Il cambiamento strategico nel governo dell’azienda

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Il cambiamento strategico nel governo dell’azienda, Roma, Aracne Editrice, 2011.

Il cambiamento strategico è una delle sfide più importanti nel processo di governo dell’azienda. Negli attuali contesti competitivi, i cambiamenti rilevanti per il successo delle aziende sono quelli che assumono valenza strategica: percorsi creativi che riescono a realizzare il passaggio verso un nuovo stato di equilibrio dell’azienda in grado di offrire migliori prospettive reddituali e competitive.
Il testo, frutto di analisi teoriche ed empiriche, riporta una sistematizzazione degli studi sul cambiamento strategico in categorie omogenee; sviluppa uno schema d’analisi dei percorsi di cambiamento aziendale; evidenzia le implicazioni manageriali e suggerisce nuovi strumenti gestionali sia per il “momento politico” che per il “momento esecutivo” del governo del cambiamento strategico.

Il cambiamento strategico_introduzione

Il cambiamento strategico_indice

Il cambiamento strategico copertina

Il cambiamento strategico_conclusioni

Environmental strategies and performance measurement: the Italian way

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Environmental strategies and performance measurement: the Italian way. 6th conference on Performance measurement and managing control, Nice, 7-9 september 2011.

Abstract

This paper report the results of a literature review on the environmental strategies and environmental performance and an empirical investigation into the practices of Italian companies. We advance a framework about the strategic management of environmental issues. This framework is used for the empirical investigation, based on a content analysis of annual reports and social reports of a sample of large listed firms. Our findings show major differences among companies in sensitive, manufacturing/service and financial sectors in terms of: integration of environmental issues into the strategic process; measurement of environmental performance; relevant key value drivers and performance indicators. Specifically, we offer some relevant insights on: the overlooked relation between environmental performance and financial effects; the absence or low number of indicators about competitive advantages; the predominant use of environmental qualitative and/or non financial measures. The study also shows that there is a lack of consideration paid to the relationship between environmental strategies and environmental performance and there is an high variability and a limited standardization in environmental practices. As a consequence, the comparability of environmental performance is very low. Furthermore, integrating theoretical and empirical findings, we suggests some implications to improve environmental performance practices.

La strategia di risanamento e la “preda che diventa “cacciatore del cacciatore”

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in Contabilità Finanza e Controllo n.1/2011.

La crisi aziendale rappresenta una situazione – di stato e di processo – patologica che si differenzia da situazioni di fisiologica difficoltà. Si caratterizza per una spirale degenerativa “autoalimentantesi” che, senza interventi di portata strategica, è destinata a compromettere le condizioni di vita dell’azienda. Diviene, pertanto, essenziale: capire se è possibile e come “invertire la rotta”, su quali risorse e lungo quali traiettorie impostare la strategia di risanamento, quali metodologie e strumenti specifici adoperare per valutare il piano di turnaround e per gestire il processo. Solo un approccio lungimirante, creativo e sistematico – che unisce in modo sinergico vision e tecnica, aspetti qualitativi e quantitativi – può delineare un’efficace strategia di risanamento, consentire di cogliere le opportunità anche in una situazione di crisi e porre le base per nuovi e futuri successi aziendali.

Una chiara consapevolezza delle proprie capacità sinergiche e della possibilità di generare valore per potenziali acquirenti fornisce non solo la possibilità di trovare vie di uscita, ma anche forza contrattuale e la possibilità di mantenere un ruolo di protagonista durante e dopo la fase del turnaround.

In tale situazione, l’azienda – seppur sovente sottoposta a una modificazione radicale nell’area del soggetto economico – di fatto governa il processo di individuazione del partner e indirizza il percorso e le strategie di risanamento, caratterizzando e influenzando – talvolta in modo determinante – anche le strategie dell’azienda con la quale decide di intraprendere il processo di risanamento: accade così che la preda diventa il cacciatore del cacciatore.

Inside synergy assessment: avoiding mistakes for merger and acquisitions success

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Inside synergy assessment: avoiding mistakes for merger and acquisitions success, EURAM (European Academy of Management Annual Conference.), 2010 Annual conference.

Abstract
Synergy assessment is an important challenge for firms, advisors, and practitioners involved in mergers and acquisitions (M&A). However, despite the value of synergy expectations is commonly regarded as one of the M&A success factors, its role in synergy assessment models is surprisingly overlooked in the literature. Therefore, we conduct an exploratory survey on how different types of experts assess the value of synergies in M&A. Our results suggest a misalignment between theoretical prescriptions and business practices. Based on this findings, we identify three common types of mistakes and we advance a new tool for the useful support of synergy assessment in M&A.

Keywords: synergy expectations; M&A; value creation; evaluation models; mistakes.
Introduction

Performance measurement in strategic changes

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Performance measurement in strategic changes, in EPSTEIN M.J. – MANZONI J.F. – DAVILA A. Performance measurement and management control: innovative concepts and practices, Volume 20, Book series: Studies in Managerial and Financial Accounting, Emerald, 2010.

ABSTRACT

Although strategic changes and management control systems are relevant, there is the need for an evolution in the tools of performance measurement, analysis and control to understand the ability of the firms, at first, to face environmental variability and, then, to achieve objectives through the strategic change management. This study was dedicated to the issue of what measures are relevant during the strategic change process. It also proposes a multidimensional control system for strategic changes. The framework is based on: the literature review and analysis about strategic change, change management and performance measurement; a two-stage empirical research. Overall, the proposed control system can help firms in managing strategic changes.

Performance Measurement

Inside synergy assessment: avoiding mistakes for mergers and acquisitions success

/in , , /da

Inside synergy assessment: avoiding mistakes for mergers and acquisitions success, EURAM (European Academy of Management Annual Conference.), 2010 Annual conference.

ABSTRACT

Synergy assessment is an important challenge for firms, advisors, and practitioners involved in mergers and acquisitions (M&A). However, despite the value of synergy expectations is commonly regarded as one of the M&A success factors, its role in synergy assessment models is surprisingly overlooked in the literature. Therefore, we conduct an exploratory survey on how different types of experts assess the value of synergies in M&A. Our results suggest a misalignment between theoretical prescriptions and business practices. Based on this findings, we identify three common types of mistakes and we advance a new tool for the useful support of synergy assessment in M&A.