Ndl bio 2014

Nicola Diligu – Professional Profile
May, 2014

“ Nothing in the world can take the place of persistence.
Talent will not; nothing is more common that unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb.
Education will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent.”
Calvin Coolidge,
30th President of the United States
See internal note about this picture.
X- FERT INNOVATION © 2014 X-Fert Innovation – All rights reserved! WSS_SE/C-Lab_MP Awa_WShop_140712!
© 2011 X-FERT INNOVATION srl – Strictly confidential ALT_Prof Bio_120522

Nicola Diligu: Summary Bio
• Founder of X-Fert Innovation, boutique consulting
on business and technology strategy
• Business partner at Signals Intelligence group, a leading provider of strategy intelligence solutions.
• Industry experience: leading, global industrial companies – Aerospace Defense, Automotive, High-Tech
– Complex engineering products and systems.
• Selected competencies: business and technology strategy – technology innovation
and IP management - complex systems engineering - value engineering and cost-down management -
large corporate transformation – growth platform strategy and concept development.
• Current focus: 2020-2040 technology scenarios – “smart defense systems” – underwater technology
innovation – competitive, ecosystem-based business and technology intelligence.
• Public speeches: Competing on Radical Innovation, Vision Engineering, Perspectives on Extreme Future,
The New Defense, Competing on IP, Profiting from Uncertainty
• Experience: Manufacturing partner in Deloitte Consulting [DC], Capgemini, Arthur D. Little [ADL] –
Practice leader at European [DC] and global [ADL] level for innovation.
• Education: MS, Mechanical Engineering – Genoa; Post-graduate courses on Industrial Engineering
[IIEEM] and Marketing Strategy [Graduate School of Business], both at Stanford University, US.
2!

Nicola Diligu – Professional Profile
May, 2012

“ Nothing in the world can take the place of persistence.
Talent will not; nothing is more common that unsuccessful men with talent.
Genius will not; unrewarded genius is almost a proverb.
Education will not; the world is full of educated derelicts.
Persistence and determination alone are omnipotent.”
Calvin Coolidge,
30th President of the United States
See internal note about this picture.

Professional and Personal References
Business Partner, Evalueserve, Ltd.
7 Giborey Israel St.
Netanya 42504, Israel
nicola.diligu@signalsgroup.com
Founder and CEO, X-Fert Innovation Srl1
Viale Lombardia 22
20131 Milano, Italy
nicola.diligu@x-fert.net
Private Address:
Residenza Parco 851
20080 Basiglio MI, Italy
nicola.diligu@gmail.com
Tel +39 02 36549657
Mob + 39 335 6858436
Since 2008
Since 2010
1 Before 2010 I owned another company, X-Fert Srl., incorporated in 2002 - which I was forced to close due to the change of the raison d’être of my activity from 2009 onwards.
4!

Incubator – Ideas and Projects I’m Currently Exploring and/or Developing
Since the beginning of my career, I have applied the “idea funnel” concept. So I always keep on a reservoir of ideas and projects that
exceed my implementation capacity. They are high-flying ids – beyond the ordinary stuff, pushing forward for a kind of step change, be
it at business or intellectual level. I always put them in competition with each other, ready to be developed and implemented as soon as
the saturation level will allow me, or when specific conditions set them as superior “must be”.
• The debate between the “dominant” and “declinist” perspectives regarding the US future vs China’s.
In particular I’m monitoring the surge of the manufacturing digitization technologies as a key success factor for putting at bay China’s
dominant position worldwide.
• Industrialize the “4-day / 3-night Radical Innovation Lab” workshop I’ve already delivered for several clients so far.
The idea builds around: the “Chameleon Innovator”1 model I developed in Arthur D. Little; my experiences with the ASE (Accelerated
Solution Environment) learning technology at Capgemini; the many “idea development” projects I developed for innovation-driven
companies like 3M, Philips, SKF, Fincantieri, Finmeccanica, Electrolux, and Fiat Group.
• The scenario of battlefield robotization as clashing business perspectives of Virtual Combat Simulation Training.
This comes from a project I’m currently developing for a client which wants to expand into the VCST business. In fact I see the
attractiveness of this business quite lower the perceived by the client.
• Commercializing price-competitive innovations from the “bottom-of-the-pyramid” world.
Being in tight and constant contact with competitive economies like China, India, Chile, and Romania – thanks to Evalueserve – I
see huge opportunities for the Western countries to reconceive and adapt to our markets innovative solutions generated in those
distant worlds.
• Start-up of an AD-centered “Tech Solution Shop”, competing on design/build/test rapidly conceived product platforms.
The business idea is about the re-combinant integration between emerging and legacy technologies as the way forward to low-cost,
high performance solutions. This stands as the tuned answer to challenges coming from the “smart defense” upcoming scenario.
• The emerging value of IP as a new way of doing business in the “wicked” world
I’m following my lessons learned from a number of projects I recently developed regarding IP. A special push came out after having
been selected as the go-to-market partner for a IP out-licensing project from a AD client.
5!

