Bernardo Bertoldi: tra continuità ed evoluzione

Bernardo Bertoldi
Continuità ed Evouzione

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Copyright © Bernardo Bertoldi 2017
Indice
• Cosa significa evolvere
• L’evoluzione dell’Essenza Imprenditoriale della Disney
• La pianificazione strategica
• Euristiche/componenti/capacità evolutive
• Come evolvere la propria Essenza Imprenditoriale
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Cosa si intende per evoluzione
¶ L’evoluzione è un processo fatto di due elementi: mutazione e selezione naturale; essa
avviene ogni volta che si ha una riproduzione e competizione con risorse scarse.
¶ Nella riproduzione una specie ha l’obiettivo di darsi la continuità generando copie esatte
di se stessa, ma spesso accade che da vita a qualcosa di non esattamente uguale, di
diverso, di mutato rispetto al riproduttore. Il “mutante” può essere inferiore o superiore
ai sui genitori e qui parte la selezione naturale
¶ Si tratta di intendersi su cosa significa inferiore nello specifico dell’ambiente competitivo
economico: significa meno adatto. Il contesto competitivo cambia per effetto di nuove
tecnologie, l’ingresso di nuovi concorrenti, trend macroeconomici e molte altre cause. La
nuova generazione della specie si trova di fronte un nuovo ambiente.
¶ La combinazione delle nuove caratteristiche del mutante e del mutato contesto competitivo
diranno se la nuova generazione prospererà o si estinguerà.

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In quale contesto l’evoluzione avviene (1/2)
¶ Alcuni paesaggi hanno una morfologia che spinge all’evoluzione, altri una morfologia che
mantiene lo status quo.
¶ Quelli che
mantengono lo status
quo hanno pochi
picchi, piccoli, isolati
e lontani gli uni dagli
altri. In questi
paesaggi anche
grandi mutazioni
generano piccoli
cambiamenti di
contesto, perché non
si possono
diffondere sugli altri
picchi, che sono
isolati e lontani. Siamo
nel caso A della figura,
disegnata da Wright
stesso.

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In quale contesto l’evoluzione avviene (1/2)
¶ …all’industria dell’auto, del petrolio e
delle infrastrutture; anche se il
consumatore guida un auto su
un’autostrada consumando benzina i tre
settori sono funzionalmente differenti e
lontani tra loro. Quando una mutazione
avviene in uno di questi settori è
difficile che qualcosa cambi negli altri
due. La conseguenza è la bassa, se non
nulla in questo caso, concorrenza tra
questi settori.
¶ Nei paesaggi che spingono
all’evoluzione, i picchi sono molti, alti,
non correlati tra loro e vicini: quando
una mutazione avviene, questa si
propaga facilmente sulle altre colline.
È il caso F nella figura. Si pensi, in
questo caso, all’industria dei media,
delle telecomunicazioni, dei
computer, dell’editoria, della
pubblicità. Il consumatore cerca notizie
e intrattenimento usando differenti
apparecchi in differenti momenti della
giornata.
¶ L’arrivo di internet ha rappresentato un
mutamento esterno del paesaggio e ha generato
nelle specie di queste industrie grandi mutazioni: le
colline ed i picchi cambieranno attraverso la
mutazione delle specie che vivono sui diversi
picchi. In questo caso si avrà un processo di
cambiamento del paesaggio, mutazione e selezioni
delle specie. Questo processo cambierà sia il
paesaggio che le specie che vivono sui picchi del
paesaggio stesso.

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Indice
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I Processi Imprenditoriali di Walt Disney
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Walt ha creato tutto questo
applicando le sue qualità rare:
1) la passione per la magia,
2) la voglia di innovare,
3) la volontà di sognare,
4) il talento per il dettaglio,
5) la voglia di vivere,
6) la gentilezza d’animo
7) ...
Sono queste qualità rare che
applicate, hanno dato vita al processo
di creazione di personaggi e storie
che sono il motore che crea gli
asset…

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La Disney ha sempre fatto, ad
esempio, estremamente attenzione
ad essere attrattiva per i talenti
creativi; ha sempre voluto essere un
posto di lavoro ambito e ha sempre
gestito con estrema attenzione i
rapporti con i potenziali collaboratori.
La gentilezza e la passione di Walt
sono state le qualità che hanno
generato questo processo e il
processo ha fatto in modo che i
migliori talenti creativi ambissero a
lavorare alla Disney.

