Archive for Innovation

Webinar: Sviluppo delle competenze e psicologia del potenziamento

Il 1 luglio Riccardo Paterni ha moderato un webinar della serie #illavorocontinua sull’argomento “Sviluppo delle competenze con la psicologia del potenziamento”. Il webinar ha stimolato l’integrazione di varie prospettive su formazione e competenze rese sempre più rilevanti dal contesto di cambiamento generato dalla pandemia.

Andrea Cafà (Presidente di CIFA Italia e FonARCom) ha introdotto e raccolto i temi del dibattito. angela amico (Direttore dell’agenzia formativa IterEgo Agenzia Formativa) ha evidenziato concetti chiave delle dinamiche formative attuali con una presentazione dal titolo “La formazione per le competenze e le competenze per la formazione”.






 Lorenzo Baldassarri ha descritto come il metodo della psicologia del potenziamento, sia utile al continuo potenziamento di competenze acquisite. Rino Piroscia (Presidente di Confsalform) ha focalizzato il suo intervento su efficacia e motivazione della formazione per competenze.

Chiara Meret (Ricercatrice di InContra) ha illustrato varie metodologie che danno struttura ed efficacia a progetti formativi e di sviluppo del capitale umano.

Il dibattito ha stimolato l’emergere di una progettualità che sarà evidenziata nel contesto di #illavorocontinua . A questo link il webinar

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Innovative tools to manage and develop Small and Medium sized Enterprises

On June 17th 2020 the series of webinars #illavorocontinua (work endures) (organised by Cifa Italia and Fonarcom) has featured a program on the topic “Innovative tools to manage and develop Small and Medium sized Enterprises”. The webinar has been moderated by Riccardo Paterni and has featured Andrea Cafà (President of CifaItalia and Fonarcom), Pierpaolo Vannucci, (CPA and expert on Innovative SMEs and start-up) presenting “Startup and Innovative SMEs: work for capital, Patent box and other tools” and Leonardo Frigiolini (Economist and expert in crowdfunding and financial sources) presenting “Complementary financial sources for SMEs to the banking ones”. 

The webinar has generated a marked interest: several hundred people participating and interacting both to the live session (for the first time also in live streaming on Linkedin besides the customary live streaming on Facebook and YouTube) and afterwards watching the recorded one hour program also available on YouTube at this link. 

President Cafà has pointed out how the information and tools presented during the webinar, to sustain financially the ideas and practices featured in previous events of the series (all available on  #illavorocontinua along with the relevant documentation), show the marked commitment of #illavorocontinua to concretely support the survival and growth of small and mid sized organisations within the context of change brought by the pandemia. 

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Organizational identity, business scenarios and strategies: the foundations for the restart

On June 3rd 2020, Riccardo Paterni has moderated and presented topics in a webinar part of the series (‘work endures’ the webinar has had over 1600 people watching live) together with Rodi Basso (Expert in Strategy and Business Development utilising his experience in relevant technical and managerial roles in Formula 1 and other motorsport series), Professor Paolo Aversa (Strategy Professor and Director of the Full Time MBA at Cass Business School – University of London) and Andrea Cafà, President of Cifa Italia and Fonarcom (organisations contributing to create, produce and promote the series of webinars).

Riccardo has pointed out the the key elements that form the organizational identity any organization need to have quite clear as key stable reference point in order to face current and future turbulent changes: vision, mission and values.

Rodi Basso has pointed out how different business scenarios can be identified and related to effectively by utilising approaches relevant to the dynamic motorsport field.

Professor Paolo Aversa has illustrated how strategies can be formulated by relating in effective ways to opportunities that can be generated or utilised readily.

Andrea Cafà has summed it all up by stating how these views and tools of action, together with the ones featured in other webinars pointing out relevant legislative and macro economics changes, can offer substantial opportunities for any kind of company to set a path not only of survival but also of growth in Italy.

Documentation relevant to the topics debated (in Italian) can be downloaded at the webinar archives section of . The webinar (in Italian) has been recorded and can be watched in its entirety at this link.