2008-Present
Professional Experiences – 1 of 7
After over a decade in operation, Evalueserve (EVS) has grown to be one of the largest Knowledge Process Outsourcing (KPO)
companies in the world. With a team of more than 2600 people, EVS helps Fortune 500 companies, professional services firms, and
innovative mid-sized companies in financial services, life-sciences and various manufacturing companies optimize their existing
knowledge processes using our experience from over four million hours of services provided annually.
Business Partner
In charge of business development, working as the key client interface and engagement director (the latter with EVS’s role of “Client
Executive”) in Italy. Promoting EVS’s brand awareness of the Italian business community. Responsible for the engagement of EVS’s
remarkable people in the marketing and business development activities within the country. Solution Architect for the radical innovation
practice.
• Technology Strategy – Support to MA Function Global AD group, Italy 2012 (WIP)
A combined market and technology research study regarding the Virtual Combat Simulation Training business. The study is
intended to support the client’s decision to expand into the VCTS area through a potential acquisition of a qualified industry player.
• Technology Innovation – Emerging Technology Scouting Electronic Defense player, Italy 2010-2011
The client wanted to understand the technology market (evolution/development) for three emerging technologies. The project
included: identifying technologies and their respective providers that may be useful to the client; technology evolution in last 6
months including comprehensive research on IP background, new product launches, research roadmaps, key players, etc.
• Technology Strategy – IP Landscape Major Italian Energy Equipment Manufacturer – 3 Projects 2009-2011
o Technology landscape development and analysis focusing on client’s base product platform [gas turbine] in order to benchmark
the current company positioning in reference to the core technologies
o Development of a “Technology Data Bank” based on 12.000 most recent patents, structured into a search engine to be installed
within the engineering intranet portal
o Reverse engineering analysis of a competitive product in order to identify patent infringement warnings related to the competitive
maintenance services offered by our client.
• Market Development for New Product Platform Primary industrial component manufacturer, Sweden 2008
Identification and development of partnering opportunities for the drive-by-wire solutions, with assessment and evaluation of the
patent current patent portfolio.
6!

2008-Present
X- FERT INNOVATION
A selective and highly qualified boutique consulting network, operating on a competence-on-demand business model. Its distinctive
mission is to provide companies with complementary capabilities to accelerate competence buildup for radical innovation as a key
competitive differentiator. Strategic Partner of Evalueserve, the first global Knowledge Process Outsourcing company (Data Monitor,
2011), based in New Delhi, India.
Founder and CEO
In charge for business development and key client interface management. Responsible for supporting client to identify distinctive and
sustainable innovation strategy and turnaround implementation. Providing wider consideration of evolving business context, competitive
dynamics, and technology scenarios. Keeping the client aware of open innovation opportunities. Assisting on new venture build-up.
• Technology/IP Portfolio Management – Patent Otlicensing Global AD group 2011-2012
Analysis of 48 patents candidate for out-licensing by the client company, using intellectual assets as a new way of doing business. In
three months, the project went through the project valuation steps project was to select the 2-3 most attractive ones and kick-off the
pilot process. The Client awarded XFI the commercial partnership for go-to-market and contract management activities.
• Technology Strategy – Competitive Landscape in the area of Command Control (C2)
Identification of technology evolution trajectories, emerging technologies and players, investment risk analysis. Final identification of
potential partners/suppliers to involve in a knowledge webinar regarding the emerged C2 technology advancement opportunities.
• Market Scenario for Integrated Harbor Protection Solution Global Aerospace Defense Group (Italy) 2008-2009
Strategic study to evaluate the business scenario for the military Harbor Protection. Included: market demand projections within the
2009- 1018 period for the Mediterranean and the Asia-Pacific areas; competitive product positioning; product platform configuration
reflective of pricing strategies
• Cost-Down Management for Defense Systems Aerospace Defense Group (Italy) 2009-2010
o A project to reduce cost (-25%) and weight (-20%) of an anti-obstacle warning system for military helicopters. Concurrent
development of a new product platform targeted to civil markets
o Cost-Down Management for a new small radar family still in the market entering phase.
• Market Development for New Product Platform Primary industrial component manufacturer (Sweden) 2008
Identification and development of partnering opportunities for the drive-by-wire solutions, with assessment and evaluation of the
patent current patent portfolio