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Walt ha creato tutto questo
applicando le sue qualità rare: la
passione per la magia, la voglia di
innovare, la volontà di sognare, il
talento per il dettaglio, la voglia di
vivere, la gentilezza d’animo. Sono
queste qualità rare che applicate,
hanno dato vita al processo di
creazione di personaggi e storie che
sono il motore che crea gli asset…
La Disney ha sempre fatto, ad esempio,
estremamente attenzione ad essere attrattiva per
i talenti creativi; ha sempre voluto essere un
posto di lavoro ambito e ha sempre gestito con
estrema attenzione i rapporti con i potenziali
collaboratori. La gentilezza e la passione di Walt
sono state le qualità che hanno generato questo
processo e il processo ha fatto in modo che i
migliori talenti creativi ambissero a lavorare alla
Disney.

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Il Tron di Lasseter (1982)

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Toy Story di Lasseter (1995)

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Toy Story di Lasseter (1995)

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Walt Disney oggi: Una stellare lezione di impresa

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Una stellare lezione di impresa
...L’approccio di Iger, infatti, non è stato molto diverso da quello di Walt quando acquistò da
una riluttante Pamela Lyndon Travers i diritti di Mary Poppins.
.. È sufficiente guardare il primo Star Wars, lanciato nel 1977, e l’ultimo, nelle sale oggi, per
cogliere il cuore dell’insegnamento. L’ultimo è l’evoluzione del primo, ma del primo mantiene
tutte le caratteristiche chiave, cosa è cambiato è la strumentazione con cui i processi
imprenditoriali sono eseguiti, ma si tratta di evoluzione non di innovazione. Entrambi i
film, con tecnologie diverse, svolgono lo stesso lavoro per lo spettatore; fanno provare
l’emozione dell’avventura spaziale, il fascino delle navi stellari reso vivo dagli effetti
speciali, la convinzione che, ovunque nel tempo e nello spazio, i sentimenti umani
sono più forti di qualsiasi macchina o cattivo.
Ogni azienda esiste perché svolge un lavoro per il consumatore attraverso processi
imprenditoriali che sono stati costruiti dal fondatore e manutenuti da chi lo ha seguito. Per
continuare a farlo bene è necessario evolvere quei processi adattandoli al mutato contesto
esterno. Come dice Yoda, memorabile personaggio di Star Wars, si tratta di “fare o
non fare, non c’è provare”. Le aziende che non si adattano saranno vittime della
selezione naturale e sostituite da altre; quelle che sapranno evolvere potranno continuare a
svolgere un lavoro utile per il consumatore...

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Indice
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1
2
3
4
5
Definire e Gestire
la Cultura
Organizzativa
Osservare e
comprendere
della situazione
Identificare le sfide
principali e definire
gli obiettivi
Definire le sfide
chiave
Ridurre
l’incertezza
Gestire
l’esecuzione
Processo
continuo
Lo sviluppo della strategia riguarda un processo iterativo che conduce a
tre decisioni chiave
• La prima scelta
riguarda la selezione
delle sfide principali
• La seconda scelta
riguarda la decisione
tra le potenziali
soluzioni per ogni
sfida (i.e. iniziative)
• La terza riguarda la
scelta tra le opzioni
per ridurre
l'incertezza intorno
alla soluzione
(iniziativa) e la sua
attuazione
Tre decisioni
chiave

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Confidential 25

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Indice
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L’evoluzione dell’Essenza Imprenditoriale avviene attraverso
l’adattamento delle euristiche (1/3)

