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Q&A with Giovanni Di Noto – Chairman & Chief Technology Officer of cloudyBoss

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Interviewer: Mariham Magdy

“The difficult challenge faced by conventional organisations anywhere is to stop chasing the next ‘unicorn’ and think about how they might transform themselves back into the unicorn they once were, while pervading such entrepreneurial spirit across the ecosystems they belong to, in and out their inner core.”

Giovanni Di Noto
ABOUT THE INTERVIEWEE

French-born, Euro-grown, Australian-adopted, with a blend of Mediterranean ancestry and Asian lifestyle,

Giovanni Di Noto is a global leader in cloud economics with a cross-disciplinary tertiary background in business, IT and applied sciences and over 3 decades of experience in new technology.

He has been the recipient of prominent industry recognitions including a 2019 Top Euro Start-up Award, a 2018 Business of Tomorrow Award, 2 x Asia-Pacific Innovation Awards, Best e-Commerce Award, Best IT implementation Award, Best International Contact Centre Award, Excellence in Talent Management Award and a broader list of nominations and commendations over the years.

In his CTO capacity at cloudyBoss Pty Ltd, Giovanni directly led and oversaw the engineering team who released SKYE in 2017, the first mainstream commercial enterprise DLT (Distributed Ledger Technology) engine.

Giovanni has been bestowed with Awards for “Best Human Resource Management” and “Excellence in Teaching and Learning” for his educational prowess and innovative approach to the design of new academic qualifications in technology, as well as his many successful industry-scale transformational program implementations.

THE INTERVIEW

1- HR Revolution Middle East: Dear Mr. Giovanni, we are really proud to make this interview with your good-self and very enthusiastic to learn a lot from your unique experience about many things.  

First of all, let me ask you how was this culture mix between France, Italy, Australia & finally the Asian lifestyle, able to equip you with a very unique experience and ability to address business necessities in those different markets?

Giovanni Di Noto: To start with, let me thank you for this conversation.

I was incredibly lucky in my early professional years, and even from an earlier age, as a son of immigrants to be thrown into a multi-cultural context underpinned by freedom, tolerance and diversity.

A pivotal milestone occurred for me when I was selected alongside 11 of my peers from around Europe out of 1800 ITC young graduates, and granted a COMETT (European Multi-Cultural Technology Exchange program) scholarship back in the late 1980’s when the web was invented: a case of being part of the right team in the right place at the right time. What I learned from this series of personal and professional multi-cultural shocks has to do with the “power of conversations”, the fact that “trade is a conversation” (cultures derive from traditions which emerge from trade conversations) and subsequently the importance of information flows (which underpin organizational architectures), communication modes and their many nuances (such as visual, audio or kinaesthetic ones) alongside language attributes.

Take Asia for example: it would be all too easy, business-wise to amalgamate all Asian countries into one large uniform market without taking into account the subtle differences between the ancient structured audio Pali language on the one hand which underpins most Indian and South-East Asian languages (the equivalent of Latin or Greek for European languages), and the logographic visual nature of Far-East Asian languages such as Mandarin, Japanese or Korean on the other hand. Such nuances have direct impacts on how conversations articulate and constitute a first layer of business and socio-economic mantras.

These learning gathered at the frontline drove my professional mottos such as g/localisation or distributed organizational ecosystems which embrace and leverage multi-cultural diversity.

2- HR Revolution Middle East: Would you please explain to us what are “Cloud Economics”? I believe in the Middle East we still need to learn more about this terminology.

Giovanni Di Noto: OK let’s break this down into “Cloud” first then “Economics”.

Cloud refers to all the technologies that have been unleashed since the internet and the TCP/IP protocol were conceived by DARPA scientists Vinton Gray and Robert Kahn 50 years ago. 20 years after, in 1989, cloud suddenly took off and was rapidly adopted by the masses when Sir Tim Berners Lee, UK engineer at CERN in Switzerland, introduced hypertext and World Wide Web.

 Beyond web content, search and eCommerce, the notion of cloud extended in the 2000’s to mobile apps which run on devices such as smart phones and tablets rather than desktops. Cloud nowadays extends to any other types of connected devices with data processing capabilities, a domain encompassing what is coined as IoT (Internet of Things): think drones, wearables, cameras, sensors and even nanobots that can be injected into living bodies, controlled via onboard Wi-Fi antenna, an exciting, fast emerging bio-computing sector set to revolutionise surgery.

