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I admit, I had taken some 'lightly ... What unites

"Think, and 'free. 84 practical ideas to develop the talent and succeed, " J. Lorente (ETAS, 2010)

I admit, I had taken a little 'lightly. The title is very easy I had been called assessments as easy on the consistency of the book. I figured the usual memoir, written by the latest advertising at the end of his career from which a vision of success and how to achieve it.

In short, nothing more, at best, the usual "do not tell my mother ..., hollywood washes whiter, Confessions of an advertising" etc. .. With this in mind I approached reading in a very lightweight, easy , trying to grasp the juice, some slogan "help" by reading the first pages of the book.

Poi mi sono dovuto ricredere, ho rallentato ed ho riletto alcune pagine che avevo sorvolato in modo forse un pó troppo superficiale.

Rileggendo, i concetti da portarsi dietro, sui quali riflettere, da aggiungere al proprio bagaglio di conoscenze, ci sono. Ci sono e vi verranno trasmessi in modo molto chiaro, diretto, in pochi secondi cosi come può fare solo un pubblicitario affermato come e’ l’autore di questo libro.

Qualche esempio? Il self-marketing ed il posizionamento del prodotto “voi”. Avrete sicuramente letto numerosi libri che vi hanno parlato del vostro piano di marketing, del vostro vantaggio competitivo, del vostro personale piano di vendita per vendere voi, la vostra professionalità, il vostro brand. Libri, peró, con una impostazione tradizionale, con una descrizione dettagliata del piano di marketing che dovevate stendere a tavolino (magari la sera, a casa, dopo dieci ore di lavoro).

Dal punto di vista formale niente da dire, rispecchia quello che vi hanno insegnato nelle vostre business school , un metodo accademico semplicemente traslato su di voi. Dal punto di vista pratico, peró, un pó noioso da attuare, schematico con il rischio di farvi perdere per strada, mentre dettagliate il vostro personal marketing plan.

This book, however, very light, will talk about you, as you are and what you want and you can do. Why is never late to decide what you want to grow up.

Here then is a series of short commercials very concise but equally precise, sometimes so direct as to seem brutal to strike, as well as a successful advertising has to do. Capture your attention and leave you in a message then come up with quiet within you.

Why basically the whole game is played here. To succeed we must compete, compete with other people animated by the same spirit of victory. Identify your goal, you want to go, what excites you and follow it with enthusiasm and clarity. Do not try to play games, the cunning, the tripping. Play in a transparent, open up and communicate, convey your brand as if it were a religion, with certainty and hope for a better future.

not stop to learn, grow, be curious, read, talk to people. Without pretense, without unnecessary and artificial strategies, without deceiving the people with whom you interact.

Perché leggerlo:

E’ un libro leggero ma denso. Prendetelo come una pausa, quando siete sopraffatti da una giornata lavorativa troppo impegnativa e carica di tensioni, aprite il libro ed ascoltate i consigli amichevoli che vi dá l’autore.

Sará un modo come un altro per ritrovare il proprio focus interno, per rassicurarvi del fatto che le vostre azioni durante la giornata sono state in linea con il vostro credo profondo, che nonostante vi sembri di essere stati travolti da un tornado, siete sempre voi, un pó better than yesterday and especially with his feet planted firmly on the ground.

"Think, and 'free. 84 practical ideas to develop the talent and succeed, " J. Lorente (ETAS, 2010)

Turning 13 Birthdays Sayings

an insurer to Rimini (Muccioli) and a tailor made and Spanish (the founder of Zara)?



" Seven keys of imagination, " Piero Morosini (ETAS, 2010)

If you plan the future, if you draw a strategy based on data, knowledge of this and then 'probably will not go very far from where you are now. Some counter-example? Think of the community Vincenzo Muccioli or clothing chain Zara, take back a moment from the confusion related to this risky approach. Think for a moment and you will see that it is not so risky.

What unites an insurer to Rimini (Muccioli) and a tailor made and English (the founder of Zara)?

First of all, the ability to listen to people, empathize with them, understand their desires. And then sapergli provide an environment, a product, a lifestyle in line with these desires. All transactions within their organizations with a flexible approach, able to abandon rules, processes, structures that culture, corporate or otherwise, then, requires the management of work and the people inside. An ability to have the vision and pursue it with humility, perseverance, but with a clear sense of urgency and imperative, management.