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FERRERO Guarda cosa vuole la Valeria 1. Crea le premesse: un prodotto di
qualità che vuole la Valeria
2. Produci
3. Vendi
1. Ideazione prodotti
2. Sperimentare per capire la Valeria
AZIMUT|BENE
TTI
Cerca il nuovo nei concept di
prodotto, di stile e tecnologie
con gusto italiano
1. Utilizza tecnologie all'avanguardia
Utilizza stili e forme
all'avanguardia
Disegna i prodotti seguendo i
concept che i clienti vogliono
Sviluppa i prodotti con gusto
italiano
1. Capire i trend tecnologici che
influenzano il settore degli Yacth
2. Capire i trend di design e di
architettura che influenzano il settore
degli Yacht
3. Conoscere il gusto dei clienti che
acquistano i diversi segmenti di
Yacth
MEDIOLANUM
/DORIS
La regola del 3: deve essere
vantaggioso per il cliente, per il
banker, per l'azienda
1. Sviluppa nuovi prodotti profittevoli
Assicurati che siano profittevoli
per il cliente
per il banker
per l'azienda
1. Capire le nuove ingegnerie
finanziarie
2. Capire le dinamiche di scelta e di
comportamento del cliente
WALT DISNEY Fai vivere felicità ed emozioni
ai bambini ed al bambino che
c’è in ogni uomo
1. crea materiale per i film, i parchi, i
fumetti, i libri, le musiche
1. Avere i migliori artisti creatori di
personaggi
2. Acquisire le storie con personaggi

LUNELLI
It’s a priceless patrimony and it’s thanks to you, uncle, and to your brothers whom, with the Ferrari team, sensed since the
seventies that the presence on the tables of the best restaurants and of the popular places, and especially in the most
important and exclusive events, was the best way to build the brand’s prestige. For this, uncle, you have been a great
pioneer as you have understood, already 40 years ago, the importance of what today everyone calls «bellow the line».
First of all, the uncompromising research of quality, which is the great teaching of the founder Giulio Ferrari, and which
will always be in the DNA of Cantine Ferrari. I like to remember an Aristoteles' sentence which I consider particularly
significant to what we do: «The excellence is not a single act, but a habit». The excellence of our Trentdoc is the result of
many little details, many gestures performed with passion, diligence and attention, from everyone and every single day.
It is also fundamental to have a strong bond with the land, because Ferrari is and will always be the expression of the
Trentino and of the wine-growing in the mountains, we are at the centre of a web of contributors, hundreds of families
that are our partners. We want to have full control of this production process, from the land to the table, from the vineyard to
the last step of creation.»
Even if you have conquered the leadership in Italy, today our challenge is to bring Ferrari in the world to establish it in
foreign countries as a symbol of the Italian lifestyle. The wine market has become global and a big brand has to be present
on the tables of the whole world.
CARRARO
Another of your virtues is bravery. When you repeat to us «the world topples first on one side then the other» meaning
always keep your calm, because the fluctuations of the economy are inevitable and we need to be aware of that.
Looking at historical cyclical graphics it is easy to understand that. This serenity you have in facing very great turbulences,
especially in the last few years, allowed me to overcome critic moments with relative calm – a calm that I think I was
able to transmit to our collaborators as well.
All of us hope that it can continue working for a long time, especially so that you can transmit to our talented young people,
at least part of your culture and artistic sensibility, which are necessary elements to project a tractor that is «nice
looking».
We need to continue doing “nice-looking” tractors”
Family Script Entrepreneurial Heuristics
the world topples first on
one side then the other
Do “nice looking”
tractors
Focus on the
excellence in
production and in the
local suppliers’ base
Build the brand through
the distribution
FUMAGALLI
Another of your teaching, which we always try to treasure, is the one about dedicating attention and method to the way in
which we take decisions, how to arrive to the «choice» between the different options both when launching new initiatives and
in the management of a company’s problem. You told us that it should be a quick but well thought process; look at all the
alternatives and then reduce them to two: write down the pro and con of those last two in order to chose the best. Pursue
the choice without hesitations or regrets... Well we have followed this adding some from our own: involve the top managers
in the process on top of our six family top executives.”
The decision of entering new industries, home care, renewable energy, biotech, has been based on your teaching of never
stop to explore new horizons, markets, growth perspectives having clear which of our strength we are leveraging and
which synergies we can obtain
explore new horizons
having clear which
strength leveraging and
which synergies obtain
look at all the
alternatives and then
reduce them to two