A key aspect of cloud is its open public network nature which distinguishes it from isolated private computer networks such as those in conventional corporate running onsite data centres. Cloud security is often quoted by enterprise and business commentators as a barrier to cloud adoption: in reality, cloud-based enterprise systems are nowadays more secure than private ones; the sticking points in the cloud vs in-house debate are about connectivity and access more than security.

Enough for the “cloud” bit, now into “economics” which we indeed already briefly touched on earlier: trade, commerce, organizational architecture and economic models are influenced by the way knowledge therefore information flows within organisations and ecosystems. And vice-versa, there are for example debates about the “economics” reasons for the emerging and usage intensification of the “writing” technology thousands of years ago, arguably driven by the need for safer and more efficient ways to maintain ledgers, collect taxes or store value records. Any technology able to shift informational paradigms such as the writing technology, or the cloud one has an inevitable impact on the way we trade, both micro and macroeconomics, and society at large. “cloud economics” encapsulates this idea.

An interesting recent development in cloud economics is the “tectonic” shift brought by blockchain and enterprise DLT (distributed ledger technology): while cloud has unleashed “digital abundance” from the early 1990’s onwards, blockchain is materialising “digital scarcity”: this has profound consequences on “cloud economics”, the scale of which is unfolding before our own eyes…

Blockchain is indeed changing the very nature of the “cloud” itself, not just “cloud economics”. Cloud as we know it might disappear or shift to a far more distributed peer-to-peer ecosystem much sooner than we think. This will happen via the accelerating convergences between information technologies such as DLT, AI, quantum computing, AR and a few others. This transition will neutralise along the way the issues of data cartelisation and other cyber threats the cloud has been subjected to over the past 2 decades.

3- HR Revolution Middle East: Mr. Giovanni you actually have outstanding success stories in Organizations’ Automation & Digitalization, would you please share with us one of them? What important advices would you share with organizational leaders to encourage them to consider automation possibilities?

Giovanni Di Noto: From the hundreds of digital transformation, automation projects and programs I have been involved with for the past 30 years in banking, manufacturing, electronics, healthcare, energy, entertainment and other sectors, the one I am particularly fond of is the work done with the Australian eldercare industry over the past decade, a case study I often refer to in conferences and workshops as it crystallises into one narrative all contextual and organizational dimensions that need to be taken into account when planning or executing digital transformation or automation programs.

Eldercare epitomizes the rapid 21st century paradigm shift from “unwell” to “aged” healthcare patient. This industry is at the nexus between all civilization’s most acute challenges, from our global sustainability crisis to millennial cliff, ageing population and urbanization planning failures (arguably the most lethal of all preventable catastrophes causing 10 million casualties each year, ranking second only to “natural death” which represents 80% of all deaths, preventable or not). Eldercare also commands the most leading-edge scientific, engineering and social advancements and underpins the so-called “silver economics”.

We’ve reached spectacular goals in this sector in terms of enhanced well-being (for both care recipients and carers) and higher productivity levels with bold initiatives combining leading-edge technologies with innovative HR management, ground-breaking organizational architectures and new economic modelling.

I’d advise organizational leaders to shift their perspectives on automation: technology for the sake of it is meaningless; technology unleashes its many benefits only when it empowers humans; this is particularly important at a time where talent pools all around the world are proportionally contracting because of our ageing population.

I would also urge organizational leaders to move away from the fast-obsoleting 9-to-5 framework and its underpinning “broken lines” (supply and demand) economic model. Over the past decade, new organizational structures often referred to as distributed ecosystems have taken off, signalling new ways of operating across all industries, new market dynamics driven by cloud economics, tokenomics, circular models, bio-mimetics and others which increase transformational pressures on conventional organisations.

The difficult challenge faced by conventional organisations anywhere is to stop chasing the next “unicorn” and think about how they might transform themselves back into the unicorn they once were, while pervading such entrepreneurial spirit across the ecosystems they belong to, in and out their inner core.

