TITLE: The ART of Decision Making at Board Directors level during the last turbulent decades has been

measured by their PARADIGM SHIFT (PS)

I’d the privilege to see accomplished in a broad spectrum of Industries and Institutions.

KEYWORDS

Action Learning or Experimental Researches, Paradigm Shift, The Art of Decision Making Process, Strategy, Accreditation and Certification of the new behaviors and Skills learned (Paradigm Shift)

ABSTRACT

§ The Mother of all Challenges during the last four turbulent decades should have been the Paradigm Shift (PS) ! In fact although everybody recognize in that Shift the determinant key factor to accomplish the Paradigm Change, unfortunately very few know the practices to perform its completion.

§ More than 35 years SEQUENCE of PS’s Accomplishments herewith shared DEMONSTRATE the GROWING ADDED VALUE IMPACT GENERATED by the Ac-tion Learning or the Experimental Researches (AL or ER) I’ve been leading working side by side with forward-looking Board of Directors in a broad range of in-dustries since their inceptions: the early 1980 on. The AL or ER was the trying out of the new ideas or methods in order to evaluate the Client’ impacts.

§ In each industry the BoD became the Actors who made flourishing from within their rapid and motivated INTERNAL RESPONSE to the outside challenges of the 2nd oil crisis (1979-1984). By SHIFTING THEIR DMP the Directors testify they were ac-countable for being the Artists of their Corporate Responsibility Decision Making (CRDM).

§ This artistic Shift from within was made possible because, as the Advisor, we practiced a deep change in the mainstream Consultant-Client relationship based on the recommendations prescribed from the outsider Consultant. Our focus was crea-ting the necessary conditions that made possible the response cultivated from wi-thin and see it growing.

§ That response became a reality because of a simultaneous encounter: on one side, the Board Members never ceased to search that “invader” they were looking for in vain; on the other side was me, ready to play the new game having decided wasn’t delayable anymore! Once met we became teammate on the same adventure path with a Clear End Result: the internal PS at Board and Top Level as measure of the evolutionary Socio - Cultural - Organizational changes.

§ So we became the provider of all the determinant ad Hoc Actions (Advisory, Trai-ning, Coaching and Mentoring on key issues not available on the market) thanks to the cultivation and assistance we delivered from the outside.

§ The Shifts have been requesting simoutaneus critical innovative practices and methodologies to respond to the following questions. Approaches and capabilities that we have forged for having: 1) the socio-organizational Changes implemented, 2) the Leadership and cultural changes in action.

§ Time Since the early ’80 the PS were accomplished during the shelf life of a Research & Selection project: around four months. As the BoD’s had to overcome the growing complexity of the family owned business issues the time needed for the PS became around two years

§ The light paths described by Prof Jerome Groopman during his distinguished Lec-ture ….“The Art of Decision Making: when experts disagree” together with the pro-foundly vivid articulated Medical Case-History Trillers go way beyond the Health Care System as the Paradigm Shift Case Histories will demonstrate.

§ In fact the 35 years P.S. Cases Histories demonstrate at least the following fin-dings:

1) the sequenze of the most complex of them were Accomplished all at Board Level

2) the average time lag for completion was swinging from 4 months to 2 years

3) the business contexts were including a broad range of industries showing the high intensity of the humans side

4) all of them are clustered in four Decision Making “Climbings” allowing the deve-lopment of pertinent solutions for the PS. The first was the DMP to attract CEO and Top Managers; the second the internal and external conflicts inside the Fami-ly Owned business of the Italian Capitalism; the third was the triple SHIFT SME, Stato Maggiore Esercito (the Army General Staff) Italian Ministry of Defense; the forth cluster regards the Institutions.

In so critical Transitions - as they are the PS - the continual personal assistance has shown to be the determinant factor that ended up motivating the BD to progressi-vely test their Paradigm Change and prosper in turbulent times.

The locution Paradigm goes back and remind us to the brain ! This organ being uni-versally recognized of vital importance for each individual is certainly of greater value in legal entities as Companies; Corporations and Institutions where it takes the name of Board of Directors, Entrepreneurs Founders et similia.

The CH within the two environments - the Healthcare and the Corporate - have been sharing NOT ONLY the same end result: the wellbeing of the person (the patient in the Healthcare case) and the well being of the legal Subject (always re-presented by individual subjects also in the case of Corporate Environments) but also by the same assumption: no brain no gain ! no pain no gain !