PENTERICCI
You taught me that every decision has to be weighted and related to the dimension of the company: the concept of not taking
a step that is too big for us has been the first value of our daily exchange of ideas. But you also made me understand
that in every venture there is a percentage of risk: however the job of who is holding the wheel of the company is to evaluate
the topical moments in which there has to be some significant «swerves» (like you called them), taking decisions that
will change the company to abandon the comforting everyday path.
…This has been the swerve that has changed our business model: strengthen our distributor role and adding internal
production in order to present ourselves to the clients both as traders and producer, thus offering a multitude of services
with a greater value added due to the strong synergy between the two activities.
SAVIOLA
In the delegation to the managers: in times in which companies were exclusively family-run, you chose to surround
yourself of collaborators external to the family, to which you gave functions and important roles for the development of the
business. You often repeated “Delegate and control” to encourage me to valorise human resources, but to still stay the
reference for all the functions.
From this [delegation to managers and control] the choice to concentrate our activity in three business unit well separated:
chemistry, wood, furniture, so to reduce the number of companies and consequently, the accounting and commercial webs,
encouraging on the other hand, a clear understanding of the group in foreign countries.
Together with the simplification of the organisation chart of the company, I strongly wanted the renovation of the
managerial structure, valorising internal element that grew over time, to which I put beside professionals form other
companies.
An aphorism I always think of, says: «You can’t discover new oceans until you have the bravery of losing view of the beach». I
quote it while writing to you because it explains in an exemplary manner the birth of the ecologic panel. If today this product
characterize our company in the world, making it unique, it is only and exclusively because you, at your time, believed in an
idea considered «impossible», not functional in the world of furniture and decor. Only your stubbornness made the
project possible, as it overcame that countless difficulties that made that result seem impossible.
The capacity of analysing and synthetizing the contributions of the manager, the consultants and the collaborators, because,
you also were the one that taught me this, there is no one that knows everything, there is always something to learn
from others: from the curiosity, that comes from the awareness of one’s limits and from the continued research of new
horizons, of new goals to achieve and overcome (there are still in our offices the images of Albert Einstein with the famous
quote «Everyone knows that something is impossible to realise, until the day someone «inexperienced», which doesn’t know it,
arrives and invents it» that you asked to hang many years ago)
Curiosity and going
beyond the limits
Delegate and control
think thoughtfully every
decision and evaluate
the topical moment for
the “swerves”
ROSSETTI
Even though it is sometimes tiring, we keep the production close. We know that quality, like you said, if not kept under
constant control, can only get lower. We keep close the know-how of all the steps of the production.
We keep close our clients, in the hardest moments we know we can lose some sales but never some clients.
producing is key to keep
a high standard quality
Loose some sales never
some clients

GIUFFRE’
A few years after the introduction of the personal computer, in the 1987 was born Juris Data, the first Italian legal database
which marks the start of the future digital development of the publishing house. It will be an enormous success for the
company, and it is the fruit of both your intuition and your «stubbornness», because, according to what I was told, no one
at that time, in the company or in the family, believed in investments in the digital world. «I didn't understand what your father
wanted to do with that enormous calculator, I did what I could to stop what I thought was a useless waste» are the words of the
mythical Franco Rossi, whom I hope won’t be offended by me quoting him in this letter: he gifted me with many anecdotes, as a
way, I think, to also tell your son that it has been a pleasure to work with you.
In those years we had to adapt the organisation and the company’s processes to a very different kind of service compared to
books. The whole productive sector got disrupted. Because we essentially produced books it was fundamental to manage the
efficiency of the productive typographic process and it was important to have storehouse on the Italian territory. Today it is
more important to have processes who make the company reactive to the market in «real time», for example it is
necessary to react almost immediately to legislatives changes, by providing information, interpretations and comments in
time measurable in hours or days, while before it was measured in months or years.
What supported me, even when we were in disagreement has been the thought that yourself, in the past, have brought
innovations in the company and therefore the best way to «follow your lead» is to continue head on in those changes the
company needed and still need.
The chairman of Lavazza, your cousin Alberto, remembering the moment in which, with Armando Testa, you invented
Caballero e Carmencita – two [advertising]characters that, thanks to the Carosello [TV commercials], had conquered the trust
and sympathy of the Italians – wrote that your intuition was like you, it had: « the capacity of looking forward, the value of
friendship, the importance of trust and empathy». Doesn’t the road to exit the crisis consist of those four qualities, which are
also four actions – to look forward, create friendships and alliances, have faith and be empathic to the present days?
LAVAZZA
The values of the family are reflected in the values of the family’s company.
MARSIAJ
Leverage Family’s
values to strength the
Company
React to the crisis:
looking forward,
creating alliances,
having faith and being
empathic
always pursue
innovation
MARCEGAGLIA
Dear dad, next to the patrimony of values, when I confront myself with many colleagues of my age, I realise the privilege of
working with you for the past 26 years, in positions more and more important and with increasing autonomy – thanks to your
intelligence and foresight – you left me many precious teaching about manging companies. First of all, the restlessness,
in the positive sense of the word meaning not wanting to settle for less, to look beyond. In the good times this means to have
the courage to invest or, as I wanted to synthetize in the company’s profile, «the obsession of growth».
Indeed, you taught us to also «think big, but the realise gradually», with pragmatism and realism, without being blinded by
unachievable and dangerous dreams, but without being intimidated by short time constraints. Furthermore I have not lost
patience and attention for the details, in the analysis or understanding of the problem.
Be tormented to grow
and look beyond
Be gradual in the
execution

