{"id":28250,"date":"2024-07-04T09:06:51","date_gmt":"2024-07-04T07:06:51","guid":{"rendered":"https:\/\/www.organisator.ch\/?p=28250"},"modified":"2024-07-04T09:06:51","modified_gmt":"2024-07-04T07:06:51","slug":"management-experte-bani-ist-in-vuca-out","status":"publish","type":"post","link":"https:\/\/www.organisator.ch\/it\/management\/2024-07-04\/management-experte-bani-ist-in-vuca-out\/","title":{"rendered":"Esperto di management: BANI \u00e8 \"in\", VUCA \u00e8 \"out\""},"content":{"rendered":"
\"\"
BANI sostituisce VUCA. (Immagine: Butterflymanager GmbH)<\/figcaption><\/figure>\n

Il dottor Harald Sch\u00f6nfeld spiega: \"Con VUCA, la base concettuale era che la situazione si sarebbe pi\u00f9 o meno normalizzata nel tempo. La BANI, invece, \u00e8 il modello giusto per un ambiente caratterizzato da strutture permanentemente instabili e forse addirittura caotiche\". Egli fornisce un esempio della distinzione tra VUCA e BANI: \"Pu\u00f2 anche darsi che le strozzature di fornitura globali un giorno appartengano al passato, ma lo sviluppo dell'IA non sar\u00e0 mai invertito e avr\u00e0 conseguenze brutali che oggi possiamo solo immaginare. Il management di un'azienda moderna deve essere in grado di descrivere la strategia aziendale in termini chiari e semplici, nonostante tutte le incertezze. Dopo tutto, solo ci\u00f2 che pu\u00f2 essere descritto chiaramente pu\u00f2 essere comunicato ai dipendenti, ai clienti o agli azionisti: come base per le nuove azioni necessarie.\"<\/p>\n

Formulare l'obiettivo, descrivere il percorso, implementare la realizzazione operativa<\/strong><\/h3>\n

L'esperto di management Dr. Harald Sch\u00f6nfeld parla del principio in tre fasi di BANI: primo, riconoscere e formulare l'obiettivo, secondo, descrivere il percorso per raggiungerlo e terzo, percorrere il percorso, cio\u00e8 attuarlo. \"Molti manager e, soprattutto, consulenti di gestione sono in grado di sviluppare concetti e dipingere powerpoint con nuove aree di business che valgono miliardi, ma la maggior parte fallisce quando si tratta di implementazione operativa\", afferma il dottor Harald Sch\u00f6nfeld. Spiega: \"L'implementazione non \u00e8 solo una questione di competenze tecniche, ma soprattutto di convincere tutte le persone coinvolte e di coinvolgerle emotivamente lungo il percorso. Solo con la capacit\u00e0 di ispirare le persone si pu\u00f2 plasmare il futuro in questi tempi\".<\/p>\n

L'approccio BANI implica anche la preparazione dell'azienda ad eventi imprevedibili e non lineari, come spiega il Dr. Harald Sch\u00f6nfeld. Egli spiega: \"Il management moderno deve essere pronto a reagire a sviluppi dirompenti in modo non lineare. Ci\u00f2 richiede strutture resilienti, un alto grado di consapevolezza, continua adattabilit\u00e0 e trasparenza\".\u00a0<\/p>\n

Meglio con i manager ad interim invece che con i consulenti<\/strong><\/h3>\n

Secondo il Dr. Harald Sch\u00f6nfeld, molti dirigenti d'azienda hanno raggiunto i loro limiti di fronte alla forza degli sconvolgimenti. \"La maggior parte di loro non \u00e8 ancora arrivata nel mondo VUCA e non \u00e8 quindi in grado di svilupparsi nella direzione della BANI\", ha spiegato in numerose conversazioni con membri di consigli di amministrazione, amministratori delegati, consigli di sorveglianza e consigli consultivi.\u00a0<\/p>\n

Conclude: \"La maggior parte delle aziende non sar\u00e0 in grado di farcela senza un aiuto esterno\" e sottolinea: \"ma non con semplici consulenti che sviluppano concetti presumibilmente intelligenti, bens\u00ec con manager ad interim che entrano in azienda per qualche mese, se necessario, e contribuiscono attivamente a dare forma al cambiamento. Perch\u00e9 in tempi di rapidi cambiamenti, la capacit\u00e0 di affrontare rapidamente le questioni e la certezza di fare le cose giuste quando le si implementa in azienda sono i due fattori decisivi per la competitivit\u00e0.\"<\/p>\n

Oltre alla professionalit\u00e0 e all'umanit\u00e0, \u00e8 necessario anche un alto livello di competenza multidisciplinare, sottolinea il dottor Harald Sch\u00f6nfeld. L'esperto di management spiega: \"L'ulteriore sviluppo del modello di business di un'azienda non avviene nel vuoto, ma deve ora includere aspetti come la conformit\u00e0, la governance e l'ESG\". L'esperto raccomanda quindi alle aziende di \"assumere regolarmente manager ad interim per progetti orientati al futuro, al fine di acquisire queste nuove conoscenze in modo rapido e orientato alla pratica\".<\/p>\n

Fonte: www.butterflymanager.com<\/a><\/em><\/p>","protected":false},"excerpt":{"rendered":"

I mercati di oggi cambiano rapidamente e spesso in modo radicale. In ambito manageriale si \u00e8 affermato il termine VUCA. L'acronimo sta per \"volatilit\u00e0\", \"incertezza\", \"complessit\u00e0\" e \"ambiguit\u00e0\". Ma il termine VUCA \u00e8 superato, ora per i manager vale il principio BANI, afferma l'esperto di management Harald Sch\u00f6nfeld. BANI sta per \"fragile\", \"ansioso\", \"non lineare\" e \"incomprensibile\".<\/p>","protected":false},"author":58,"featured_media":28252,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_yoast_wpseo_focuskw":"Management-Experte","_yoast_wpseo_metadesc":"VUCA ist \u00fcberholt, jetzt gilt f\u00fcr F\u00fchrungskr\u00e4fte das BANI-Prinzip. 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