Small & Medium Enterprises

Small and medium-sized enterprises operate in a context marked by rapid change and uncertainty. Adaptive Leadership, developed at the Kennedy School of Government at Harvard, provides practical tools to help SMEs recognize and make the most of growth opportunities.

Our training programs help small and medium-sized enterprises develop the flexibility needed to navigate market uncertainties. Through Adaptive Leadership, companies can overcome internal resistance to change, foster a corporate culture ready to seize new opportunities, and promote sustainable growth in a competitive environment.

CASE STUDY

Case Study 1: Generational Transition in Family Businesses

Client

AIDAF – Italian Association of Family Businesses

Need

The issue of generational transition represents a crucial moment for family businesses to reflect on the progress of the organization, understood as a balance between preservation and renewal.

Work Undertaken

Adaptive leadership addresses key themes such as the constant changes in operational contexts, the uncertainty organizations face, and the daily tension between maintaining the status quo and driving organizational transformation. The course provided participants with a set of tools to improve their ability to distinguish between what is essential and the practices that may, in fact, hinder business development.

Results

Satisfaction >80%;
A second edition was launched to support strategic ideation processes.
Interest in activating tailored programs for the participating companies.

Testimonials

Carlo

“The methodology is truly effective. I found Stefano’s insistence on pushing participants to internalize the course content and arguments extremely useful. He stimulated an active mental process aimed at immediately applying and owning the teachings and exercises — not tomorrow, but right away. I found this approach far more effective than the traditional lecture format. This process allowed me to walk away with a small but genuine set of knowledge and experience, rather than just a list of (often impractical) concepts. I thought the entire method was brilliant — especially the idea of receiving the educational materials (diagrams, frameworks, rules, etc.) only after having internalized the lesson. This allowed me to first understand the teaching on a personal and concrete level, and only then organize it with the help of the diagrams. Had I received the materials upfront, my mind would have remained passive, and I would have left with a list of notions I wouldn’t have known how to apply. I deeply appreciated the methodology: few slides, lots of active thinking; few slogans, lots of practice and application; few miracles, lots of real life. Thank you.”

Case Study 2: Shaping a Common Identity Amidst Change and Renewal

Client

Agenzia TPL

Need

The theme of identity in a public transport service company is highly relevant to strategic ideation work. The dichotomy between outcome and output, between social responsibility and cost-effectiveness, are key elements that significantly impact the definition of a strategy that fulfills both the specific economic duties of a business and the broader social responsibilities of a public enterprise.

Work Undertaken

Facilitating the process of creating a shared identity through an experiential reflection on leadership and its role in contexts of change. The Adaptive Leadership® approach, developed at Harvard University and introduced in Italy by Stefano Zordan, founder of OLI, helps groups undertake the difficult but necessary task of discerning which aspects of their identity to preserve, to let go of, and to learn.

Results