The SEQUENCES of Accomplishments

The first serie goes back to when the American Chamber of Commerce published a Cover Story storytelling the Paradigm Shift Case Histories real experiences accom-plished in the midst of the 1982 tsunami stagflation (Cover Story Att N°1)

Let’s go into the ACC to understand what the Clients say about tre Case Histories: their Accomplishment and their Impacts. The Cover starts introducing Dr Cesare Salvaggio

Cover Story - Salvaggio short CV al Nov 1982

Cesare Salvaggio General Manager Heidrick and Struggles Italia, Partner and Member of the Operating Board Heidrick and Struggles Inc.

Graduated in Economics at the L. Bocconi Uni-versity in Milan, he starts as Account Executive at CIRM (International Centre for Marketing Research) he carries out analyses to evaluate the cost/benefits of alternative areas of in-vestments (Esso Italia); to measure the prod-uct and company image of national and in-ternational industrial companies (1968-1971).

From 1971 to January 1982 he was among the founding members engaged in launching the Hay Italiana SpA (1971-1975) as Client Direc-tor accountable for dealing with organizational analysis and diagnosis, job ranking; assess-ment of managerial potential and perfor-mances, introduction of incentive practices and policies for top managers.

From 1975 to 1977, as Founding Manager of the Organization Dept, he was accountable for coordinating the Team devoted to conceive and implement new socio-technical restructuring processes of both industries: the technology intensive capital and the fast moving consumer goods.

From 1978 to 1980, as Deputy General Manager, he was the founder of Gamma In-ternational focused in strategic and operational marketing interventions, as indus-trial reorganization.

CUSTOMERS EVIDENCE N* 1

Max Mayer Duco: Integrating the new manager into the company culture

A central point of Heidrick and Straggles' advice for identifying people who can hold key positions in the company is to get to know the strategy and culture of the client company.

<<In the repeated selections that Ce-sare Salvaggio and his team have made for us, his greatest contribution has been precisely that of identifying managers who are complementary to our culture, able to fit evenly and to sow seeds of development>>, (Note 1*) points out in this regard Dr. Gian Battista Savini, CEO of MaxMayer Duco S.p.A. << In ad-dition, the type of professionalism ex-pressed by Heidrick and Struggles does not accept a general request from the customer to have a new manager who is <<the best>> on the market, (Note 2*) but forces the customer to express what are really the key requirements for the new position to act successfully in

the business environment in which it is called to operate. In short, the consultant has forced us for each research to define exactly what is meant by <<better>>. <<Heidrik and Strugglesci has repeatedly provided considerable help in under-standing more exactly what the personal and professional characteristics were re-quired of the manager we wanted to go through>>, says Dr. Mario Corrias, director of personnel of MaxMayer Duco.

<<It is a consultancy intervention that sometimes reserves surprises, because it forces to correct the focus on the managerial needs of a company both in the phase of defining the set of characteristics of the character to be attracted and in the phase of selection. The interventions of Salvaggio have also allowed us to build a very rigorous evaluation model>>

(Note 1*) ACCOMPLISHMENT

(Note 2*) IMPACTS

CUSTOMERS EVIDENCE N*2

Citibank: don’t hire without precise strategic choice

City Corp, which was the first international banking group to enter the Italian market in 1962, moved just as early in the process of diversifying from the bank's traditional activi-ties. One of the interventions Citybank com-mitted to Heidrick and Struggles testifies that even the time of to attract a High Manager must be well harmonized with the strategic choices, and if these are still alternatives in the course of evaluation, it is good to post-pone the hiring decision.

Dr. Marco Simonelli, Vice President of Citibank, says: <<The Salvaggio team has joined our group to define and solve the problem of strengthening the top manage-ment of a quasi-banking activity. After a careful analysis, focused on market trends, our positioning and our probable strategies, and thanks to the clarifications of the consul-tant, we came to the conclusion of postpon-ing the decision to include a few months, that

is, after we had defined the strategic choice to be taken in the face of the two op-tions that we were considering at that time >> (Note 1*)

Having brought arguments to move the decision was crucial for us; in fact, each of the strategic options influenced in a different way not only the characteristics that the manager had to possess, but also played an impact in the organizational struc-tures through which to operate. (Note 2*)