2004-2007
Established in 1886 from the MIT professor Arthur Dehon Little. Part of the Altran network, ADL has more than 1000 consultants in 30
offices around the world.
Director, Technology and Innovation Management
In charge for business development and key client interface management. Responsible for the Technology and Innovation
Management (TIM) practice for Italy. Member of the Global Practice Team as the worldwide responsible for marketing initiatives.
Worldwide leader for the radical innovation center of competence.
• Multi-Company Project Portfolio Aerospace Defense Group, Italy 2004-2007
o Strategic study to assess the current performance of the international offices. Benchmarking with three competitors. Redesign of
the functional organization for supporting business capture in target geographies and reducing operational costs (headcount).
o Organizational redesign of the RD/Engineering department (230 people) to support new capability development, knowledge
sharing and shortening of product development time
o Functional redesign project at corporate level to enable significant performance improvements from the related functions in the 21
operating companies of the Group
o Whole company restructuring of the Group leader for the communication business, including its important UK affiliate
o A two-year project in for a UK affiliate to improve operational efficiency after an important acquisition. Implementation of a strategic
purchasing program involving three different company sites. Concurrent support to a change management program.
• Technology Mega-Trends, RD Organization, NPD Process Worldwide component manufacturer, Sweden 2004-2007
o Development and implementation of business innovation strategy and planning for the consumer product division
o Corporate initiative for the identification of technology mega-trends (2015) and RD organizational benchmarking. Assessment of
company positioning and identification of new technology to monitor and repositioning migrations related core technologies.
o Product development plan for pushing company positioning from “product specialist” to “client solution” and “driving knowledge
partner”. Cooperation with Cambridge Consultants for a sensor-based application to a new product line.
• Competitive Technology Development National railways company, Italy 2009-2010
Delivery of a “future vision” workshop for the 45 top executives of the company to highlight and create a shared awareness about the
value of the technology as enabler of a step change in client service level and operational efficiency. Subsequent identification of
priority needs and initiatives developed by the participants in their respective areas of responsibility.
8!

2002-2003
Cap Gemini Ernst Young, with more than 50 thousand people and 7.7 b$ in revenues, is one of the top three leaders providing
integrated consulting, technology, and outsourcing services worldwide
Vice President
Responsible for the Strategy and Transformation service line, with a structure of 85 people. Account leader for the major Italian
Aerospace Defense Group, as part of the Manufacturing industry practice.
• Process Reengineering Italian Navy 2003-2004
Re-organization of the Arsenal processes for the Italian Navy.
• Organizational Design Aerospace Defense Italian Group 2003-2004
o Implementation of the organizational redesign (Level 2 – Functional Units) for airborne and sensors systems company
o Design and development of the new management control model, in compliance with the implementation of the new SAP platform.
• Business Strategy and Organization Defense Communications company 2002-2004
o Business strategy review and development of the Future State Vision
o Organizational redesign of the Naval/Terrestrial/Satellite Business Unit
• Strategy Development project Electronic Defense company 2002-2004
2003-2012 Scenario Planning project followed by the development a consistent Strategic Business Plan preparation. Identification of
a strategic project portfolio, with implementation of scorecard measurement system. Organizational design of the Business Strategy
Planning support process.
• New Product Development Shipbuilding Company, Italy/France 2002-2003
o Support to integrated development of product concept for a new frigates generation. Implementation of the reference US MoD
architecture development approach (DODAF), in order to guarantee better compliance with required system interoperability and
with most demanding Navies.
o Development of a product Cost Control System for the following (detail) design, engineering and manufacturing phases.
9!

1998-2002
Deloitte Consulting is one of the world's leading consulting firms, providing services in all aspects of enterprise transformation, from
strategy and processes to information technology and human resources.
Partner
Responsible for the High-Tech and AD segments within the Manufacturing industry practice. Practice Leader for product innovation
and life-cycle management Service Line for the European Region. Leading the strategic alliances with HP and PTC in Europe.
• Support to Product Platform Implementation Leading braking systems manufacturer, Italy 1998-2002
o Consulting and training support to the implementation of a new organizational model based on client product platforms
o Design and implementation of stage-gate process and project-portfolio management system.
• Organizational Redesign Multi-business defense company, Italy 2000-2002
o Strategy review and organizational integration design for a group of 5 different companies, all belonging to the same group and
dealing with the development and delivery of defense products and service solutions
o Organizational resizing and business case development, highlighting financial and operational benefits originating from change.
• Process Reengineering and ERP System Implementation Electronic defense company, Italy
A two-year engagement for: redesign of all company processes – at business and support level; redesign of company control model;
implementation of SAP/R3 platform; detail organizational roles redesign, at functional and job level. Final implementation of a benefit
recovery plan.
• Process Redesign and Organizational Integration Program Leading shipbuilding company, Italy 1999-2002
o Company-wide functional analysis and redesign preliminary to SAP/R3 platform implementation
o Success-based, accelerated (4-month) Design-to-Cost project, achieving a 20% manufacturing cost reduction of a repeated ship
o Extensive review and redesign of the new product development process, with implementation of the new design introduced rules
and the lesson learned from the aforementioned project
• Business Model Innovation supported by Scenario Planning Worldwide component manufacturer, Sweden 1999-2002
o Development of four 10-year forward scenarios and identification of impacts on current business model
o Identification of core strategic actions; strategic option development and selection
o Implementation plan for business model innovation.
10!