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RPM focuses on Silverstone Technology Cluster effective dynamics of growth

The founding vision, mission and values of RPM network consistently stimulate us to embrace learning from effective practices and proactively stimulate and apply new ways to leverage at best from our knowledge assets. It is within this mindset that we asked Pim van Baarsen, CEO of the Silverstone Technology Cluster (STC), to tell us about the cluster roots, present and future developments within the dynamics of the current COVID-19 pandemic. I have moderated the debate.

We thank Pim for accepting our invitation and for shaping up with us on April 29th a flowing informal video conference conversation. The dialogue with Pim during the conference pointed out some key factors that are essential in developing business within the industry, and business in general, more than ever within the present time of disruptive, uncertain and abrupt changes.

STC roots: the value of ecosystem research to stimulate public and private funding backing

In May 2016 was published an economic and technology research report by the title “The evolution of the high performance technology and Motorsport cluster”; the SQW organisation was commissioned by MEPC (a leading British property and business development organisation) to develop the research and Dr.Tim Angus (RPM UK Representative) had an active part in developing it. The study pointed out the historical roots of high performance engineering development that have been carried through in a region defined as “within an hour radius of Silverstone” basically in the middle of England. During World War II Silverstone was utilised as an airfield and the geographical area around it saw the development of many small and larger companies related to aviation engineering and craftsmanship. After the war several of those companies developed into Motorsport and shaped the Motorsport Industry that characterises the UK today. The detailed report was instrumental in stimulating UK regional government and private funding to support the economic growth of the area characterised by this historical engineering ecosystem, feeding the beginnings of STC. These engineering roots also have another marked characteristic that is still very active today in the area, diversification: technological expertise applied to several fields, not only to Motorsport, and STC identity springs exactly from these roots. (The executive summary of the report is available at this link)

STC special interest groups: widespread teamwork on specific topics

STC is therefore a UK regional cluster contributing to the economic development of companies (currently 120 members) that belong to that geographical area and that specifically intend to grow their businesses by enhancing their engineering expertises and capabilities; this in order to maintain and lead the pace of applied research and development within traditional and increasingly emerging engineering topics. For this reason STC has structured several Specific Interest Groups (focusing on varied topics such as Digital and Advanced manufacturing to Artificial Intelligence and Machine Learning) each lead by a specific committee formed by cluster members. Interaction among members and participating non-members is stimulated by several events that areas hold yearly (21 events were planned for 2020 before the breakout of the pandemia).

STC managerial philosophy: synergising rather than competing in diversifying and growing

Pim pointed out that the majority of the companies that are part the cluster originate from Motorsport and then even progressively differentiated technologically into other fields and that at present only 20 % of the cluster business is linked purely to Motorsport. The growth of STC and the related businesses was possible thanks to a progressive switch of mindset within the companies involved: sharing ideas and practices to find solutions and grow has taken an increasingly stronger role. This has enabled the cluster to be perceived as a concrete potential source of problem solving solutions and projects involving clients such as Heathrow Airport or contributing to manage the current COVID-19 emergency which has showed the effectiveness of this approach.

Together with Pim we agreed that we can establish and intensify activities and exchanges between STC and RPM since we are driven by very similar values and purposes; we could also look at organising virtual events together in the near future in order to further strengthen exchanges and generate business opportunities between the two organisations

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Synergy Pathways leads a seminar on Motorsport Industry Culture and Careers for Indian University

We have been proud for the invitation t  speakers in an introductory webinar on the topic of Careers in Motorsport by the Mpstme Racing Team – Mumbai and the prestigious NMIMS University featuring Engineering and Business campuses across India.

Since its foundation Synergy Pathways has committed itself to stimulating career paths of young committed and talented people and in this program the focus is on Indian students and the Motorsport field.

The webinar has taken place on April 18th 2020 involving many students and relevant Motorsport and performance automotive professionals from India. We have delivered the interactive webinar focusing on the roots of the Motorsport Industry (historical ecosystems in Italy and the United Kingdom) evolving to the current sources of innovation and knowledge transfer towards other fields such as automotive, aviation, aerospace and medical. We have pointed out the challenges and opportunities offered by the relevant career paths.

