PMI EMEA Congress Session PRJ11 Generating Opportunities from Constraints Ethics for Project Success Michela Ruffa, PMP © - Director at Large – PMI © Northern Italy Chapter Stefano Setti, PMP © - Director at Large – PMI © Northern Italy Chapter Milano, 25 settembre 2015 Le competenze ai vertici the PMI Talent Triangle LEADERSHIP COLLETTIVA Stefano Morpurgo, Director, Ernst & Young Italy

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 2 Cosa sta accadendo nel mondo? Due fenomeni apparentemente contrastanti: on-why-managers-hate-agile/ Luis Bettencourt & Geoffrey West: “A unified theory of urban living”, Nature 467, 912–913 (21 October 2010)

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 3 La letteratura sulla Leadership non sta a guardare…

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 4 Una nuova onda… Controller Leadership ‘Control leads to Efficiency’ Therapist Leadership ‘A happy worker is a more productive worker’ Messiah Leadership ‘Visionary leaders and strong cultures’ Eco-leadership Connectivity, Inter-dependence and Distributed Leadership

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 5 Spinta da un vento impetuoso: la «Rivoluzione Copernicana»

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 6 Con tutti i suoi corollari “Coping with competition”, as argued by legendary guru Professor Michael Porter, is now obsolete: the essence of strategy is about adding value to customersthe essence of strategy is about adding value to customers The uni-directional value chain is being replaced by the concept of multi-directional networks, in which interactions with customers play a key rolemulti-directional networks, in which interactions with customers play a key role Supposed distinctions between leaders and managers, as argued by leadership guru Professor John Kotter, are dissolving: managers are leaders and leaders must be able and willing to get their hands dirty and manageare dissolving Whereas the traditional management pursued an ethos of efficiency and control, a new paradigm is being pursued by many firms that thrives on the ethos of imagination, exploration, experiment, discovery, collaboration and self-organizationimagination, exploration, experiment, discovery, collaboration and self-organization Whereas traditional management often treated both employees and customers as inanimate “things” to be manipulated, the new management paradigm respects employees and customers as independent, thinking, feeling human beings.new management paradigm The new management embraces the increased complexity inherent in the shift as an opportunity to be exploited, rather than a problem to be avoidedan opportunity to be exploited, rather than a problem to be avoided

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 7 Il ruolo eroico del «Leader» viene abbandonato: Nel complesso mondo di oggi non c’è più modo per il singolo di avere tutte le qualità per guidare una grande organizzazione

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 8 Il concetto di «Leadership» viene profondamente rivisto: La leadership Non è la qualità di un individuo ma è una proprietà emergente di una rete di individui interagenti E’ più della somma delle parti Richiede la creazione delle condizioni ambientali in cui fiorire Si abbandona quindi il concetto di leadership “Eroica” per passare a quello di leadership “Distribuita” Con l’obiettivo di ottenere il miglior contributo da ognuno "Leaders don't create followers they create more leaders" - Tom Peters

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 9 Le «condizioni ambientali» e le «narrazioni» Il focus si sposta da processi e regole (~burocrazia) a condizioni ambientali (~città) E qual’è la condizione ambientale che “tiene insieme” l’azienda, il team, la città, la nazione? La “narrazione”: humans (…) ability to construct and unify small groups behind certain “fictions” – everything from national legends and organised religion to modern value systems like human rights, and the modern limited liability company with thousands of employees and vast credit lines at its command (Yuval Noah Harari) Leadership quindi non come visione del singolo ma “narrazione collettiva” che “tiene insieme” il gruppo

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 10 Un esempio antico: le crociate

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 11 Un esempio moderno: Dubai

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 12 Un esempio «eterno»: Creazionismo

Le Competenze ai Vertici, the PMI Talent Triangle – Milano, 25/09/2015 PMI-NIC, Project Management Institute – Northern Italy Chapter, all rights reserved 13 Strumenti e modalità Fate un Communication Plan e tenetelo aggiornato Abbandonate l’eroe, imparate ed insegnate a raccontare Utilizzate “Speeches, stories, ceremonies, and symbols” (Nancy Duarte: “The Torchbearer”) Costruite una narrazione collettiva con l’aiuto di tutti – le cose interessanti avvengono sempre sui margini Create spazio per tutti: valorizzate, immaginate, guardate avanti Ricordatevi della Rivoluzione Copernicana: il cliente (cioè il cliente finale in primo luogo, ma anche il Project Team) è al centro