Do not be discouraged by the first pages, the author will take you on a short trip on the historic role of magic e della immaginazione nella storia; se siete appassionati di storia bene, avrete materia da approfondire, altrimenti raccogliete la tesi finale di quelle brevi pagine: l’immaginazione, storicamente, era considerata un precursore della conoscenza scientifica. Solo con Cartesio e la razionalitá applicata al pensiero, il ruolo dell’immaginazione é stato sminuito, cancellato, nascosto.

Poi percorrete insieme all’autore i laboratori di psicologia dove solidi esperimenti hanno evidenziato il ruolo della immaginazione come fattore “preventivo” di successo; di individuazione ed anticipazione del risultato che si vuole raggiungere ed offrire al mondo.

E poi, misuratevi con il disagio provocato da questo libro, ogni volta che, leggendo una tesi sostenuta da Morosini, proverete un senso di distonia, di incredulità verso quanto affermato, fermatevi a riflettere.

E’ qui che questo libro raggiunge il suo risultato, disorientarvi e farvi capire quanto, nel vostro lavoro, siate addentro a delle logiche, a degli standard di pensiero che vi vincolano a rimanere quello che siete ed a continuare a fare business nel solito modo.

Un esempio? Pensate a quanto indiscutibile sia per you, and for the business in which you work, the concept of trade-off : the rise of a characteristic of a product must be to the detriment of another. The product, to differentiate, to enhance a particular feature , features, services to be characterized at the same time, to contain costs, should in fact exclude others and sacrificing a slice of the population from its target. Normal right? I'm different, I position it by leveraging one, two distinctive features and omit other aspects that I consider non-core or in line with my target. Here is the axiom.

Actually, who has really made a difference even reinventing mature markets has used a strategy on trade-, offering more to its customers at lower prices and reduced unit costs. Impossible? EasyJet Read the case mentioned in this book and think Morosini. You will see that the trade-off is an approach to business strategy taken as an absolute law (who has the courage to deny a management gurus such as Porter?) But that is not being applied by those companies that have succeeded to be successful, I repeat, even in mature markets such as apparel, aviation, beverage.

you're probably wondering, okay, I speak of great commercial success but I just want to find my space in the commercial arena, my direction, my sense in the world of work. It may be that I never quite reaches the levels of the founder of EasyJet or Zara. So, is there a place I have to give my contribution?

Advancing reading the book you will see how the author manages to lower the sense of mission, vision, bright and implementation of their own fevered dreams exemplified by the characters mentioned above, in a more intimate, ours.

We explain what we do to re-tune with our emotions, with those forgotten dreams can make us vibrate and give us a sense of direction lost. Exercises for self but also of self-listening, because the difference between us and the founder of Zara may seem unfathomable, but in the end it is not. The difference lies in having identified its mission , in being able to isolate what makes us really excited, not so many rationalizations table.

The difference, of those who managed to make a difference, was to have had a vision, averla saputa immaginare dal punto di vista del cliente ed averne perseguito la realizzazione con una costanza e testardaggine sicuramente non comuni. Ed é da qui che inizia il nostro lavoro, quello di ri-sintonizzarci su quei sogni che abbiamo perso strada facendo.

Perché leggerlo:

Non so voi, ma io la distinzione tra vision e mission non l’ho avuta mai molto chiara. Certo a livello di definizione é sufficiente prendere un buon manuale di management ed impararne a memoria la spiegazione.

Ma il vero punto non è recitare la vision e la mission della propria azienda ma capire come queste vengano generate, i processi creativi, di pensiero, di motivazione che stanno alla base delle aziende di successo.

Qui non si tratta di essere fedele ad uno statement aziendale e prenderlo cosi com’é ma capire come, quelle persone che hanno generato nuovi e redditizi settori di business, abbiano avuto la capacitá di “vedere” il futuro, di capire perché quel futuro sarebbe stato importante per il mondo, per i loro clienti e di attuare le azioni necessarie per raggiungere consistent with that vision, tenacity and a capacity to rise with each fall largely unknown.

People who have achieved success in a seemingly unexplainable, or rather having unexplained head in the classic management text cut rationalist. How could they have been successful also violating the most elementary rules of the business strategy that you have taught in your prestigious business school ? Effect of "magic"? It may be, however you read the sections of the book by Morosini who speak of the role of magic in history and creative process of great artists the past. You will see the magic in the air is less span than you thought, and perhaps also to do with the rational world of business .

"The seven keys of the imagination," Piero Morosini (ETAS, 2010)