1991-1998
Organizational Dynamics, Inc.
ODI is a management training and consulting firm in the business of helping organizations achieve alignment for profitability, growth,
and competitiveness. We have worked with over 2000 leading organizations throughout the world including 12 of Fortune's top 20
companies. ODI is headquartered in Boston, Massachusetts.
Managing Director
Responsible for coordinating business development at local and part of the core team at regional level. Strong traction on competence
development, recruitment and client retention. Leading a global TQM program for a Swedish key account. Practice leader for the
Process Reengineering practice at European level.
• Global Manufacturing Excellence Program Major automotive component manufacturer, Zurich 1996-1998
Client leader and coordinator for a three year excellence program to re the business design and performances of one of the world-wide
leaders in automotive acoustics systems business:
o Redesign and implementation of the Purchasing process through a worldwide “Supplier Development Program”
o Design, development, and implementation of a process capability improvement over 40 manufacturing plants worldwide.
• Global Strategy Alignment Program Household appliances manufactures, Sweden 1996-1998
Post MA multi-regional, cross-cultural deployment of integration strategy and process improvement program. Program leader for
the Customer Service business unit, at European level. Member of the global ODI steering team.
• Global RD Program Management Organization Leading company in the tyre and cable industry, Italy 1992-1995
Design and implementation of a 3-year global program to strengthen RD project management capabilities through focused
organization, methodologies, tools and IT support. Delivery of massive training and coaching activities in both business sectors.
• Process Improvement Program Diversified consumer business manufacturer, The Netherlands 1993-1994
Program design and implementation support to the Corporate Quality Bureau for the worldwide implementation of “The Process
Way” program, endorsed by the newly appointed CEO.
• Supplier Certification Program Leader in aeronautics business, Italy 1991-1993
Two-year consulting support for the implementation of the product
and
process
improvement
system
used
in
design,
produc3on,
and
tes3ng,
as
well
as
in
research
and
business
processes
–
required
by
the
US
prime
contractor
for
own
supplier
cer3fica3on.
11!

1981-1991
Earlier Professional Experiences
Optima srl. 1985-1991
A niche consulting company serving large manufacturing companies in search of operational excellence. Competitive
strategy built on high-end customized project design and delivery. A founding partnership with SDA Bocconi professors.
ptima
Strategie e interventi per
l’operations management
Founder and CEO
Provide leadership to position the company at the forefront of the industry. Developing plans to advance to revenue capture, profitability
and growth. Key account management. Overseeing company operations to insure customer satisfaction, professional service quality
and efficiency, and developing relationships with business community.
Main clients/projects
• Fiat Group, Italy 1986-1991
o TQM program for improving field performance (110 improvement teams, 680 functional experts involved, working on 3 brands)
o Implementation of new organizational design within the highly automated plants
o Introducing PM methodologies and tools in the RD and Engineering functions
• 3M, Italy and US 1985-1988
o Launch of a corporate-driven operations’ improvement program, supporting small-teams in problem finding/solving activities
o Re-layout design of two large plant area, with benefit evaluation and implementation plan. Direct interface with HQ in the US.
o Design-to-cost project (target: -25%) for a new product platform, before the market introduction gate.
• Montedison, Italy TQM implementation activities in several plants and BUs
• Agfa Gevaert, Italy Customer satisfaction and service quality improvement for 4 different product units
• Zanussi Group, Italy Value Engineering program to support a Just-in-Time implementation for full product line.
Galgano Associati (Now: Gruppo Galgano) 1981-1985
One of the first “owner-driven” consulting companies – founded in 1962. – with strong focus on studying, customizing,
and implementing the Japanese TQM architecture, methodologies, and tools within Italian companies.
Senior Consultant
Responsible for developing the Quality Function Deplyment practice and orchestrating the delivery process. Active in client scouting
and market development. Responsible for managing discrete workstreams, or module, as part of a broader projects.
Main Customers: Aermacchi, Algida, Fiat Auto, Safilo, LMI, Algida.
12!

