Background

Over the last twenty years, the world of business has undergone a profound transformation.
Companies have generated unprecedented wealth, acquired state of the art skills and sophisticated management models which have largely, if not exclusively, monopolized the pool of available talents. The public sector, to the contrary, has remained at the margins of globalization.

Globalization and its impact on Companies

  • Vision: regional and/or global with enhanced understanding of complexities
  • HR: talent acquisition, value proposition unmatched by the public sector
  • Financial strengths: often outperforming governments (critical public debt/GDP ratio
  • Ever-increasing capabilities to execute flawlessly and to learn from mistakes
  • Command & Control structure led by the CEO focused on delivering enduring results and value to share/stake holders

Public Sector (the reverse)

  • Vision: primarily local due to the electoral voting system, lack of understanding/forging of complexities
  • HR: talent acquisition, rare if any
  • Financial strengths: critical public debt/GDP ratio
  • Slow reform processes (if any)
  • Emergence of a void in the intermediation between market forces and public good
  • Full of NGOs yet not democratically representative
  • Unable to manage traditional media and a new media

FROM

An époque of changes

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TO

A change of époque

Compared to the recent “Époque of changes” dictated by technological revolutions, this is a “change of Époque ” because it revolutionizes the spheres of influence and social competence in favor of corporations.

According to Richard Edelman’s 2018 Trust Barometer, trust in governments, media, non-governmental organizations and, to a lesser extent, in companies is in freefall. The worst performance is that of the United States, which is losing 9 trust points year on year. The US government at the end of 2017 enjoyed the confidence of 33% of the population. A new space has opened up for CEOs and top management as agents of influence and change, in line with their core business. 64% of respondents, in fact, ask for CEOs to exercise leadership and make necessary changes without waiting for the government to show the way.
IRG is different because it addresses the heart of development: corporations. It provides an operational solution by recognizing that compared to the 90s the company, its employees and customers have changed forever. This globalization, which has perhaps ended with the advent of Trump, is the first in history to be based on the “rule of law” instead of armies. For the first time in history, CEOs are more experienced and competent than the government apparatus.

1. US Trade Mark filed to USPTO, Serial No. 87569154 by Why Italy Matters Corp., New York, DBA Italian Business & Investment Initiative.

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