This has allowed us to make an internal choice consistent not only with our basic objectives, but also with the culture and governance of our group in the framework not only Italian, but also international. I judged the behavior of Heidrick and Strug-gles very serious and professional, especially since Salvaggio and his team are ded-icated exclusively to consulting for the identification and search of senior execu-tives. <<Beyond this case --" continues Dr. Romanzo Pizzo, Vice President of Citibank - "the speeches that the Salvaggio team has been called upon to make in our group allow me to say that the contribution provided by the consultant has al-ways been calibrated only on the technical expertise, but also on the personal skills and organizational behavior that, after all, are the determining factors of the suc-cess of an insertion >> (Nota 1*)

(Note 1*) ACCOMPLISHMENT

(Note 2*) IMPACTS

CUSTOMERS EVIDENCE N* 3

Harlequin Mondadori: the right man for the success of the joint venture (Note 1* )

Two years ago the joint venture be-tween Mondadori and Harlequin, one of Canada's leading publishing groups in the <<fiction>> sector, was just an idea and a project to operate jointly on the Italian market: today it is a suc-cessful reality (Note 1*)

<In a situation of demarrage, as it ap-peared in April 1980>>, explains Leonardo Mondadori, General Manager of Area Editoriale S.p.A.,

<<the choice of the man to whom to entrust the construction of this busi-ness in Italy was certainly the critical decision. Cesare Salvaggio's ability was to have been able to analyze the pecu-liarity of the sector in which the joint venture was operating, as well as the

joint strategies, and to have subsequently been able to set and design in a congru-ent way the criteria that should inspire the research. (Note 2*)

<<It is a consultancy intervention that sometimes reserves surprises, because it forces to correct the focus on the managerial needs of a company both in the phase of defining the set of characteristics of the character to be attracted and in the phase of selection. (Note 2*)

The interventions of Salvaggio have also allowed us to build a very rigorous evalua-tion model>> (Note 2*)

(Note 1*) ACCOMPLISHMENT

(Note 2*) IMPACTS

The Above mentioned CV is showing:

the privilege in being cultivated In multinational contests where each brand was the state of the art in in each discipline: the Marketing Researches; the Hay Evaluation Meritocracy System; the Gamma France Socio-Organizational Re-design and all of them were linked by the new Action Experimental Learning Approaches.

An methodological innovation that was changing the practices of the Managerial De-cision Making;

• The aggregate says also that at the end of 1979 my competency was being. de-veloped privileging the integration of the multi-disciplines while the main stream at that time was increasing the vertical specialization’s dimensions;

The Above mentioned CV doesn’t say:

In completing my University I ended up to privilege the Action Experimental Re-search instead of the University Research I received by the Chiarissimo Prof Inno-cenzo Gasparini, my beloved Dean at L. Bocconi University and Prof in Political Economy for whom I did my Research Dissertation; I was really willing to launch two start up company when the first and the second oil crisis stepped in the world-wide economy.

There I was attracted by the following facts:

• In 1974, when the first Tsunami invaded our economies my Boss ap-proved instantly my proposal to start up an Organization Dep where I be-come Architect and Re-designer of the socio-organizational-cultural changes. There I learned 1) the socio-economic consequences of wrong Decision-Making Process (DMP) in determining the candidate; 2) the causes of the wrong decisions: inconsistencies and dissonances of the DMP shape;..but also 3) the satisfactions coming out from

• At the end 1979 when the second Tsunami was starting its strong turbu-lence I was feeling ready to play my game in the stagflation arena of the DMP focused to attract CEO and Top Managers to the Client Organizations. So, even though I perceived this move a tough decision I took the courage convinced that the decision I matured wasn’t delayable anymore. So, I said yes to become the Founder and Partner of Heidrick and Strug-gles in Italy…having my Trojan Horse clear in my mind” giving me the courage to deal with the tsunami challenges. In front of the mentioned risks the potential gain was: revitalize and make flourishing a so critical DMP for the overall health of the organizations.

Transforming the restructuring projects from "products" (the Order of Service, OdS describing the changes) to "processes" in which I get involved the various levels of Managers in the ratios and arguments supporting the change to apply the strategy of the Trojan Horse that I had clear in my mind: to get in touch with the Top Deci-sion Makers and involve them directly in solving the set of problems existing in the DMP process to maximize the Final Decision.

