I listened to the interview with Marchionne Last night (Oct. 24), Marchione by Fabio Fazio to "time ago." A Lord calm, calm eyes looking deep inside. A clean and simple reasoning. Certainly no doubt about its vision. If anything, a thousand doubts on the other: from Italy to the trade unions as a whole. Contemporaneamente grande fiducia nella sua gente: la maggioranza di coloro che lavorano per lui (sostiene che solo il 13% dei dipendenti FIAT sono iscritti alla FIOMG-GCGIL) sono dalla sua parte ed è loro il merito del successo della FIAT. Non è che il suo racconto non sia stato efficace. Anzi, è sembrato linearmente indiscutibile: la competizione ci costringe a cambiare il nostro modo di lavorare e anche il nostro modo di essere complessivo. Se non accettiamo questa sfida di cambiamento non possiamo più fare i metalmeccanici. Poi aggiunge, rivolto alla sua gente: datemi una mano in questo cambiamento, così da diventare competitivi almeno come i nostri concorrenti europei e io I pledge to bring salaries to the level of the operators of our own competitors.
At this point, Fazio has also raised the white flag: ok he is right. In reality applications Fazio were always friendly, almost subdued by the charm of the man who dared and won.
I do not think he's absolutely right Marchionne. He's right too. Just as they are right so-called extremists. And even those who swing between these two poles. But how is this possible? They all say different things, as opposed ...
Here first propose a general rule: you can not resolve a conflict by giving a reason for either party. Or start a grueling negotiations where the end result is an agreement in which each of the downward each party gives up something he considers vital. It can not wait to find an opportunity to renegotiate the compromise that judges, perhaps inevitable, but unjust.
This resolves the conflict beyond both positions and building a synthesis that must go beyond the hopes and dreams (because they all have hopes and dreams) brighter.
But is it really possible to overcome the positions today? Not only possible, but it is only right to do so because they are both daughters of a world that no longer exists. Yes, even those that seem FIAT technically and strategically unassailable ...
The reader prepares for reasons that were simple and brief. Do not expect invective against one or against another. Expect a new proposal that could resolve this and many other conflicts that have exploded in and explode As the crisis of aging of our production system and our society progresses. Here's my reasoning ...
Fiat is using that che, credo, si possa definire la “Ideologia Manageriale Ufficiale”. Suona più o meno così.
A cosa servono gli Operatori in una impresa manifatturiera? Che diamine: servono ad “operare”. Cioè a fabbricare. Nel caso specifico: a costruire automobili, soprattutto
E il mercato dell’automobile come è? Ma è caratterizzato da una competizione globale e durissima. Tanto che nel mondo sopravvivranno, nel prossimo futuro, solo pochi produttori globali: quelli che sapranno produrre meglio. E per produrre meglio esiste una metodo solo definito “World Class Manufacturing”.
Bene, se si parte da questi presupposti , cioè se si accetta la IMU (ma sì, la Ideologia Manageriale Ufficiale) non si cava un ragno dal buco. Non c’è niente da fare. Gli Operatori di Pomigliano non possono che accettare l’accordo proposto dalla FIAT perché la FIAT non può permettersi nessun altro accordo.
E i sindacalisti? Be’ tanto più sono sindacalisti “duri e puri” tanto più non possono che tentare di ribellarsi, anche se questa ribellione appare irragionevole. Ad una ideologia manageriale ufficiale si contrappone una Ideologia Sindacale Ufficiale . E the two ideologies inevitably collide. And clashing reinforcing: the current Rossini crescendo of conflict.
Fortunately, the two ideologies that clash can be overcome. The ISU does not live a moment of glory. E 'forced to hole up in an antagonistic position to the bitter end that seems very abstract to quello'operaio (Pasquale Amendola, as reported by Mariano Maugeri on Sun Sunday, June 30) now takes 800 Euro with the IGC and, tomorrow, returning to work accepting the "pact Marchionne" and the 120 hours of overtime or take 1800.
By now seems not only winning, but the only possible to the IMU.
Then we start to see why this is necessary to overcome it and how to overcome. A first observation of a general nature, is that no ideology (single thought, inevitable, etc..) Can have a monopoly on reality. And then you must make a second less general, but more relevant. When the market in some form is any single way of thinking, this is the moment in which will create an outrageous thought that sbaraglierà all those who are lying in that single thought. This obviously applies also to the single thought that is the blind faith and absolute model in the "World Class Manufacturing."
E’ più di trent’anni che questa dinamica è evidente a partire dalla batosta presa dall’IMB quando ha seguito l’ideologia unica dell’informatica centralizzata. Senza rendersi conto che essa poteva (doveva) essere superata come doveva essere inevitabilmente superata la visione del mondo gerarchica che la sosteneva. Favore di una società, di imprese, meno gerarchiche e più reticolari.
Partendo da queste osservazioni, che ci mettono in guardia da tutte le ideologie, comprese quelle strategiche, rileggiamo criticamente la IMU.
Il mercato dell’auto è so competitive because everyone believes that the role of functional and social car can not change. In essence, they all seem to believe that human civilization has arrived, as personal transport, at the end of its evolution, we have learned to be desired, build and use this type of car this way and we will do so until the end of time. Or shutting down of the sun. Or, more likely, the exhaustion of oil.
