1. Innovative Integral Top
Management Consulting
Group
Italy
Dott.Gianluca Cavina
Aggiornata al 03/02/2015
Our Mission: Partnership Win
Win … implementando soluzioni di
altissimo valore aggiunto …in un
ottica di medio lungo termine

2. Innovative Integral Top
Management Consulting
Group
• Consulenza Top Direzionale a 360°:
soluzioni ed implementazioni
• Obbiettivo Primario: creare soluzioni
di altissimo valore aggiunto per il cliente in
un’ottica Win Win di M/L termine
• Team: ex Amministratori unici e/o
delegati, Country Managers, Direttori
Operation, Direttori amministrazione
finanza e controllo e/o Dirigenti con
almeno 10 anni di esperienza di successo
• IIMC Italy: network
internazionale qualificato

3. I nostri Valori e Principi fondamentali
• Integrity & Compliance
• Indipendenza
• Oggettività
• Competenza
• Fiducia
• Open minded
• Disponibilità

4. I nostri Servizi di Partnership
• Soluzioni Personalizzate
• Eccellente rapporto investimenti e benefici
• Facilmente implementabili e sostenibili
• Miglioramento continuo
• Misurabili
• Globali ed Internazionali…IIMC Italy
• Upgrade periodico nell’ottica del miglioramento continuo
in Partnership

5. I nostri Servizi di Partnership
• Consulenza Top Direzionale
• Temporary/Interim Top Management (AD e
AU, COO, CFO, Amministratori Indipendenti,
Dirigenti Apicali)
• Temporary/Interim Top Management «su
misura» per PMI con possibilità di
investimenti di capitale diretti
• Selezione e ricerca Top Manager e
Dirigenziale Apicali
• Information & Communication Technology

6. Consulenza Top Direzionale
• Check up aziendale
• Prevenzione e Gestione Crisi,
Ristrutturazioni e Strategie Aziendali
• Aziende Familiari e Passaggio
Generazionale
• Tutela e difesa dei patrimoni
aziendali e personali
• Corporate Control & Ottimizzazione
dei costi & Lean-digitized process
improvement

7. Check up e Cruscotto Aziendale
DIAGNOSTIC SCORECARD
Function Evaluated Indications of Weakness (a)
Percentile (b)
Management / Supervision 0 of 5 100%
Human Resources 1 of 12 59%
Marketing 1 of 8 89%
Business Process Quality 1 of 6 52%
Executive Leadership 2 of 5 8%
Product/Service Innovation 2 of 5 79%
Business Planning 5 of 12 42%
Sales 4 of 9 49%
Exit Planning 4 of 6 72%
(a)
Number of indications of potential management process weakness out of the total factors examined.
(b)
Your Percentile identifies how your responses rated your management processes relative to all other firms
examined using this diagnostic.

8. Prevenzione e Gestione Crisi,
Ristrutturazioni e Strategie
• Check up aziendale volto a definire lo stato
di salute…azioni possibili ed implementabili
• Business Plan allineato con strategia,
obbiettivi ed indipendenza finanziaria
• Bilanciamento delle fonti di finanziamento e
flussi di cassa
• Ottimizzazione dei rapporti con istituti
finanziari
• Ottimizzazioni delle attività non core
• Internazionalizzazione con mercati esteri
• Temporary Top Management Team
Prevenire è meglio che
curare

9. Aziende Famigliari e Passaggio Generazionale
• PMI 80-90% delle attività industriali
• 1/3 non supera la seconda generazione
• 2/3 la terza generazione
• Successione…processo complesso…leadership e
delega
• Occorre gestire al meglio il passaggio
generazionale tenendo in considerazione:
l'equità (patrimonio), l'armonia (famiglia) e
la meritocrazia (azienda)
• Programma basato sull’eccellenza delle
operazioni, sui processi senza sprechi(lean),
sull’innovazione e la sostenibilità nel medio-
lungo termine
Il nostro approccio
metodologico…