COVER STORY …CONTINUE (ATT N°1)

Herewith follows Mr Salvaggio Abstract of his Vision fully expressed in the Article inside the Cover.

Therefore, the decision made to attract Managers for key positions are no less im-portant than those, for example, where Board Directors decide to adopt one tech-nology rather than another or to prioritize the strengthening of one market rather than another.

Looking at the concrete practices to decide on these issues, we can see the follo-wing trends: while for an investment in fixed capital the praxis that evaluate the cost-benefit of each alternative is acquired, for decisions relating to human capital, investing time, analysis and evaluation on the alternatives is much less a common practice. In my opinion, it is in this behavior that we find the reason for many er-rors in the decisions made to attract CEO and Top Managers ! The Case Histories in the ACC confirms the ability of the Directors to devote time and attention together with the Consultant to clearly define the <<mosaic>> of the position being sear-ched.

…..… the success or failure of the decision to attract the suitable candidate for that position depends largely on the degree of consistency between the set of skills / motivations of which the candidate is the bearer. The <<prius>> consists in under-standing what is <<a situation>> and what are the elements that contribute to de-fine it in a meaningful way.

Then the problem shifts to defining and evaluating the identifiability relationship be-tween the experiences/motivations of external candidates with the strategic guide-lines and the implicit evolutions in the company culture; precisely because it is the combination of these two systems that allows to characterize a certain situation.

In other words, it is also necessary to prefigure the consequences of the hiring, thinking that every decision modifies the previous structure of the managerial forces in the field. What matters is that the change is in the direction consistent with the objectives that you want to pursue, otherwise the net result of the changes at the top may be similar to that produced by the waters of rivers that irrigate the land or devastate the city depending on the direction they take.

The following testimonials, which are significant and representative of the common sensitivity of all our customers, tend to stress the importance that the expected de-velopments in the strategic system and those expected in values and behaviors were two references on which the process was made (analytical, interpretative, evaluative) that needs to be established to achieve successful results in the hiring of top managers from outside.

I would like to express, on behalf of the whole team, Luigi Colloredo, Federica Oli-vares, Rodolfo Slavi, Guido Venturini, who has carried out the research illustrated below with me, my heartfelt thanks to all our customers and one in particular to those who wanted to give the testimonies that follow. Thank you for their willing-

ness to share with the managerial and professional community problems that, by their nature, are delicate, often decisive and always confidential. Thank you for overcoming these values, which are the source of the higher meaning represented by the content of the experiences and by the world in which we have been able to face them and solve them successfully through a joint effort.

The SEQUENCES of Accomplishments

The second serie

This continues for 7 years with several roped groups where the companions of ad-venture are the shareholders and directors of some prestigious companies of Italian family capitalism: Ceriana Banca; RCS Group, Gruppo Coe-Clerici SpA; Gruppo Fratelli Averna; Gruppo Mantero Seta. For this cluster of Directors "accomplish-ment" has meaning:

- have eliminated or drastically reduced the continuous serious threats to the family business.

- Threats that were fuelled by the shareholders themselves with the enduring bias-es and serious internal conflicts between the Manager and the Directors (who added to the role of Shareholder also roles of Top Management). If the disagree-ments and clashes developed for the leadership of the company (the generational succession), the disagreements and the disagreements also extended on the pos-sible options to answer the question of the "diversification of the mix of products and markets”.

The “impacts” have seen:

◦ the biases destructured and dissolved; ◦ the fear faced and solved; ◦ the climate of trust and respect between the Shareholders initiated and-

consolidated ◦ the improved quality of life inside the Board Room created a Cascade im-

pact that increased the trust and the positive climate between the Shareholders and their Managers; the quality of relationships etc

The impacts mentioned above has created the new basic pre-conditions that have encouraged the CREATION of the INTERNAL RESPONSE also at the business level. This response has been implemented in compliance with the new codes, practices and rules and based on the Shareholders' Paradigm Shift has assured the Gover-nance SUSTAINABILITY ...which, in turn, has maintained its leadership in the com-petitive arena.

In this Second Serie The Coe Clerici Case History is just an example of the the Art of Decision Making in action (Att n°2)

The SEQUENCES of Accomplishments

The Second serie

ETAIROI HAS CREATED A WORLDWIDE REFERENCE FOR LEARNING ORGANIZA-TIONS.