First of all the dimensional growth: you continued to buy distressed companies - from Farem of Remanzacco to Facs of Pavia,from
Inossman of Maniago to Flag of Marcon, only to quote some of them - engaging personally in optimising the costs, in rationalising the
structures, in realising all the possible synergies.Finally,in 2006, when you were already sick, you had the bravery of doing an
extremely important operation, a decisive dimensionalgap, buying the ZML of Maniago.
VALDUGA
Keep investing
especially during
cyclical crisis
The answer, I think, is in having realised a seriesof strategies that few people, during the period of crisis, had the bravery of doing. The
many preferred to play defence, waiting for the events to unfold, which would have been logical to doing in our case as well, considering
the context and the lack of liquidity that was characterisingthe companies of the group. You continue, instead, to increase the
dimension of the group and continued to invest; every investment was a huge sacrifice for the group, which lived for decades in a
situation of financial tension.
In fact, at the start of 2000, our market that was limited to Italy and part of Europe opened: the first important orders from China. India
and US arrived. After many years during which you fought against a market that didn't recognize the intrinsic value of fused product,
the situation had changed: the world needed fused component of qualityand there- weren't many foundries left; as for foundries ready
to produce the quality the market was asking for, even less remained.
The conviction was that the process of growth should continue, evaluating as well the possibility of opening the capital to external
partners, if they could bring a new bush to the growth and development.

Your values are today the official values of our group: «Challenge, Respect, Accountability, Winning Together». We
apply and defended them every day, through the small but constant daily work, continuing on your path to put into practice a
vision: that your company, our company, can grow in the world.
Challenge
Accountability
To be able to do the work you chose and you liked is your true secret to happiness, and enabled you to transmit passion,
self-sacrifice and pride together with determination and bravery to overcome the hardest situations.
You were never scared of new ideas, of unusual solutions, on the contrary you always analyse, weight and often accept
them.
Of one thing I feel peaceful about: you managed to see our company get back on its feet. Because the 2009 has been very
hard on us. I remember the dismay in your eyes when we had to explain to the banks what we didn’t understand either.
An unexpected enormous fall of the turnover, together with a constant stream of called off orders.
BONFIGLIOLI
In India you don’t start anything before the Puja ritual: the more important is the new activity the more the holy Hindu man has
to individuate a favourable moment to do it. The days were passing, we were in autumn, but the Hindu high priest was taking
his time... No excavator would move without his blessing! I remember your angry phone call to the responsible of the works in
India, trying in vain to convince him to start working. When you finished the conversation you looked at me enraged: I think that
some doubt, if you didn’t have it already, was developing. However that night the holy Hindu man awoke; the right moment
arrived: the coconut broke at the first try and the noise of the bulldozers could be heard for the first time in the air.
My role, as a rookie engineer, was the so called Technical officer. My feeling, with the new person in charge of the area was
not the best: he was a engineer recently employed, very sure of himself, that loved to «teach» to everyone, in particular to the
senior office chief which had the only defect of not having a degree. After a few months, taking the bull by the horns, I told you:
«Dad, I’m tired of only making calculation every day; especially the engineer… He is creating a difficult working environment
for everyone. Anyway I want to better understand how our product is made so, if you agree, I would like to spend some time in
the factory to set up the products. You answered me: « I think it’s a good idea!». The day after, after leaving at home the high
heels, armed with the heart of the company: the production... While the pompous engineer was analysed by you, evaluated
and brought to the door.
…And we focus on the joint venture with the foreign giants, American, French, Spanish and on the shopping, with
acquisition of the ELF Italian web, then the Chevron’s one.
GARRONE
Me, Alessandro and our cousin Giovanni are talking with the big chief of the Russians, Vagit Alekperov, they don’t want a joint
venture, they want everything. We need to decide this with you. We owe you this. And we decide together that we don’t
give them all but that the agreement needs to be secured…
leverage the family
credibility and the M&A
capability to grow with
international JVs
Respect
Winning Together
MUSSO
In 2004 we finally started to also obtain economic results and until 2008 things went well. However company life, as you
always repeated, is made of cycles. The crisis of 2008 hasn’t been as dramatic for us as the research for a harbour
terminal in the Genova harbour and the construction of the warehouse in Cagliari.
In the mean time, in our industry, a historic war started between ship-owners, and we are in the middle of it. We know that a
negative cycle could start again but, despite the concerns, today we are more conscious of being able to cope with
the difficulties of the system.
Act understanding the
cyclicality of the industry