10. Aziende Famigliari e Passaggio Generazionale
• Analisi della gestione attuale(Gestione e
soluzione degli eventuali conflitti)
• Pianificazione delle misure da
adottare(Predisposizione della
Costituzione di Famiglia)
• Individuazione e realizzazione della
strategia per la nomina di un successore
• Ricerca e individuazione di eventuali
successori

11. Aziende Famigliari e Passaggio Generazionale
• Supporto e training dei
successori(eventuale reindirizzo strategico
ed organizzativo)
• Piano di fuoriuscita del fondatore
• Monitoraggio, implementazione e controllo
in seguito alla nomina del successore
• Eventuale Temporary Top Management
per PMI con possibilità di investimento
diretto
• Eventuale Exit Strategy
Affiancamento del
successore pre e
post

12. Tutela e Gestione del Patrimonio Aziendale e Personale
• Costituzioni di Holding ed altri veicoli
societari come difesa del patrimonio
personale dai rischi delle attività
economiche
• Costituzione degli strumenti di protezione
del Patrimonio(Fondo Patrimoniale, Atti di
Destinazione, Polizze Vita, Mandati
Fiduciari, Società Estere)
• Costituzione di Trust
• Gestione Patrimoni per conto Terzi
Affiancamento e
supporto a 360° pre
e post

13. Corporate Control & Ottimizzazione
dei costi
• Efficienza produttiva, capacità di
reazione ed adattamento,
flessibilità…indispensabili per l’odierno
contesto ‘turbolento’
• Magazzino pieno di scorte = azienda
florida…Oggi e domani= costo e rischio
• Ridurre all’osso i costi, rendere flessibile
il lavoro, investire in nuovi
macchinari…risposte tradizionali
Ripensare l’organizzazione dei
processi per…una
organizzazione efficiente e
rapida…lean…

14. Corporate Control & Ottimizzazione
dei costi
• Snellimento dell’azienda
• L’eliminazione delle attività non a
valore aggiunto
• Semplificazione
• Sviluppo capitale umano
• Visualizzazione come strumento
gestionale
Lean non è una tecnica da
imparare in un manuale
ma…modo di pensare
condiviso da tutto il personale
dell’azienda

15. Corporate Control & Ottimizzazione
dei costi
• Ottimizzazione dei Costi: analisi dei
processi aziendali individuando criticità
e soluzioni di miglioramento facilmente
implementabili
• Cruscotti Aziendali: Balanced Score
card con indicatori di performance sia
quantitativi sia qualitativi
• Progettazione ed implementazione di
Sistemi Informativi Innovativi:
Enterprice Resource Planning(ERP) &
Business Intelligence(BI)

16. Temporary/Interim Top Management
• CEO & Amministratori
• Direttori Generali (COO)
• Direttori Amministrazione Finanza e
Controllo (CFO)
• Dirigenti Apicali
• Garantiamo skill e
performance dei Top
TTM e dei team di
supporto

17. Temporary/Interim Top Management «su misura» per
PMI
• Per mantenere e migliorare la
competitività sul mercato occorre
investire in Know How strategico
• Il Top Manager ‘perfetto’ è il
principale investimento per una
competitività vincente
• Il Top Manager ‘perfetto’ ha un ritorno
dell’investimento minimo di 5 volte nel
ML termine…medio di 20-30 volte
PMI spesso non
investono in know
how strategico

18. Temporary/Interim Top Management «su misura» per
PMI
• PMI spesso non investono in Top
Manager per motivi psicologici
privandosi di know how strategico
• PMI non guardano al ritorno
dell’investimento nel ML
• PMI hanno un ulteriore gap da
colmare…….
Top TM specifico per
PMI abbatte la barriera
psicologica….come?