SUMMARY

We will see, in fact, how starting from the Training of Trainers carried out with in-door-outdoor Training programs; developing the new Core-Competencies in 'Learn-ing Centers' designed ad-hoc; testing the 'Corporate University' and re-engineering the Training and Selection systems we have progressively built, in the relevant se-quence, the beam of the battens on which we have woven and warped the fabric of the umbrella: 'Leading by value'.

I would also say that the focus of this story can be representative of the new stan-dards that will tend to govern purchasing decisions, client satisfaction and client re-tention.

From this perspective the case history gravitates around:

⇨ to the new attitudes and behaviors that already characterize purchasing decision makers (clients) who address our industry with an expectation of value usefully us-able, tangible and measurable to support the effort of social and organizational transformations;

⇨ the importance that even though small doses of value (relevant competency) in-troduced from outside in the complex system-client have been able to feed a 'new strategy' (which differs from current practices) whose results the Customer has sig-nificantly appreciated for the active contribution made in the expected evolutionary direction. Metaphorically, even in complex contexts, a small dose of yeast con-tributes to fermenting the large dough.

I° THE CONTEXT OF THE CASE HISTORY

The client is the Army General Staff (SME) which, at the beginning of 1998, had to deal with the social and organisational transformations resulting from the transition from war missions to Peace Keeping missions in which all the F.A. of the Alliance countries are involved:

From this radical modification of the underlying tendency, they have descended:

1) changes due to the 'multinational nature of concentration processes':

(E.g. the Q.G. of the Alba Mission, as well as the Command in theatre, were com-posed respectively, limiting ourselves to the F.A., by the CSMD and the High Officers of 10 nations)

2°) the extensions of the F.C.S. in the command paradigm:E.g. the ability to man-age the conflict of war (the traditional profession) has been joined by the new skills required of Leaders to manage the processes of Peace Keeping (purpose of the pro-fession of today and tomorrow).

3) changes in skills that have shifted the key performances required of Leaders.

Until yesterday, the drivers of Change have been the transformation of systems (organizational, technical, technological) that were based on the assumption that they would drag the consequent expected behaviors.

II. TWO ASSUMPTIONS CAN BE MADE IN THE LIGHT OF BACKGROUND DATA

- as the challenge posed to Executives by the transformations of their context is more than significant, more difficult, compared to the challenges of a similar nature (paradigmatic changes) faced by colleagues in corporate contexts;

- how the overcoming of the challenge demanded from the Executives a 'superior response' measurable through that higher order of awareness required by the ex-tension of the paradigm of command.

III° THE PROBLEM POSED TO THE CONSULTANT

Telegraphically formulated: create the training-selective pathways to prepare and recognize the 'superiority of the response'.

Formulated with more articulation: to design the innovative and relevant Training/Training paths (Programs+Methodologies+Tools) that would facilitate the paradig-matic evolution, that would develop the higher awareness required by the extension of the skills in the command paradigm and that would allow their recognition in the selection processes.

HOW DID WE CREATE THE SUPERIORITY OF THE ANSWER?

THE HIGHER ORDER OF AWARENESS? THE PARADIGM SHIFT ? THE SUPERIOR PERFORMANCE? RESPONSIBLE AND WIDESPREAD LEADERSHIP?

1) CREATED THE TASK FORCE WITH INTERNAL AND EXTERNAL RESOURCES

2) IMPLEMENTATION: SEQUENCE OF RESULTS

3) The new generation of DIES/TSED practices was then put into operation and im-plemented.

(commercial interruption of intellectual property Etairoi) which has also produced articulated processes of Certification of competences and has created, first of all, in the Task Force, the internal use and manageability skills (training->coaching> men-toring>re-training).

4) The 4th phase started, like the first, with the formation of the new Task Force.

THE SEQUENCE OF RESULTS WAS THE EXPERIENTIAL PATH THROUGH WHICH WE HAVE:

⇨ DEVELOPED IN T.F. INCREASING LEVELS IN THE NEW COMPETENCY (CASCADE OF NEW KEY COMPETENCES);

⇨ GUIDED THE DESIGN, DEVELOPMENT AND IMPLEMENTATION OF PILOT PRO-GRAMMES THAT HAVE REPRESENTATED THE CAPACITIES OF USE (ACCREDITATION AND CERTIFICATION POROCYTES)

For example, in the first phase, by training the T.F. in the use of the Basic Disci-plines (D.D.I. Experiential Learning + C.Q.P. I. +...+...) we have: a) on the one hand, created the first Internal Team giving it the distinctive skills in the method-ological core-competencies; b) on the other hand, we have filled the vacatio of Learning Driven Programs without which it would not have been possible to develop in the Leaders the skills required by the new Leadership model (1st level).

