𝗰𝗵𝗮𝗻𝗴𝗲𝗿𝘀. As an HR professional and leader of many years, it is exciting, but also no great surprise, to read in this recent Harvard Business Review article by Gabriele Rosani and Elisa Farri, that the next generation of business managers and leaders is blazing trails and transforming how we work and do business through the ground-breaking deployment of generative AI. It's time for senior organisation leaders - typically representing earlier generations - to follow 𝘁𝗵𝗲𝗶𝗿 lead and to embrace and profit from this transformative technology! 🌟 Here are 4 key ways organisations can adapt: 1️⃣ Be an AI talent magnet: Showcase your commitment to AI integration 2️⃣ Revamp onboarding: Use AI to enhance the new hire experience 3️⃣ Foster intergenerational collaboration: Pair AI-savvy newcomers with the seasoned, yet less AI street wise, leaders. 4️⃣ Redefine career paths: Update job descriptions and create new AI-focused roles ☯ The generation gap in AI adoption isn't just a challenge – it's an opportunity! 🧲 By attracting and nurturing AI-ready talent, we can drive innovation and stay competitive in the rapidly evolving commercial landscape. 💡 📈 Let's bridge the divide and create a workforce where every generation can thrive in the AI era. 👉 🔗 : Click on the article link to read the full text. HBR allows registered readers to benefit from a limited number of (often excellent) thought and practice leadership articles. #AIInBusiness #FutureOfWork #TalentManagement #GenerativeAI #LeadershipInnovation

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Unlock the secrets to mastering business acumen for your HR certification exams! Listen to the latest episode of the HR Certification Podcast now. https://lnkd.in/dPWtb7WC

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Structured onboarding is important for all roles, regardless of seniority. However, for executives transitioning into new roles, the stakes are even higher, considering that 50% to 70% of executives fail within the first 18 months. Learn how Stanton Chase's executive onboarding service can support your executives' success ➡️ https://lnkd.in/dwx88HiG #executiveonboarding #executivesearch #executiverecruitment #leadershipinsights 1. Yes, very thorough 2. Somewhat structured 3. Not really in place 4. No onboarding at all

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Want to learn more about leadership assessments: why companies do them, when to do them, and how they're done? Read Kevin McGonigle's article "Leadership Assessment: A Key Ingredient of Corporate Success" by clicking here 👉 https://lnkd.in/dwKmQ8QA #leadershipassessment #leadershipevaluation #leadershipdevelopment

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What talent do you need? What talent do you have? How do you close the gaps? How data-driven insights leveraging Success Profiles© enable organizations to systematically answer these questions. June 20 registration link below (webinar in Italian) https://lnkd.in/deJz6vXi

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Click here to read our recent article and learn about the purpose, uses, and value of leadership assessment ➡️ https://lnkd.in/dsZmPa2N #leadershipassessment #executiveassessment #leadershipdevelopment 1. Strengths & weaknesses 2. Leadership style & potential 3. Areas for improvement 4. Emotional intelligence

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ICF Coaching Certification: Why It Matters for Coaches and Clients: Discover the value of ICF coaching certification for coaches and clients alike. Learn how it sets professionals apart and the levels included.

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Functional competencies are part of a broader competency framework. Many organizations fail to identify the underlying need for functional competencies, risking significant resource investment with minimal return on investment. Use McLean & Company's research to strategically invest resources to develop functional competencies for the greatest impact. >> https://lnkd.in/g8xJ96Su #FunctionalCompetencies #Competencies #LeadershipCompetencies #CoreCompetencies #Leadership #HR

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The skills-based approach rests on two important frameworks. The first is the late Edgar Schein’s organizational culture model, in which culture builds upon a foundation of basic underlying assumptions — employees’ shared assumptions about what drives successful outcomes to challenges in their organization’s specific context. Underlying assumptions — the ultimate source of values and action — are so deeply embedded that employees behave in accordance with them without thinking about it. Changing culture, then, requires a basis of new assumptions. Learn more: ▶️ https://mitsmr.com/41XJPpY

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The skills-based approach rests on two important frameworks. The first is the late Edgar Schein’s organizational culture model, in which culture builds upon a foundation of basic underlying assumptions — employees’ shared assumptions about what drives successful outcomes to challenges in their organization’s specific context. Underlying assumptions — the ultimate source of values and action — are so deeply embedded that employees behave in accordance with them without thinking about it. Changing culture, then, requires a basis of new assumptions. Learn more: ▶️ https://mitsmr.com/41XJPpY

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