19. Temporary/Interim Top Management «su misura» per
PMI
Top Manager presente in azienda dalle 2
alle 4 volte al mese:
• Minor investimento e ad alto ritorno nel
ML
• Costi fissi minimi
• Acquisizione di know how strategico e ad
alto valore aggiunto
• Condivisione dello stesso con la
proprietà e il top management a cadenze
regolari
• Investimenti di capitale diretti
PMI più competitive

20. Selezione Top Executive & Dirigenti Apicali
• Garantiamo che il know-how e le
capacità operative dei Top executive e/o
dirigenti apicali siano reali come da CV e
superiori alle aspettative aziendali(i
selezionatori sono Top Executives)
• Incremento di produttività ed efficienza
misurabili
• Network Internazionale

21. Information & Communication Technology
• L'ottimizzazione dei processi (business
process re-engineering)
• La riduzione dei costi attraverso
l'identificazione e l'eliminazione degli
sprechi
• L'ottimizzazione nell'utilizzo delle risorse
• Il miglioramento nell'utilizzo delle
tecnologie abilitanti a supporto delle
attività produttive.

22. Information & Communication Technology
Per supportare il processo di cambiamento
IIMC è in grado di fornire i seguenti
servizi:
• Analisi Funzionale dei processi
• Scelta degli strumenti (Software/System
Selection)
• Gestione dei sistemi ERP e BI
(Enterprise Resource Planning, Business
Intelligence)

23. Information & Communication Technology
• Gestione della conoscenza (Knowledge
Management)
• Dematerializzazione della carta e ciclo
di gestione della documentazione
(Document management)
• Gestione dei progetti finalizzata al
controllo operativo e all'aumento del
ritorno dell'investimento (ROI).

24. Steps nostra Collaborazione
Partnership
Output:
report diagnostico
sintetico(SWAT)
Output:
Piano di
miglioramenti da
implementare
Output:
Piano di
miglioramenti

25. Steps nostra Collaborazione
Partnership
Output:
report stato
avanzamento
implementazioni
Ciclo si ripete
Output:
Piano di
miglioramenti
integrato

26. La nostra metodologia
Valore
Aggiunto
Analizzare
(Analyze)
1
Progettare
(Design)
2
Sviluppare
personalizzando
(personal
development)
3
Implementare
(implement)
4
Controllo,
monitaraggio
feed back
azioni correttive
5

27. Back up

28. Appendice
• Cruscotto Aziendale e Check up

29. Check up e Cruscotto Aziendale
DIAGNOSTIC SCORECARD
Function Evaluated Indications of Weakness (a)
Percentile (b)
Management / Supervision 0 of 5 100%
Human Resources 1 of 12 59%
Marketing 1 of 8 89%
Business Process Quality 1 of 6 52%
Executive Leadership 2 of 5 8%
Product/Service Innovation 2 of 5 79%
Business Planning 5 of 12 42%
Sales 4 of 9 49%
Exit Planning 4 of 6 72%
(a)
Number of indications of potential management process weakness out of the total factors examined.
(b)
Your Percentile identifies how your responses rated your management processes relative to all other firms
examined using this diagnostic.

30. Recommendation Indications / Implications
Examine Human Resource Management
Practices
Further examine your human resource management
processes, practices and behaviors in the areas of
recruitment, performance, retention, compensation and
administration to uncover opportunities to drive value.
Determine the impact that ineffective management may be
having on your organization. Identify the benefits of taking
action to improve human resource management across your
company.
Why this is important:
Ineffective human resource management may create
substantial legal, operational and financial risk for company
owners and other stakeholders.
Your responses indicate you may not have:
 Performance expectations as part of your performance
review process.
Implications:
 Without a proper performance review process,
employee morale, productivity and company financial
performance will suffer and litigation risk will increase.
Examine Marketing Management Processes
and Methods
Further examine your marketing management processes
and methods to uncover opportunities to improve the return
on your marketing investments. Determine the impact that
ineffective marketing may be having on your sales efforts
and and your bottom-line. Identify the strategic benefits of
taking steps to improve marketing management practices.
Why this is important:
Ineffective marketing will make it difficult or overly
expensive to sell your products and services, impacting
competitiveness and long-term viability for your business.
Your responses indicate you may not have:
 A strategic marketing plan.
Implications:
 Without a complete and effective marketing plan, your
sales team will suffer from a lack of qualified prospects
and you will not maximize your return on marketing
expenditures.

