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the case of Mo.Ve for sustainable mobility in metropolitan areas

Improving the quality of organisational decisions and accelerating their implementation:. the case of Mo.Ve for sustainable mobility in metropolitan areas. Toni Muzi Falconi Methodos S.p.A. – www.prconversations.com FERPI LUMSA University (Rome) New York University (New York)

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the case of Mo.Ve for sustainable mobility in metropolitan areas

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  1. Improving the quality of organisational decisions and accelerating their implementation: the case of Mo.Ve for sustainable mobility in metropolitan areas Toni Muzi Falconi Methodos S.p.A. – www.prconversations.comFERPILUMSA University (Rome)New York University (New York) Thursday, 28 June 2007

  2. What is Mo.Ve ? researching defining advocating public and social policies for sustainable mobility in European metropolitan areas www.move-forum.net

  3. develops the Association organises initiatives promotes international relations supports scientific activities What does Mo.Ve do ?

  4. International Forum in Venice Meetings with EU institutions Scientific Workshop National events What does Mo.Ve do ?

  5. listen understand interpret attitudes expectations opinions What does Mo.Ve do ?

  6. Why does Mo.Ve do it ? because it wants to have a say

  7. Why does Mo.Ve do it ? to encourage DIALOGUE & CONFRONTATION

  8. “We are called to have a better understanding of the issue as a whole, to understand the motives of one another, the reasons-why of the different stakeholders of mobility. Each one of us have at heart the same problem: the solution of liveability in our cities”. Franco Lucchesi – Mo.Ve PresidentNovember 2006

  9. Any questions, so far ?

  10. More in general … An organisation defines: mission vision strategy valuesrulesbehaviours specific objective … and should listen before taking decisions

  11. improving the quality of the decision accelerating the implementation two main reasons 1 organisation may decide whether to integrate expectations into the final decision …or, step back and rethink options…or, proceed in any case… 2 if the organisation decides to integrate some expectancies – stakeholder group will support the pursuit or at least reduce hostilities… and … the organisation will be more aware of potential resistance

  12. has maintains needs to exercise Nonetheless, organisational leadership its discretional power of decision

  13. How ? Adapting existing research tools to a true understanding of stakeholder expectations, in order to: Revise the communication to stakeholder needs lead the organisation to change itself

  14. Modifying external scenario. Modifying organisation internally. Operative role Strategic role

  15. One step back … Mo.Ve has advocated since 2003 stakeholder relationship management.

  16. Operative role Strategic role Modifying external scenario. Modifying organisation internally.

  17. Some refining… a. Segmenting active / potential stakeholders from: issue influencers end users opinion leaders b. Measuring and evaluating dynamics of content impact quality of relationships

  18. Thank-you. Toni Muzi Falconi tonimuzi@methodos.com www.prconversations.com

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