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    Good Job
    Good Job
    Good Job
    Ebook37 pages19 minutes

    Good Job

    By Bruno Pantaleo

    ()

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    About this ebook

    'How to recognize a company that is innovative from a product perspective or because it adopts futuristic working methods and new relationships with workers?
    How to identify the main opportunities for innovation that are present in both master and managerial companies?
    Why, despite the obvious advantages, do so few support innovation and change?
    A small handbook that guides us through these questions and, above all, seeks to bring out a glaring reality: one must try to work for such companies.

    LanguageEnglish
    PublisherSimone Malacrida
    Release dateDec 17, 2022
    ISBN9798215833292
    Good Job

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      Book preview

      Good Job - Bruno Pantaleo

      Good Job

      BRUNO PANTALEO

      How to recognize an innovative company in terms of products or because it adopts futuristic working methods and new relationships with workers?

      How to identify the main opportunities for innovation that are present in both employer and managerial companies?

      Why, despite the obvious benefits, few support innovation and change?

      A small manual that guides us in these questions and, above all, tries to bring out a clear reality: we must try to work for companies of this kind.

      ANALYTICAL INDEX

      INTRODUCTION

      CHAPTER 1 – Who is it for: delimitation of the perimeter

      CHAPTER 2 – Product innovation

      CHAPTER 3 – Innovations of methods and organizations

      CHAPTER 4 – Innovation in private companies

      CHAPTER 5 – Innovation in managerial firms

      CONCLUSIONS

      INTRODUCTION

      How many of us have been employees of companies with innovative business or with newly conceived working methods?

      How many of us have personally experienced the practice of a working system that rewards merit and efficiency and that is in the interests of workers and, ultimately, also of the companies themselves?

      I think the answer is: few (someone could even sketch a hardly anyone!).

      And how many of us have seen the same companies being taken as a reference by the others?

      Few, right?

      Why aren't other companies using similar practices that can improve their productivity?

      Why don't they imitate those who are increasingly successful in making profits, growing and expanding?

      It's not clear why they don't.

      It's a contradiction in terms.

      Yet this contradiction is real.

      Tangible and within the reach of everyone's experience.

      In this small manual, little more than a brochure, we will try

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