31. Examine the Quality of Business Processes
Further examine the quality and effectiveness of your business
processes to uncover opportunities increase efficiency,
consistency and accuracy of business operations and
administration. Determine the impact that suboptimal processes
may be having on profitability and customer satisfaction. Identify
the long-term benefits of taking steps to improve business
process quality across your organization.
Why this is important:
Poor quality business processes may result in great inefficiency
and waste or unnecessary delays in serving the customer,
impacting market competitiveness. In addition, poor quality
business processes may result in errors impacting the customer
and the company's reputation in the marketplace.
Your responses indicate you may not have:
 Root cause analysis for customer complaints.
Implications:
 Frequent customer complaints and rejects from
delivery of products/services not meeting
customer requirements will result in increased
costs and possible customer defection.
Examine Executive Leadership Behaviors and
Methods
Further examine your use of effective leadership behaviors to
establish and communicate a sound and consistent sense of
direction to management, staff and other stakeholders. Assess
your ability to inspire, generate enthusiasm across the
organization and foster a positive and productive company
culture.
Why this is important:
Without effective leadership, your vision for the company may
not be understood and shared by your management team and
employees, resulting in organizational confusion, lack of
engagement and wasted resources.
Your responses indicate you may not have:
 Documented either a Vision or Mission statement.
 Set and tracked your goals and objectives.
Implications:
 Without a documented Vision and/or Mission
statement, your employees and stakeholders may
lack a universal understanding of the strategic
aims and ambitions of the company, preventing
your entire organization from contributing their
actions and energy toward strategic goals.
 If you do not track performance to your company
goals and objectives, you may not recognize when
your company is off course and waste critical time
and financial resources.

32. Check up e Cruscotto Aziendale
Examine Product/Service Innovation Processes and
Capabilities
Further examine your company's core innovation processes and
capabilities to identify weaknesses impacting the quality, timing and
effectiveness of new product / service development. Explore how well
you generate new business opportunities through innovative product
development and how that may impact your competitive position and
your ability to grow your business.
Why this is important:
Without effective innovation processes and capabilities you will not be
able to maintain a strong competitive position in your industry or drive
revenue growth by expanding existing markets or entering new markets.
Your responses indicate you may not
have:
 The ability to leverage open innovation.
 The right collection of people engaged in
product development.
Implications:
 If you cannot identify partner
organizations and technologies to
complement internal R&D programs, your
pace of new product development and the
related investment may pose a
competitive disadvantage for your
company.
 If you do not have the right mix of people
engaged in product development, you will
not leverage your internal resources well.

33. Examine Product/Service Innovation Processes and
Capabilities
Further examine your company's core innovation processes and
capabilities to identify weaknesses impacting the quality, timing and
effectiveness of new product / service development. Explore how well
you generate new business opportunities through innovative product
development and how that may impact your competitive position and
your ability to grow your business.
Why this is important:
Without effective innovation processes and capabilities you will not be
able to maintain a strong competitive position in your industry or drive
revenue growth by expanding existing markets or entering new markets.
Your responses indicate you may not
have:
 The ability to leverage open innovation.
 The right collection of people engaged in
product development.
Implications:
 If you cannot identify partner organizations
and technologies to complement internal
R&D programs, your pace of new product
development and the related investment
may pose a competitive disadvantage for
your company.
 If you do not have the right mix of people
engaged in product development, you will
not leverage your internal resources well.
Examine Strategic Business Planning Processes
Further examine the adequacy of your strategic planning processes and
methods, and your reliable execution of those processes to consistently
achieve the goals and objectives of owners and stakeholders. Determine
the impact that inadequate planning may be having on your long term
prospects. Identify the benefits of taking steps to improve business
planning.
Why this is important:
Ineffective or incomplete business planning may result in poor decision-
making and misuse of resources vital to the success of the company.
Your responses indicate you may not
have:
 Established measurable objectives for
achieving your goals.
 Established achievable objectives for
achieving your goals.
 Established relevant objectives for
achieving your goals.
 Established objectives with a clear time
frame and due dates.
 Assigned accountability nor attained
acceptance by responsible parties for their
responsibilities.
Implications:
 If company objectives are not defined
properly and accountability is not clearly
established, long-term goals are not likely
to be achieved.

