“We brought in all the countries of the community of our secret weapons: the books, the cultural programs, the technical assistance in agriculture. Concerts, exhibitions, debates are continuously present in the factory. The library is made up of tens of thousands of books and magazines from all around the world. In Olivetti work intellectuals, writers, artists, some of them at apical level. The culture here has a lot of value ”. “A factory cannot look only for the index of profits. But even to distribute wealth, culture, services, democracy”

(Adriano Olivetti)



Strategic and Operational consulting – Consulting on approach and design of the Governance framework – Active participation on several tables of management, steering committee, supervision, programs of initiatives, … – Still other specialized consultancy – Can we do every things? Absolutely not. Just a small subset, distinctly narrowed … but real, that only comes from years of experiences on the field …

Operational & Strategical consultancy for: change – improvement – transformation management
Starting from an as-is assessment detectable through BPM flow analysis and interviews to various actors of the processes, are highlighted areas of efficiency and/or effectiveness for business processes. We often adopt methodology tecniques and framework that we are willing also to introduce at Customer site if required. We can be involved on:

  • Advisor to the Top and Middle Management on a wide spectrum of aspects, processes, departments and operation
  • Collaboration on BPR for Excellence & Continuos improvement of the business processes
  • Planning and Program/Project Management

Consulting for an approach to the Governance: strategy – method – design – implementation – operation
Primarily geared to the ICT function and how ICT addresses the following:

  • Organization — Strategy and roadmap — Methodology, software, hardware and services Catalogue management — Provision, management and control services through monitoring and SLAs — Defining of rules and policies — Management of the compliance to the required standards — ICT reporting and business alignment — Activities priority plan on the weaknesses or issues of the information system — Sizing of the economic value for Service Management services, even comparing them with respect to the profitability or highlighting the risks for their possible downsizing. — Improvement of IT relationships with the business departments and with customers — Collaboration to assist the IT budget process (RGT method: Run-Growth–Transform) — Management and control of spending

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Collaborative consulting & Partecipation at: round tables – steering committee – brainstorm – feasability studies – … 
An “old idea” that our experiences indicate as an intrinsic value: from” external “to the customer, be an alter ego that can bring value to the discussions.

  • Dialectic attendance with competence to: Steering Committee, WIP committes, development programs, brainstorming, feasibility studies, sharing of experiences.
  • A competente participation not only in ICT context, but acting as an end-user customer that uses the implemented business processes
  • Be somewhat jokingly but professionally, a sparring-partners, sometimes the devil’s advocate (Mr. no), the one who expresses doubts or the resistant to changes or vice versa “too” geared for a change maybe risky

Other specialized engagements
Leveraging expertise, maybe less focused on Information Technology, deliver services that sometimes bring to the Customer a significant value, for example:

  • PA local support for productive activities for goods and services.
  • But that’s not all: even interior design, advertising and graphic design and communication in certain cases