CALCINI
“For our collaborators there was and there still is a sense of belonging, which give me the trust necessary to delegate some of
my important business responsibilities. Getting in the company and gradually taking the lead, I realised that dad had developed
interpersonal and professional relationships that a superficial observer could have, especially in those years, defined as
«paternalistic». However they were simply expressions of emotional involvement and respect for the work of others. Dad was a
bit of a tutor for everyone, with his protective and involving behaviour. The company therefore was, and I think still is,
perceived by the collaborators as a demanding but not threatening environment, in which it was not only possible to earn
a salary but also security, recognition and, if needed, help. I think that this contributed since the start to develop a strong
identity Canclini in our collaborator creating a virtuous circle between family and employees, which still exists.”
Dear dad, when you told us, even peremptorily, the attention to the product from this two point of views, you were right! That
choice, to which you participated like in many others, with uncle Vittorio, allowed us to conquer at the time an excellent
position in the luxury niche, to maintain it and develop it further. The market niche in which today many competitors,
continuously harmed by the economic crisis and by the migration of whole foreign productive cycles, trying to take shelter,
maybe without being able to, was and is then «our home». Even with all the necessary managerial refinements not only
did we continue to keep living in it but also strengthen our position and grow constantly”
I remember well how another aspect of the excellence on which your generation doesn’t compromise was the attention to
the relationship and service for the client, to the correct interpretation and understanding of his needs and to the
prevention or elimination of any reason for unhappiness. This is the real strength in your management, which turned the
clients into friends and almost «partners». The wealth of relationships, which ensured the loyalty of the clients, revealed
to be the best standing base to build the actual results.
“ Another «cornerstone» – on which our company stood and still stands and of which I feel I deserve the merit– is the quality of
the relationships with our suppliers and contractors. At the base of all of this there is a scrupulous selection, lasted years
or decades, the punctual uphold of the agreement with them, the reliability we ask of them, but also that we offer. At that
time, in this way, were created processes of design and realisation of the product which are well controlled, integrated
and interdependent, without having to «internalize» them and thus be responsible for burdensome investments in
management, capital expenditures and human resources. In practice we managed to set the company more like a control room
than a construction site. We found and developed an equilibrium between verticalisation and subcontracting, managing to
control the processes without enduring the «weight». This allowed us to suffer less than many of our competitors in the
negative moments of the market. I can tell you, dearest dad, that those strongholds keep, still today, their validity and still
are the «pillars» of our business results. For many other aspects we literally had to reinvent ourselves”
“It was necessary to intensify and further diversify our commitment in the sector of creation and of style, and today we
produce many new articles and thousands of variants each year. It’s a huge creative effort, sustained also by our
collaboration with the ecosystem of culture and arts, from which we try to take inspiration in order to present
ourselves to our clients as we are and what we want to be: carriers of the Italian style and taste, witness and recipient of an
exclusive patrimony that however knows how to continuously reinvent itself.
we live a niche
Client come first
choose the best
suppliers and create a
strong partnership with
them
Evolve through artists
and culture initiatives
and internationalize
CERETTO
Always increase the engagement of our energy to develop projects which include the land in order to make it grow. We
already started with the hazelnut and the restaurants, this is the way, but also the greetings with adequate reception structures
can be of great interest because, in the end, our roots and our identities are interwined with this land.
Leverage our homeland
heritage in every
business