HRTAC 2019, Malaysia

4- HR Revolution Middle East: You were awarded a number of very distinguished awards; two of them were the “Best Human Resource Management” and “Excellence in Teaching and Learning”; from your recognized expertise, what are important keys to use for achieving excellence in HRM, and in the Teaching & Learning field?

Giovanni Di Noto: Take the “Resources” out of Human Resources. Embrace the Human side of the discipline. This is not a mere HR cliché. It’s our competitive edge vs machines, intelligent or not.

Keys to unlock 21st century organizational dynamics are to focus on quintessential human traits such as “Emotional Intelligence” for example, a dimension we also need to train AI’s about, so that they can better serve humans.

Break down office walls, hierarchies and the very boxes of our entitlement-driven organizational charts: in a 21st century context dominated by ecosystems, every single person is a strategic node in a broader nexus of connections, titles are irrelevant, outcomes are all that count, trust and time the only values that matter.

HR should take over IT (and probably move it to the cloud if yet to be done), harness informational flows (be they collections, connections, storage, disclosures, disposal), knowledge dynamics (learning, unlearning, experiencing, applying, leaking) and on-flow agile process fluidity. Extend this informational framework beyond the conventional corporate “legal” walls to all ecosystems your organisation belongs to.

Reconcile organizational ethos with individual diversity and let excellence emerge out of it.

5- HR Revolution Middle East: To what extent do you believe organizations could move easily to automation options & how this can have dramatic impact on their growth levels?

Giovanni Di Noto: I think that, in a demographically constrained context (proportional global workforce contraction), automation is an absolute necessity rather than an option, and organizations which are yet to contemplate such strategies are doing so at their own peril.

For example I witnessed first-hand organizational shutdowns over the past 10 years in the software industry. Many software houses, successful ones indeed, became unable to cope with market demand, unable to source, nor retain the talents they needed and found themselves increasingly exposed to new categories of risks in a new uncharted “money cannot buy anymore” era.

The usual “growth” rhetoric in business which also dominates politics and banking needs to evolve and mature to a next level. New “value representation” systems are challenging conventional ways of measuring organizational performance. In the short-term, productivity coupled with governance and CSR KPIs are much better indicators of an organisation or ecosystem’s ability to survive the challenging period ahead than any old-school “growth” indicators such as investment validations, capital gains, top line sales, bottom line revenues, market shares and similar measures.

Irrespective of the nature of the organization or ecosystem, implementing automation is complex, difficult and risky, yet necessary. The type of transformation programs conventional organisations should envisage need to be carefully crafted, executed and have their own load of risks, some of which potentially fatal. The same goes for new ecosystems and start-ups which face the daunting task of establishing a new order while operating and scaling up within the very old context they aim to disrupt.

In addition to emotional intelligence, an ability to seamlessly deal with paradoxical situations but also anticipate rather than react are some of the crucial organizational skills required during the massive socio-economic transition all of us are going through.

6- HR Revolution Middle East: What advices would you give to HR leaders when managing internationally dispersed teams who are only connected digitally?

Giovanni Di Noto: Shift to an outcome-based measure of performance to enable “built-in trust”: tokenise work if your context enables you to do so or shift to a distributed user-centred performance measurement framework whereby the user is in the driver seat rather than the organisation.

Time is the new space. Be conscious of your team members’ respective time zones. Implement ethical communication protocols, such as: punctuality, clarity on dates and time zones, electronic “do’s and don’ts, to enhance the effectiveness of meetings and mitigate unproductive practices such as inflammatory emails.

Poor connectivity and poor web conferencing tools deter and impact productivity: think about everything you can do to facilitate, provide, support or advise on connectivity with each of your remote team members.

Be flexible and clear with cloud tools: one tool might perform well today and crash tomorrow. Avoid putting all your eggs into 1 basket and allow access to multiple cloud tools for greater flexibility but ensure this is balanced against educational needs and does not overburden operations.

Redefine office space and face-to-face interactions: your next physical office should be any 5-stars resort or other hospitality site in a wonderful location everyone might aspire to visit. This is not always possible of course, with site-centric exceptions such as hospitals for example albeit g/localisation and AI are increasingly challenging too this type of operations.  