Today it is only right to begin to imagine a new use and a new sense of personal transport and the car which is the main instrument. If you leave the old ideology of the car, then you begin to design a completely new car. And the competition is trivially avoided: the others to remain "leticia" do better in the car have less meaning and, therefore, will be sold and paid less and less.
But Fiat has begun a process of innovation to the car, I can argue. I believe, however, that has tended only to technological innovation (eg innovation in the engine because it pollute less and consume less). It has tried a unique stylistic innovation "strong" with the '500 that Riccardo Ruggeri (Author of the beautiful, though still too full of IMU, booklet titled "Word of Marchionne) has called" a post-modern subject, which is designed since birth to be a cult "(p. 97). But a post-modern subject has the lightness of the post-modern does not propose much less actualized new meanings and styles of living. The new '500 is only in memory similar to that old '500, so that, for better or for worse, has been able to raise a new company.
Stated differently: with technology and style does not revolutionize the market. You breathe some fresh air into the atmosphere foul of the competition, but no one escapes, or you can domarne the continued escalation that leads to having to live in a business environment of unreasonable harshness.
But how can revolutionize the market? Find a product system (a system, not just one) that would be the symbol of a company near future, better than the current one? How did all successful entrepreneurs.
Again, the IMU has become involved and wants to suggest the road. FIAT should enlist the throngs of market researchers to understand how the car is and its significance in the future. And then, a host of creative, the most "strange" and possible alternatives. But his suggestion that the IMU has not been heard.
No car company has started strongly this research project. The research has been and remains essentially technological, and only instrumentally, socially. This challenge of seeking the meaning of harm, the new function and, therefore, the new structure would make car could have been started decades ago. We recognize, then, at least delays strategic.
What other way to innovate is now possible?
And here comes in the figure of the dance. To design a non-technological and social innovation is necessary to delegate this task to technology, sociology and market research, but to actors who, appropriately trained and assisted by technologists, sociologists and market researchers can more easily bind to the depths of society to build the new way of doing car.
who lives deep inside the belly of society (and in the case of the Fiat company of half the world) are just the operators. It is to them that, properly trained and guided, the process should give FIAT listening to the society and re-engineering capabilities and deep sense of self.
Con altre parole, la cosa nuova da dire è che si può e si deve reimpostare il problema strategico .
Non si tratta di competere seguendo leggi competitive auto costruite a causa della mancanza di coraggio progettuale. Leggi competitive che causano guai che si aggraveranno senza soluzione di continuità. Tutti sanno che due anni fa si è già tentata una rivoluzione. Si è chiuso lo stabilimento di Pomigliano per due mesi lo stabilimento, si sono avviate attività di ristrutturazione fisica e di formazione delle persone che sono costate più di 100 milioni. Ma sembra che i risultati non sia bastati. Oggi è necessario a further tightening of the quality of life and work that will cost 700 million. It will be the "final solution", the final investment? Of course not! Soon it will take a further course because competitors will not stand still. And so, following the dictates of the IMU (Managerial Ideology Journal) you start on a journey that will become every day more difficult. Also because the desire for a new type of individual transport and new tools to make it make it increasingly less attractive car manufacturers still believe that the tools of self-realization. Or worship.
This is to invent a new sense of self and a new feature in the third millennium . And this sense can be discovered, constructed, designed only by operators who live in the belly of society .
So set the strategic problem is no longer a problem but an opportunity . An opportunity to start building full of items at value of existing cars. Made by the same people who have inspired the design.
But how do you achieve this sogno ? Ecco servono una nuova cultura e nuovi metodi di governo (di management). Essi sono oggi disponibili, anche se praticamente sconosciuti. Derivano dalla scienze della complessità. Attraverso di essi è possibile davvero trasformare una classe esecutiva in una classe che prima progetta e poi realizza. E la classe dirigente in una classe che è capace di guidare processo di progettazione e di costruzione sociale. Che vanno bel al di là della partecipazione strumentale dei processi di produzione World Class.
Non si tratta di cercare il migliore dei mondi possibili. Si tratta di trovare davvero una soluzione al problema di sistemi industriali che si sono ficcati in conflitti senza soluzione.
These are enormous changes with a new alliance between the ruling classes and working classes are radically different.
Here should be added a further discussion. But the only hint that would lead us too far: the relationship with nature. It is certainly not resolved by non-polluting engines. If you try to spread among all the 6 / 7 billion people the same density of self that exists in Western society we would be faced with insurmountable limits: for example the raw materials to build the spaces where her travel with the fuel in them work. Then a revolution in the conception of private transport and the tools implementing it is not only urgent to avoid a devastating competition, but for serious natural and social reasons.
course along a road of this kind are neither Promethean managers, trade unions or of conflict. But the current manager will be able to become activators Promethean design processes and the social construction? Will the current conflict unions to participate in the coordination efforts of design and construction of the operative classes. For posterity will judge? No! All of us a firm commitment, wherever we operate in order to avoid ideological conflicts that build and build future growth for all.
