Softplan is an IT Brazilian firm specialized in the development of ERPs (Enterprise Resource Planning) for the private and public sector. It is organized in three main Business Units, each one operating in a different market: Construction, Justice and Public Management. The staff consists of 1,500 employees and its headquarters are located in Florianopolis, the capital city of Santa Catarina’s State, Brazil, a strategic location given its highly developed innovative and technological ecosystem. Moacir Marafon is one of the founders of the company and the Public Management Business Unit’s CEO. In 2015 he perceived that his Business Unit was like a slow giant in comparison to the digital start-ups that are everyday disrupting the Brazilian public administration. The company had to keep its big size, but at the same time needed to absorb some of the attributes of those start-ups, namely creativity, speed, bias for action, flexibility with risk, and radical collaboration. He then decided to undertake an innovation-learning journey, which brought him to Silicon Valley. During that trip, he got in touch with an innovation-driven culture based on human-centeredness, creativity and collaboration. Upon his return to Florianopolis, Morafon decided to take up the challenge of changing the organizational culture of the company. To pursue his vison, “innovation” was introduced as internal process in the strategy map 2016-2020. In order to develop the innovation culture within the Public Management Business Unit, it was created a division to promote an internal innovation programme Inova Agora. The programme has a highly dedicated/motivated team that is aligned with the corporate strategy, which is based on four main pillars: Intrapreneurship, Design Driven, Data Driven and Mentoring. Given the innovation strategy and the macro-structure of the program, the challenge faced by the Inova Agora Team deals with the implementation and control of projects able to shake the organization and promote a deep cultural change. The most critical issues that needed to be addressed are the employees’ engagement and the measurement of results.
Softplan è un’azienda IT brasiliana, specializzata nello sviluppo di ERPs (Enterprise Resource Planning) per il settore privato e pubblico. L’azienda è divisa in tre Business Unit, ognuna dedicata a uno specifico mercato: Edilizia, Giustizia e Gestione Pubblica. È una grande impresa con più di 1500 dipendenti, la cui sede centrale si trova a Florianópolis, la capitale dello stato federale brasiliano Santa Catarina, una posizione strategica considerando il grado di sviluppo dell’ecosistema di tecnologia e innovazione. Moacir Marafon, uno dei tre fondatori dell’azienda e CEO della Business Unit di Gestione Pubblica, conosciuta come UNGP, nel 2015 ha intuito il gap tra la struttura interna dell’azienda e l’ecosistema di innovazione circostante. Le startup che popolano l’ecosistema di Florianópolis ogni giorno innovano radicalmente il mercato della gestione pubblica brasiliana. Softplan, senza perdere scala, aveva bisogno di assimilare alcune caratteristiche fondamentali tipiche di una startup, come creatività, velocità, predisposizione per l’azione, flessibilità e collaborazione. Per identificare una soluzione Moacir Marafon decise di intraprendere un viaggio a scopo educativo nella Silicon Valley dove si è trovato circondato da un ecosistema dominato da una cultura innovativa basata sulla centralità delle persone, creatività e collaborazione. Una volta tornato a Florianópolis la decisione cruciale è stata quella di affrontare la sfida del cambiamento culturale, motivo per cui il piano strategico 2016-2022 vede l’introduzione dell’Innovazione come processo interno. Con l’obiettivo di sviluppare una cultura basata sull’innovazione, la Business Unit di Gestione Pubblica ha introdotto una struttura dedicata, un programma di innovazione interna chiamato Inova Agora (che significa “Innova Adesso”). Inova Agora ha un team dedicato, è allineato con la strategia corporativa ed è basato su quattro pilastri: Intraprenditorialità, Design Driven, Data Driven e Mentoring. Una volta definite la strategia e la struttura del programma di innovazione interna, la grande sfida che si trova ad affrontare l’Inova Agora team riguarda come implementare e poi controllare dei progetti in grado di raggiungere un cambiamento culturale. Le questioni più critiche che si presenteranno riguardano il coinvolgimento attivo dei dipendenti e la misurazione dei risultati.
Cultural change to survive. Case study of Softplan
BALLABIO, GIADA
2016/2017
Abstract
Softplan is an IT Brazilian firm specialized in the development of ERPs (Enterprise Resource Planning) for the private and public sector. It is organized in three main Business Units, each one operating in a different market: Construction, Justice and Public Management. The staff consists of 1,500 employees and its headquarters are located in Florianopolis, the capital city of Santa Catarina’s State, Brazil, a strategic location given its highly developed innovative and technological ecosystem. Moacir Marafon is one of the founders of the company and the Public Management Business Unit’s CEO. In 2015 he perceived that his Business Unit was like a slow giant in comparison to the digital start-ups that are everyday disrupting the Brazilian public administration. The company had to keep its big size, but at the same time needed to absorb some of the attributes of those start-ups, namely creativity, speed, bias for action, flexibility with risk, and radical collaboration. He then decided to undertake an innovation-learning journey, which brought him to Silicon Valley. During that trip, he got in touch with an innovation-driven culture based on human-centeredness, creativity and collaboration. Upon his return to Florianopolis, Morafon decided to take up the challenge of changing the organizational culture of the company. To pursue his vison, “innovation” was introduced as internal process in the strategy map 2016-2020. In order to develop the innovation culture within the Public Management Business Unit, it was created a division to promote an internal innovation programme Inova Agora. The programme has a highly dedicated/motivated team that is aligned with the corporate strategy, which is based on four main pillars: Intrapreneurship, Design Driven, Data Driven and Mentoring. Given the innovation strategy and the macro-structure of the program, the challenge faced by the Inova Agora Team deals with the implementation and control of projects able to shake the organization and promote a deep cultural change. The most critical issues that needed to be addressed are the employees’ engagement and the measurement of results.File | Dimensione | Formato | |
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https://hdl.handle.net/10589/139355