34. Examine Sales Management Processes and
Methods
Further examine your sales management processes and methods to
uncover opportunities to improve the productivity of your sales
resources. Determine the impact that ineffective sales processes may
be having on your people and your profitability. Identify the strategic
benefits of taking steps to improve sales management practices.
Why this is important:
Your sales planning, compensation, hiring, prospecting, goal setting
and other key processes may not promote the top-line growth needed
to compete in your market.
Your responses indicate you may not have:
 A documented sales plan.
 A sales compensation plan.
 Pre-call planning.
 Negotiation and closing skills.
Implications:
 If you do not establish and follow a well-
conceived sales plan, you cannot staff your
sales organization properly or direct their
efforts to achieve top results.
 Without the right sales compensation plans in
place, salaries, rewards, bonuses or
incentives may not be consistent or "fair"
among team members, resulting in employee
morale, retention and performance issues.
 If proper pre-call planning is not performed,
your sales team will not be well prepared to
achieve the best results as they interact with
customers and prospects, driving up sales
costs and reducing top-line sales results.
 Without effective negotiation and closing
skills, the sales cycle will be extended, driving
up selling costs and limiting top-line sales
results.

35. Examine your Business Exit Readiness
Further examine your readiness to exit your business in a way that
helps you become keenly aware of how effective exit planning and
timely execution of those plans will maximize your ability to achieve
or exceed business objectives and meet your personal financial
goals.
Why this is important:
Lack of timely exit planning will jeopardize your ability to exit your
business on terms that will satisfy your financial needs and on a
timeframe that supports your personal life goals.
Your responses indicate you may not have:
 Understood the key value drivers influencing
the amount potential buyers will pay for your
company.
 Understood the variety of complex strategies
available to maximize the value you will
receive at exit.
 Understood the best way to organize your
company to minimize tax liabilities.
 The right collection of experienced exit
advisors.
Implications:
 If you are not aware of the key value drivers
that potential buyers are looking for then you
may overlook important business changes that
could positively influence exit valuation.
 If you are not aware of the many complex
strategies you may employ to maximize the
value you receive at exit, you are unlikely to
maximize that value.
 If you are not confident you have prepared
your company to minimize tax liability upon
exit, you are likely to pay more taxes than
necessary.
 If you do not have the right collection of exit
advisors to guide you, you will not achieve
your optimal exit outcome.

36. Temporary/Interim Top Management «su misura» per
PMI
• Affianca/condivide il know how e le
capacità
strategiche/amministrative/gestionali
con il team in modo che in 6-12 mesi
diventino indipendenti…l’investimento
in Top Executive è molto remunerativo
nel M/L per l’azienda(a fornte di 150-
300M…ritorno di 15-30MM)
• Investimento calibrabile a secondo delle
proprie esigenze e necessità(full time,
part time)
Tasso di ritorno
significativamente
alto nel M/L

37. Temporary/Interim Top Management «su misura» per
PMI
• Operazioni straordinarie, quali acquisire una
nuova società/stabilmento, aprire un nuovo
mercato, ect….6-12 mesi durante i quali
forma le nuove risorse e il suo potenziale
sostituto contribuendone alla selezione
• Quando la Ferrari(Top Executive) piace e si
percepisce la realizzazione incrementativa
del reddito aziendale…cioè si è toccato con
mano che a fronte di un certo investimento il
ritorno è più di 10 volte …scatta la ricerca del
profilo uguale se quello attuale non è
interessato a rimanere…
Tasso di ritorno
significativamente
alto nel M/L

38. Conclusioni e Domande
• Scadenza
• Risultati previsti
• Rischi e problemi noti
o Tempi previsti per l'analisi di questi
problemi
• Interventi e misure immediatamente
successivi