Permanent CBD offices are giving way to distributed on-demand co-working spaces. This highlights a new HR scope beyond the core organisation extending to its hyperconnected nexus of ecosystems. Corporate or industry conferences and any other location-based experiential events should be systematically leveraged to foster and strengthen the organizational dynamics of dispersed virtual teams and ecosystems.

7- HR Revolution Middle East: “Smarter Organizations” I believe this new terminology has been introduced by “cloudyBoss”, would you please explain it for us, and let us know how organizations can be smarter?

Giovanni Di Noto: cloudyBoss introduced this new terminology for its D.OT (Digital Organizational Transformation) program targeted to large conventional organisations aiming to dematerialise while minimising the risks attached to automation strategies.

Contrary to conventional unicorn-chasing and rat-race corporate start-up practices, D.OT articulates around an innovative and all-encompassing start-up acceleration program which fosters the right culture, reenergises the organizational ethos and broadens it to new levels.

D.OT combines the full power of cloudyBoss NEXT+ eDLT platform which solves common start-up pitfalls (such as missing MVP, tech budget black hole, failure to scale-up) with an organisation-wide unrestricted accelerator program fostering a broad shift to part-time arrangements.

Beyond mitigating the conventional risks associated with the collateral impact of automation (such as damaging layoff programs), D.OT reshapes the organisation to the unicorn it once was, and allows it to transition to a wide-reaching 21st century ecosystem platform better equipped for socio-economic survival.

D.OT holistic approach to organizational transformation is proving a much “smarter” way to achieve many strategic organizational goals at once and do so in a streamlined risk-adverse fashion. To date, D.OT results with large organisations and entire industries have been compelling and confirmed similar findings to the ones in the 2018 Gallup report in terms of workforce engagement impact on organizational KPIs.

8- HR Revolution Middle East: Finally Mr. Giovanni, would you share with us what are your expectations for the coming AI contributions to the Business World?

Giovanni Di Noto: In the short to mid-term, AI will play an essential role in empowering all humans to achieve the necessary and highly challenging productivity enhancements demanded by the difficult global demographic transition known as the “millennial cliff”.

Beyond current trends with RPA (Robotic Process Automation), AI brings to the business world predictive capabilities, insights uncovering and an ability to embrace with ease the inhuman Big Data tsunami unleashed by IoT. The current short-term issues with data biases in AI training datasets clearly indicate why we need to move away from human data collection and shift to automated unbiased Big Data one.

AI therefore changes the definition of information and enables the concept of “smart information” which routes itself to the right user at the right time in the right place, a radically different way to think about information and knowledge which in turn will inevitably change business and economics.

Beyond human empowerment, AI will allow us to become better humans and focus more on emotional intelligence, artistic and scientific pursuits, creativity, new frontier exploration, lifestyle and entertainment. The business world landscape will be radically different and trigger a new entrepreneurship renaissance with a different timespan for goals and objectives, with new arguably multi-generational horizons.

AI will remove the complexities of dealing with an ever-exploding range of sophisticated and pervasive technologies. By acting as an indispensable layer between humans and technologies, AI will counter-intuitively free-up humans from devices, allowing us to become more humane than we’ve ever been.

THANK YOU

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Q&A with Yasmine Yehia | MEA Employer Branding Manager at Schneider Electric, Life Coach & Consultant

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Interviewer: Mahmoud Mansi

“To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.”

Yasmine yehia

HR Revolution Middle East Magazine: How would you introduce yourself to the audience?

Yasmine Yehia: I am an Employer Branding expert, a certified life and career coach from the ICF, a public speaker and a certified trainer!

HR Revolution Middle East Magazine: How do you define Employer Branding in your own words?

Yasmine Yehia: Employer Branding is the art of story-telling, each employer has a story to tell, and this story is very useful for those who are interested in the company. A story about values, a story about culture, a story about care – a story about authenticity and uniqueness.

HR Revolution Middle East Magazine: What does an Employer Branding Manager do?

Yasmine Yehia: An Employer Branding Manager is someone who is an expert in storytelling, someone who is also an expert in the employer strategy and people vision and who is talented in showing what differs the employer from any others in the market.