KC 1 – Two Value Threads of Innovation
The innovation process is a virtuous combination of two asynchronous answers to “What is needed?” and “What we
have?” questions.
Radical
Innovation
Margin
Cost
Value
Sustaining
Innovation
Technology-Driven
Interest
Products
Customer-
Defined
Solutions
Technology Thread
The vertical thread (Invention Factory)
works as a non-stop flow and controls the
functions of product platform planning and
of modularization/standardization of
components (used either on a stand-alone
basis either as parts of more
complex systems).
Strategic Aim: Radical Innovation
Customer Thread
The horizontal thread (Customer Lab)
works as an intermittent flow. It controls
the functions of customer need
management and of product/system
requirement development
Strategic Aim: Sustaining Innovation
Here we exploit the value of
customer knowledge to find
more advanced solutions...
V = B –
– C = M
Benefit
Value
Price
Today’s customer preferences
have no inherent predictive
value for tomorrow’s markets, it
is simply not savvy
enough to rely to build future
strategies on current customer
preferences
1. Customer
Lab
Here we explore
and apply new or
unproven technologies...
2. Invention
Factory
“Invention is the mother of necessity” vs. “Necessity is the mother of invention”
13!

KC 2 – Accelerated Radical Innovation Lab
10 Weeks
4
“Deep Dive”
Innovation Case
in depth analysis
Business Model Review
• External context
• Value proposition (Clients/markets/segments, Product, Revenue Model
• Operating Model (Value chain, competencies, operations, partners, etc.)
• Profit Model
Innovation Lab
Discovery Workshop
Homework
Discovery Workshop
Preparation
On-Line External Worlds
• Research firms (EVS)
• Science parks
• Technology labs
• Inventors
• Business partners
Step 1
2 2 2
Step 2
Step 3
Step 4
Step 3.1
Step 3.2
• 25-30 participants
• 4 days e 3 nights
• Document refinement
• Workshop logistics
• Analysis of the identified value drivers
• Economical-financial modeling
• Monte Carlo Simulation
• Real-Win-Worth Analysis
Project
Step 4 Implementation
14!

KC 3 –
Promoting Open Innovation
Evalueserve qualified by Cambridge University as one among the top 50 global Open Innovation intermediaries
Source: Cambridge University
Market
Video:
Where
Do
Great
Ideas
Come
From?
Discovery
15!

KC 4 – Value-Driven Technology Mastery
Technology does not produce any return. It only generates a performance change: in processes, materials,
functionality, utility of a product/service. This contribute is the productivity of the technology.
It is not the technology that creates value but the impact of performance changes on one or more substantial
elements of the business model.
Δ
Ÿ
MIN
Performance
Value
Leverage
Limit
Leverage
Limit
Investment
Ÿ
MAX
Ÿ
Performance
Business Model
Value Proposition
• Customers – Market segments – Relationships – Channels
• Structure, elements and attributes of product / service
• Revenue model
Operating Model
• Value Chain – Key activities for value offering
• Resources – Key competencies – Process organization and assets
• Partners and value network necessary to the process
• Cost model
Productivity
The extent to which an investment in technology to
cause a measurable change in one or more
performance characteristics of a product, process, etc.
Leverage
The extent to which an improvement in performance
characteristics generated by a technology is capable
to generate a success potential in one or more
elements of a business model.
=
×
Value
Investment
=
MIN
Δ
Leverage
Value
Return
Produc5vity
Δ
Performance
Investment
Δ
Performance
Ÿ
MAX
16!

KC 5 – Business Project Approach
Predominant
competence driver:
x - FERT INNOVATION srl.
plus:
Selected
competence
specialists
Selected
competence
specialists
plus:
The inspiration on this approach came from my work with Oil Gas exploration projects.
• Team Structuring (“Prospectors”)
• Future scenarios/Business Model
• Vision build-up
• Opportunity/Problem Finding
• Key success factors
• Stretch goals/Measures/Targets
1. MM / ID:
• Mile Wide
• Inch Deep
Working at the intersection of:
• Strategy
• Capabilities
• Technology
• Organization
Prioritized
opportunity
2. IW / MD:
• Inch Wide
• Mile Deep
Hand-Over
Opportunity
and/or
Pain Point
• Team Structuring (“Miners”)
• Current situation
• Initiative prioritization/Action Plan
• Plan implementation
• Control/Corrective action
• Value delivery
17!

Ndl bio 2014

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