The words of a student, Saif Khan, Pursuing a Bachelor degree (B-tech) in Mehanical Engineering and MBA in Technology Management at NMIMS, summarise at best the experience: “Attended the webinar today on Careers in Motorsports… it was very informative and an interactive session; got to know more about the different factors involved in motorsports…. different domains of the industry interns of technical and managerial roles. Discussed about the current situation and also about change of scenarios in motorsports due to the cover 19 and how the industry works on a global scale. There was a highlight of the room and need of development of this field in India.”

As Synergy Pathways we keep and enhance our long terms commitment to contributing to these kind of initiatives in order to support talented and committed Indian students to shape at best their careers leveraging at best upon the tools and paths offered by the universities they attend and will attend.

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RPM network focuses on Motorsport Industry strategy development post COVID-19

On April 10th 2020 RPM network has had another video conference of its series this time focusing on the topic of “Motorsport Industry post COVID-19, perspectives generated by an organisational culture focusing on business models and business strategy”.

Speakers stimulating debate among the numerous participation of RPM members: Rodi Basso (Technology and business strategy advisor in Motorsport and beyond) and Paolo Aversa (Director of the MBA program at Cass Business School – London and researcher on Motorsport business strategy), moderator Riccardo Paterni.

The focus of the debate has been on approaches to manage at best the challenges set by the current pandemia and shape business development opportunties beyond it. This relates to both changes on organisational internal and external dynamics with the drive to utilise at best the levers of change that we can control.

In such regards external change can be analysed in relation to three factors: magnitude, frequency and predictability (all help us to frame present context and also make at best projections towards the future).

The operational and strategic approach to take focus on 5 key steps: 1) focus on health and safety; 2) focus on consistent meaningful – facts and data based – dialogue with personnel, clients, suppliers, reachable regulatory bodies; 3) focus on strengthening competence relevant to data gather, interpretation and use for decision making; 4) develop methodical ways to plot and shift dynamically different scenarios impacted by key variables; 5) develop the ‘so what?’ Strategic mindset relevant to the scenarios shaping up different business models and set the habit to refocus and refresh the scenarios and linked strategic approaches with a more frequent and consistent timing.

We have dialogued about the fact that this kind of approach can be fundamentally taken by any organisation also the small ones leveraging upon the tools, means and networks that are reachable: it is the entrepreneurial mindset geared towards finding opportunities for growth and development that makes the difference.

In terms of opportunities we have dialogued about three key main areas relevant to the Small and Midsize Enterprises as the ones that form RPM: 1) visibility: it is possible to gain public visibility if we manage to become involved in production of product / services useful to manage the pandemia; 2) time for action: because of the lockdown now more then ever we have the opportunity to focus methodically on strategy development; 3) time for change and evolution: the methodical strategic focus leads companies to better identify and leverage upon the very own competencies. It is important to note that we are not pointing out simply technical competencies, better yet also relational competencies, access to enabling networks, mix of competencies that enable the strategic and operational business in fields technologically related to Motorsport. In this regard we need to remember that Motorsport itself, by its historical roots, sprung technologically and in terms of business development from fields such as automotive, aviation, aerospace.

All in all it was pointed out that any strategy elaboration must leverage itself from the key foundations of vision, mission and values that comprise the unique identity of the organisation and set the essence for its development. Internal and external circumstances may sway the original trajectory but once that the ultimate engaging purpose of the organisation is well clear and defined strategy, through the perspectives above indicated, it becomes generated as a direct consequence.

The debate has continued with some concrete examples on how RPM companies are tackling the current complexities. What emerged is a proactive sense of drive set to find solutions for development leveraging upon consistent dialogue with clients, suppliers, federations.

RPM renews and strengthens its commitment to these strategic developments (essential part of the vision, mission and values set and declared openly since the very beginning of this project ).

We thank Rodi Basso and Paolo Aversa for their inspiring participation to the conference and we are working towards further shaping with them operational ways to implement for RPM members what we debated during the conference.

In the meantime the series of RPM virtual debates will continue with an upcoming conference featuring Pim Van Baarsen CEO of the Silverstone Technology Cluster and Tim Angus RPM representative in the UK. We will learn about the activities the Cluster is organising to face these complex times and learn how we can possibly establish operational and strategic ties with it. Stay tuned for updates.