HR Revolution Middle East Magazine: Employer Branding is one of the new global trends in HR, yet still not implemented in several countries and among many organizations. Why do you think some organizations have concerns regarding implementing Employer Branding as a comprehensive initiative?

Yasmine Yehia: I don’t think it is a matter of a concern at all – I think it is a matter of time and maturity. To be able to have a strong brand, you need to start from within – you need to have an attractive story to tell so if this is not there, it won’t be the right time for employer branding. I always tell the people I teach employer branding – fix internally first and then you will have something to say externally.

HR Revolution Middle East Magazine: How do you measure the ROI of your Employer Branding initiatives?

Yasmine Yehia: Oh God, there are zillions of ways to measure the ROI of our initiatives and campaigns, as sophisticated as a brand awareness analysis to as simple as the quality of CVs we’re receiving for open vacancies. Measuring the pride and engagement of employees, measuring engagements and reach on our employer branding social media posts.

HR Revolution Middle East Magazine: Who are your main stakeholders and partners in the Employer Branding process?

Yasmine Yehia: And like I teach in my workshop – Employer Branding is never an independent function, actually we cannot even function or deliver alone, it is a collaborative work between us, HR and Marcom.

HR Revolution Middle East Magazine: Can you share with us one of the challenges you have faced in your current job and how you overcame it?

Yasmine Yehia: Managing a complex region like MEA is quite tough and I think the deep knowledge of each country in the region was my main challenge – what is it that my target audience in each country look for in an employer? I overcame it with loads of study and education and also with using the help of specialized agencies to provide me with the needed reports.

HR Revolution Middle East Magazine: What pieces of advice would you give to organizations who want to empower their employer brand?

Yasmine Yehia: Be authentic! Start from within and have an authentic story to tell. You will reach the hearts of your target audiences effortlessly.

HR Revolution Middle East Magazine: Jessie (if we may call you with your nickname), we are curious what is the first job you ever had and what is the most valuable lesson you have learnt from it?

Yasmine Yehia: My very first job was an IT Recruiter for fortune 1000 companies in USA – I learned the art of assessing and dealing with people, if there is one thing recruitment has given me, it is the strong people skills!

HR Revolution Middle East Magazine: You are also a certified Life Coach, how does this help you in your role in HR?

Yasmine Yehia: In both HR and Employer Branding your main customer and target audience is people, right? A life coach listens to so many people, to their issues and struggles, it makes you a people person by heart – it gives you the perfect listening skills and it strengthens the way you interact and communicate with people, and this is exactly what you need as an HRian!

HR Revolution Middle East Magazine: As a Life Coach, what advices do you have to professionals who want to sustain a work-life balance? Do we all need to have a work-life balance?

Yasmine Yehia: YES, we all need a work life balance definitely – you need time for yourself, to recharge, reflect and develop. I’d tell them, make the time for yourself a priority – do not miss it, this time is actually good for your work too because you will always have the right energy to continue. If there is a learning lesson from 2020, it is the importance of our mental health. Have a routine and this routine must include time for yourself!

HR Revolution Middle East Magazine: As a Career Coach, how do you think Covid-19 impacted the employment market?

Yasmine Yehia: Well, from what I see from my clients – so many people are thinking to shift careers post covid-19. Some of them must because they lost their jobs and some of them realized the importance of mental health, so they decided to leave a very stressful career. I think moving forward companies will have to learn to be flexible in their hiring process and start accepting candidates having the right skills for a job rather than a big number of years of experience! It is hiring for talents not years! People also need to be more resilient and smart in using their skills.

HR Revolution Middle East Magazine: Finally, as a Trainer – why do you think personal branding is very important? We know you teach the topic.

Yasmine Yehia: In a world that has gone totally virtual – people need to learn how to build a strong personal brand online, it is how you will smartly use your skills and get paid for it! You no longer have the big chance to meet your recruiters face to face, following the new ways of working, we are heading towards working from home and flexible hours more, your personal brand is the only thing that will differentiate you in the market and open doors for you.

HR Revolution Middle East Magazine: Thank you for your time, would you like to say anything?

Yasmine Yehia: Thank you for having me – I hope I continue inspiring those interested in the employer branding career!