This means that Programme Accreditation and Competence Certification have been built on the results (extraordinary in this case) obtained from three points of obser-vation: that of the 'Client-Satisfaction' (the participating Managers); that of the Neo-Trainers (who produced it) and that of the Testing Commission to monitor the convergence of the cited performances with respect to the institutional aims (effec-tiveness of the external Trainer in training the T.F., effectiveness of the Neo-Trainer in manoeuvring the new devices in relation to the ability to stimulate in the partici-pants the vision and creation of new meanings/values descending from the socio-organizational transformation).

The objectively created and measured value at the three levels of the players was the systematic reference that guided the decision-making processes of the Testing Commission that accredited programs, manuals and technologies and certified the internal skills.

The Leadership Academy - the contractual object of the second phase - was built as the relevant gym - space/time - where to train managers to discover the discipline (learning how to learn). Method, which had already demonstrated - in the first Phase - its ability to quickly help the participants of T.F. to share the new rules / de-vices that have governed the new experience, the story, which allowed the transi-tion from group to team by enhancing the new leadership skills at multiple levels (individual-team-organization).

SUMMARY OF IMPLEMENTATION

The reason for the study session is thus demonstrated: "how, in the context of F.A., we created a Learning Organization reference".

Demanding the complex Transformation a superior 'response' & Protocols explaining the superiority of the response the application we conducted at the S.M.E. offers the opportunity to consider an instructive story for:

⇨ to reflect on new attitudes and behaviours in the Customer's purchasing model;

⇨ manage the 'route' of similar processes (also useful for the competitiveness of our industry);

⇨ consider the new strategy to support, even in complex contexts, the response of internal customer resources in a short time. The strategy: a) focuses on the new role of Change Managers, true guardian angels of transformation capable of align-ing competencies with new values; b) confirms the prevalence of qualitative levers (innovation/integration, orientation to processes, protocols and sequences) over quantitative ones (quantity of resources invested; orientation to products/solutions prescribed by the outside world). In short, a small dose of yeast is sufficient to fer-ment the size of the dough.

The SEQUENCES of Accomplishments

The third serie is a triple Paradigm Shift

FIRST PHASE: I have learned two lessons until then (from 1968 to January 1980)

1) I discovered that serious errors in the management of major industrial groups referred to errors made in the choice of CEO to attract from outside! This lesson I learned in conducting some important reorganizations.

2) the skills acquired and the satisfactions gathered in being an architect and socio-organizational engineer have given me the readiness to enter the field on Feb-ruary 1, 1980 to put order to the PD aimed at attracting exceptional CEOs. The context of that decision was characterized by the socio-economic harshness (stagflation) that complicated the other conditions to me adverse: I was outsider - arrived last - in the market that in three years lost 50% of the research. In this Tsunami alongside BoD forward looking I created the set of conditions useful to the health of the DMP that had the PS flourished and accomplished at the BoD’s level in the PD aimed at attracting exceptional CEOs to overcome an unprece-dented crisis.

A success outside of every prediction that led the ACC to dedicate the Cover Story in Nov 1982 available in the Att 1 in its original version, as well as in the English one. The three CH are instead anticipated below because they immediately give the meanings actually perceived and witnessed by the forward-looking Clients in rela-tion to the ACCOMPLISHMENT and IMPACTS ! Some of my observations complete the values built by the experience with the Board Members ! Among the Impact, it should be remembered that biases have been eliminated first of all (attracting the best candidate on the market; the candidates to be attracted must come from the sector, etc.) key references have been created that have defined the tracks of the Research and facilitated the Customer decision. Among these, it is key to remember that I was able to fulfill the prophecy of the Trojan Horse. In fact, I used the Re-search Process (like the horse) to train and guide the Decision Makers step by step to make the leap to Paradigm Shift: Corporate Responsibility towards themselves.

WRITER: Cesare Salvaggio

ART DIRECTOR: Giorgia Iacone