We thank Cifa Italia for providing the techological tools to enable these RPM conferences.

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Drivers for a reality lived afresh inspired by meaningful conversations I listened to

I find very powerful the Instagram lives organised by Bologna Business School introduced this week by Andrea Pontremoli: he engages friends entrepreneurs and public personalities to share thoughts about what we are going through during these days. It is a powerful way to reset our mental models towards some key foundations that make a difference in terms of a better society and, almost as a consequence, better more sustainable business (in actuality the focus on business itself takes a backseat during these conversation and this is what makes them so powerful in stimulating liberating enlightening thoughts and actions). 

A few days ago Pontremoli engaged in a conversation with Guido Barilla CEO of the world famous food company. The emotionally charged meaningful dialogue focused on key harsh historical paths of change and development that Italy went through in the past while shaping a better future for itself. A strong humanistic commitment to value adding actives surfaced as a key corner stone of sound social and business practices: no matter what kind of external changes and disruptions any organisation, as any community, must always have clear in mind the foundations of vision, mission and values that represent a key reference stepping stone and trajectory of development. 


Yesterday, April 11th 2020, Pontremoli dialogued with Brunello Cucinelli, founder and CEO of the world famous luxury cashmere fashion brand originating from the medieval village of Solomeo in the Umbria region. Cucinelli instantly brought us in a unique almost mystical humanistic atmosphere inspired also by the XXXIII century tower he lives in. He is renown for the historical and philosophical studies he constantly quotes and relates to today’s society and business with a mindset of consistent enlightened positivity rooted in the wisdom of his farming roots. The conversation developed on a deep level of thought linked to an inner dimension of awareness and wonder connected to Nature. It was almost comical to realise how many people tried through their comments to steer the dialogue towards ‘what’s next for the fashion business’ ‘what’s next for business in general’, Pontremoli and Cucinelli continued to focus on a much more profound connection to the fundamentals that make anything else happen, change, evolve.

I like to share with you some conceptual notes that I drew from such dialogues; conceptual notes that can assume different meanings to us; yet to me represent some key stepping stones to a renewed afresh sense of reality that historically today we have the opportunity to share and contribute to shape.

Education beyond Training 

The ‘Why’ beyond the ‘How To’

Driven by Hope instead of Driven by Fear

The tremendous far reaching power of being a humble good person

Harmony with Nature beyond Sustainability 

Thanks to the Bologna Business School for the initiative and to Andrea Pontremoli for giving us the opportunity to share such thought provoking moments with his friends. Past and upcoming live conversations available at .

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RPM network focuses on financial solutions to overcome the slowdown caused by the pandemia and grow beyond it

On April 2nd 2020 RPM Motorsport network has organised a special video conference event for its members on the topic of financial channels integrating the traditional banking ones. Riccardo Paterni has moderated the conference.

The event has been organised in order to satisfy the cashflow current and upcoming needs caused by the present pandemia emergency and beyond: fuelling the growth needs of the companies comprising the network leveraging upon RPM’s overall project identity.

Pierpaolo Vannucci, RPM Board Advisor and network CPA, has introduced the CEO of Frigiolini & Partners Merchant, Leonardo Frigiolini, in making an involving and effective presentation tailored to the needs relevant to the characteristics of RPM companies. We will share updates regarding the developments of this project.

The conference is part of a series of virtual meetings that RPM is organising to provide ideas, perspectives and tools to overcome the current business challenges caused by the pandemia and at the same time contributing to shape the upcoming motorsport industry future.

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Successful talented driver, engineer and entrepreneur: Bruce McLaren legacy lives on

Bruce McLaren not only was (and still is at statistical record), one of the youngest F1 talents and winners; he was the last F1 driver to win a Grand Prix driving a car carrying his name and developed also thanks to his engineering degree and skills. Besides that he was also an ambitious successful motorsport entrepreneur  winning key races and championships in Europe and the USA while competing in several categories with his own cars at the same time and even making his very own road supercar prototype. Too bad that all of this ended tragically too soon. Yet is legacy lives on strongly. This book tells a behind the scenes story about it all.

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