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Civil Work

Q&A with Sherihan Elkamash; Researcher at the Center of Strategic Studies, Bibliotheca Alexandrina & Charity Activist

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Interviewer:
Mahmoud Mansi

“I am always trying to not lead members, but inspire them and gain their trust by encouraging my team to work on new projects. I help them make their work plan, and I provide them with some guidance and coaching to finally have a successful deliverable to help impact more people in the community.”

Sherihan Elkamash

HR Revolution Middle East Magazine: Sherihan you are multi-talented and active in building the community in several different ways, one of your main roles is working at the Center of Strategic Studies at the Bibliotheca Alexandrina, can you tell us more about your role?

My main work is about making strategic researches. I also, write articles about the recent international political events. One of the main roles for me is to organize virtual discussions to discuss different economic and political subjects. I am always in contact with high profile degenerates in the political arena to make interviews with them to be published. I am also the social media specialist for the center, responsible for managing the official page by managing and posting the news, declare about the new events and conferences for the center.

HR Revolution Middle East Magazine: Across your career you have worked in different careers and gained different experiences. Can you tell us what did you learn from these experiences? And how those skills are helping you at your current role?

I have been working in many fields since a young age I have acquired professional experience in many fields for the past fourteen years; working in NGOs, media, research, translation and communications. These experiences taught me to navigate in different kinds of structures (public/private/international), as well as dealing with the internal dynamics of each organization. In my previous roles, I have demonstrated exceptional ability to manage external stakeholders including senior government officials, high-profile clients, and well-regarded organizations. As a trilingual officer, I can communicate effectively in Arabic, English and French.

Working in all those fields taught me how to work in full power with a great performance, deliver my work in a high quality and always being in time and following the timetable.

HR Revolution Middle East Magazine: You also have your own charity project “El Rahmoun”. Can you tells us more about managing people in a charity structured projects?

Let me first talk about myself when I was a regular member in NGO’s and volunteer projects. I starting volunteering since I was a 13-year-old school student. During those 21 years in charity, I’ve learned many things:

-I learned how to take the initiative to start new projects to help the maximum number of people in need.

-I learned more about contributing to the community and helping solve issues.

-I learned how to deal with all categories in my society, understanding their needs and being helpful to them.

-It is not only about leadership, but I have also been a great “team member”, by coming up with new ideas, working with enthusiasm and integrity.

As a founder or a leader for “El Rahmoun” charity group – like any business structure or project – it depends on the number of volunteers whether they are many or few, based on that we put a strong administration and operations management plan.

I am always trying to not lead “El Rahmoun” members, but inspire them and gain their trust by encouraging my team to work on new projects. I help them make their work plan, and I provide them with some guidance and coaching to finally have a successful deliverable to help impact more people in the community.

There is an interesting difference between a traditional corporate structure and a charity structure. In charity the individual is the one who deicides his/her responsibilities and commitment to the charity work. I cannot obligate them to attend the events or to do their tasks. Which means that I have to be their friend so they love me and maintain a good communication with the youth, meanwhile at the same time I have to be their leader when it comes to the big decisions. And this is the most difficult part. I think after 3 years of continuous work, while our volunteering community is getting bigger… my team and I are doing it well.

HR Revolution Middle East Magazine: How do you define success your own way? And what would be your success tips for youth?

I have learned the perfect strategy to achieve success, it is balance. We all have the desire towards success but those who are working and planning for it are the ones who are reaching their goals in a steady way. We all grew up with big dreams, seeking success in life, but few of us who understood that sustaining the success is the hard part. Balance is the key, youth need to know the importance of balance in their life between their studies, hard work, community service and social life. Youth need to make balance between physical, emotional and spiritual elements, to keep the high performance in everything they do. When we maintain our balance it shortly affects our sense of security and helps us to move forward. The balance in all activities in our days helps us maintain our mental health in order to have healthy minds and lifestyles. Stress is a serious threat to Youth and one should make it a priority to keep the stress away because stress prevents success.

Balance = Success

HR Revolution Middle East Magazine: With the development of technology, virtual communication and accessibility to knowledge, do you believe that some jobs are in threat? Can some careers take another form, offer different services and still impact the community?