Indice
36

Entrepreneurial Heuristics Findings
The Entrepreneurial Essence is
absorbed by NextGen through
the learning of heuristics
1
Heuristics are understood,
applied and (only then) evolved
2
Heuristics are anchored in the
family values
3
Heuristics distinguish the firm
in the industry vis a vis the
competitors
4
we live a niche
Client come first
choose the best
suppliers and create a
strong partnership with
them
Evolve through artists
and culture initiatives
and internationalize
CALCINI
CALCINI
Challenge
Accountability
leverage the family
credibility and the M&A
capability to grow with
international JVs
Respect Winning Together
Act understanding the
cyclicality of the
industry
CALCINI CALCINI
Leverage Family’s
values to strength the
Company
React to the crisis:
looking forward,
creating alliances,
having faith and being
empathic
always pursue
innovation
Leverage our homeland
heritage in every
business
look at all the
alternatives and then
reduce them to two
Curiosity and going
beyond the limits
Delegate and control
think thoughtfully every
decision and evaluate
the topical moment for
the “swerves”
producing is key to
keep a high standard
quality
Loose some sales
never some clients the world topples first on
one side then the other
Do “nice looking”
tractors
Be tormented to grow
and look beyond
Be gradual in the
execution
Focus on the excellence
in production and in the
local suppliers’ base
Build the brand through
the distribution
ROSSETTIMUSSO
PENTERICCI
ROSSETTI
LUNELLI CARRARO
SAVIOLA
CERETTO
FUMAGALLI MARCEGAGLIA
LUNELLIGIUFFRE’
MARCEGAGLIA’
BONFIGLIOLI
BONFIGLIOLI
BONFIGLIOLI BONFIGLIOLI
MARSIAJ LAVAZZA
GARRONE SAVIOLA CARRARO
Specific/Generic Heuristics
influenced adaptation to the
environment changes
5
Keep investing
especially during
cyclical crisis
Explore new horizons
having clear which
strength leveraging and
which synergies obtain
VALDUGA
FUMAGALLI

38
The Entrepreneurial Essence is
absorbed by NextGen through
the learning of heuristics
Family Firm
PrevGen NextGen
Heuristics are anchored in the family values
Family Values
Imprints
learns heuristics
Imprints
Transfer
heuristics
testing,
learning
adapting
heuristics
Inputsand
feedback
Influencesthroughthespecifichistoricalphases
entrepreneuriallearningprocessandheuristicstesting
Evolved
inputsand
feedback
The competitive environment evolves over time
The Family Firm must adapt to the evolved competitive environment
Transfer
heuristics
Applies
andadapt
evolved
heuristics
Aheuristicisastrategythateffectivelymatchesthestructureof
thecompetitiveenvironment
TheNextGenscanchangetheroutines,learningtheheuristics,
decodingtheentrepreneurialintuitionandadaptingittothenew
environment,forcingtheadaptationofthefamilyfirm;
Influences
AdaptedHeuristicstesting
learns
heuristics
Imprints
Heuristics are
understood,
applied and (only
then) evolved
Heuristics
distinguish the firm
in the industry vis a
vis the competitors
personal traits and history
Environment

39
Prev Gen
Imprinting
Development
Generation
handover
Decoding
and
Adaptation
Evolved
Imprinting
The Entrepreneurial Essence is absorbed by
NextGen through the learning of heuristics
Heuristics are understood, applied and (only
then) evolved
Specific/Generic Heuristics influenced the
NextGen adaptation to the environment
changes
Heuristics are anchored in the family values
Heuristics distinguish the firm in the industry
vis a vis the competitors
In the Development phase, NextGen, cooperating
with the PrevGen, absorbs the heuristics
NextGen understand and
applies the PrevGen heuristics
Then heuristics are
evolved
The competitive
environment changes
Generic (core) heuristics can be easier adapted
to a different dominion, evolving the firm
PrevGen’s heuristics are born in the primordial values, the same
values imprinted in the NextGen: this links the generations
Heuristics are based on the entrepreneurial family’s unique
experience in the dominion and characterized the firm
the competitive environment change over time, i.e. the dominion is not the same of the found

Bernardo Bertoldi: tra continuità ed evoluzione

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