Il 23 aprile del 1946, dall’idea di Enrico Piaggio e dalla progettazione dell’ingegnere Corradino D’Ascanio, nasce la Vespa. Un nuovo modello di scooter, dalla seduta comoda, pensato per il mercato dell’Italia del dopo guerra.
Jack Welch once claimed that great leaders are “relentless and boring.” Management thinkers largely agree: Good leaders are consistent in their decision making, stick to their commitments, and remain on-message.
When organizations get into big trouble, fixing the culture is usually the prescription. That’s what most everyone said General Motors needed to do after its recall crisis in 2014—and ever since, CEO Mary Barra has been focusing
All’interno dell’Angolo della riflessione accogliamo il contributo e le riflessioni del professor Giuseppe De Rita, presidente del CENSIS.
An international financial services company hired a midlevel manager to oversee a department of 17 employees. A year later only eight remained: Four had resigned and five had transferred.
Why do so many start-ups that seem to have it all—customers, cash, a promising outlook—run off the rails? Ask a venture capitalist, and you’ll probably hear that they have trouble “scaling.”
Strategy and entrepreneurship are often viewed as polar opposites. Strategy is seen as the pursuit of a clearly defined path—one systematically identified in advance—through a carefully chosen set of activities.
L’intervista al dottor Iginio Liberali, Presidente del Gruppo LU-VE, porta nuovi stimoli e testimonianze al nostro Angolo della riflessione.
Before leaving work each day, employees at Ubiquity Retirement + Savings press a button in the lobby. They’re not punching out—not in the traditional sense, anyway. They’re actually registering their emotions.
Collaboration is taking over the workplace. As business becomes increasingly global and cross-functional, silos are breaking down. Connectivity is increasing, and teamwork is seen as a key to organizational success.