The whole world is turning digital. The easy access to knowledge and data is the way of living now. Well, the development of technology can never be a threat. It actually helps us and is not a threat to our existence nor to anything created or made by the human being. NEW careers have been created and much more are on their way to glow and have place due to the virtual life. Furthermore, thousands of activities and services are provided through the internet now (website- social media) which also supports entrepreneurs and organizations to easily create new projects.

The Egyptian Government is taking the same track now in most of its governmental institutions. The pandemic helped a lot. It was a red light to hurry and accelerate our path, not only organizations that are turning digital but also individuals are becoming more focused on e-learning and other daily life services and in their lifestyles. I am very optimistic; because of the development of technology, new jobs are opening and great opportunities for youth which is very advantageous, beneficious and profitable to the growth of our great Nation EGYPT and to the rest of the world.

Thank you Sherihan for this interview and for developing and inspiring the community in such a unique way!

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Articles

LA CULTURA DIGITALE AZIENDALE E I SUOI LEADER CORAGGIOSI. LA SOCIETA’ DI MARKETING DIGITALE ITALIANA “DERAWEB” COME ESEMPIO DI ECCELLENZA NELLA GESTIONE DELLE RISORSE UMANE

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INTERVIEWER: Cinzia Nitti

HR Revolution: Ciao Fabio, grazie per aver accettato la nostra intervista e per quanto vorrai condividere con noi. Cominciamo: chi è Fabio De Lucia?

Fabio De Lucia: Ciao e grazie per questa intervista. Sono nato il 21 marzo del 1986 e il percorso accademico mi ha qualificato come perito commerciale con il massimo dei voti. Dopo la maturità e coerentemente con il mio approccio pratico alla vita, trovavo inefficace continuare a studiare per qualcosa di “non-tangibile”, quindi sono partito per Parigi e una volta rientrato, ho trovato impiego presso un’agenzia viaggi nel 2005. Ho iniziato a interessarmi a piani di sviluppo per implementare e migliorare i prodotti offerti. Credevo in quello che facevo ma, non trovando riscontro positivo da parte del mio titolare, ho rassegnato le dimissioni. All’epoca conoscevo già il mio caro amico e colui che sarebbe diventato il mio socio, Andrea (Dettole), il quale lavorava nel settore utilities nel nord Italia. Unendo le nostre conoscenze e competenze, nel 2008 abbiamo avviato Sundera, azienda di vendita servizi Business To Business (o B2B) e assistenza nel campo delle utilities: mi occupavo principalmente dei piani di sviluppo commerciale.

HR Revolution: Come nasce la web agency Deraweb e quale la sua mission?

Fabio De Lucia: Dall’esperienza positiva pregressa, nel 2016 abbiamo deciso di fondare con Andrea la società di marketing digitale Deraweb, brand partner della primogenita Sundera. L’impreparazione dei titolari di partita IVA in fatto di marketing e digitalizzazione dei prodotti aziendali – riscontrata a livello nazionale – è stato il fattore chiave che ha dato vita a Deraweb. La nostra azienda ha l’obiettivo di fornire strumenti efficaci per lo sviluppo aziendale in prospettiva di promozione digitale. In quattro anni il nostro pacchetto clienti è cresciuto in tutta Italia e su piano internazionale, acquisendo 600 clienti e con proiezione di raggiungere quota mille entro fine anno. La famiglia Deraweb conta oggi 15 dipendenti e 20 consulenti.

HR Revolution: Le Risorse Umane sono le componenti-chiave per il successo imprenditoriale. Il COVID-19 ha inevitabilmente imposto un cambiamento degli equilibri nella gestione aziendale. Come avete affrontato la sfida in fatto di nuovi assetti, ripianificazione e gestione del personale?

Fabio De Lucia: Il nostro metodo operativo prevede la maggior parte del lavoro da remoto. Gli strumenti digitali dunque, si sono confermati lo strumento indispensabile nel nostro lavoro; la pandemia è stata un elemento positivo in fatto di consolidamento di Deraweb. Si è trattato di un periodo di transizione per tutti. Nonostante uno stop forzato per alcuni e il crollo degli incassi nel mese di marzo, i nostri dipendenti si sono messi a completa disposizione dell’azienda, dei clienti, contribuendo in modo non indifferente alla buona riuscita degli intenti. Ci sono stati tutti vicini. Sono stati bravi e vanno tutti elogiati per questo.

HR Revolution: Cultura Digitale Aziendale: la risoluzione di problemi attraverso l’utilizzo di strumenti digitali si è rivelata un elemento vincente nella gestione del pacchetto-clienti durante la crisi pandemica?

Fabio De Lucia: Da titolari di azienda, nel supporto ai clienti e per una gestione ottimale dei servizi offerti, abbiamo deciso di operare in modo differente rispetto ai concorrenti. Abbiamo fornito gli strumenti necessari alla “sopravvivenza pandemica” con metodo studiato e mirato, soprattutto gratuito. In che modo? Creando manuali, guide strategiche “BUSINESS WORKOUT”, webinar e consulenze gratuite a disposizione dei clienti per evitare il fenomeno dell’inazione. Non a caso, il feedback è stato assolutamente positivo: abbiamo rafforzato il rapporto di reciprocità e fiducia con i nostri clienti, premiando inoltre coloro i quali hanno rispettato le scadenze in un periodo tanto complesso, fornendo un’estensione gratuita di un mese del servizio. Quest’approccio ci ha permesso di registrare risultati esponenzialmente più alti nel nostro ambito, a dispetto delle previsioni che la condizione economica generale avrebbe imposto.

HR Revolution: Spesso si pone l’accento sulla fidelizzazione del cliente, sottovalutando che la riuscita di un progetto o l’acquisizione di un contratto, derivi da un’ottima commistione di professionalità ed energie di un gruppo omogeneo e coeso. Dicci di più del tuo team. Sono importanti la Diversità e l’Inclusione in Deraweb e perché?

Fabio De Lucia: Assolutamente sì, per noi Diversità e Inclusione sono importanti. E rendono Deraweb un ambiente stimolante: il clima aziendale assume il giusto equilibrio tra competenze, rispetto delle qualità di ognuno e dimensione umana. Abbiamo messo in atto un modello di leadership che ispira gli altri e invoglia a migliorarsi. Dal consulente commerciale al servizio clienti, ai tecnici grafici, addetti marketing, comunicazione e social media, l’elemento della formazione continua inoltre, ha permesso di stabilire la gestione dei progetti in cui, senza più necessità di definizione esplicita, ogni membro del gruppo conosce esattamente il suo ruolo all’interno del processo. 

C’è fiducia e stima reciproca, spirito di sacrificio e altrettanta collaborazione. Da parte nostra c’è attenzione alle proposte di ognuno. Il mio lavoro mi ha dato modo di visitare tante aziende e conoscere altre realtà, ma qui da noi c’è un clima diverso, un clima che piace e che permette di lavorare secondo un equilibrio che dimostra quanto i nostri ragazzi siano “allineati”: in Deraweb proprio non riesce ad arrivare qualcuno che non abbia i nostri stessi valori.

HR Revolution: La Parità di Genere è un obiettivo di rilievo in una realtà aziendale. Definiresti l’equilibrio di genere parte integrante del vostro successo?

Fabio De Lucia: Sì, le donne nella nostra azienda sono un valore aggiunto e particolarmente apprezzate. Hanno un approccio naturalmente diverso all’ascolto del cliente e alla gestione di una richiesta. Sempre attente ai dettagli, precise, sicuramente meno impulsive in fatto creativo rispetto agli uomini. È una scelta aziendale mirata, quella di impostare gruppi di lavoro misti: sono la sintesi perfetta che genera stabilità. In Italia si parla troppo poco di Parità di Genere sul posto di lavoro, noi invece siamo ben felici di dare possibilità di crescita e carriera alle nostre dipendenti, mamme incluse! Sono tutte ben accolte, troviamo che siano una risorsa irrinunciabile e grande indice di maturità nel nostro team. Da sempre puntiamo su piani di sviluppo aziendale assolutamente paritari; la famiglia Deraweb è un gruppo eterogeneo che ha fatto anche di questo equilibrio un punto di forza. 

Grazie Fabio per averci aperto le porte di Deraweb e condiviso con HR Revolution Middle East, l’esempio positivo di una realtà aziendale solida che ha fatto delle Risorse Umane il suo motivo di orgoglio!

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