In these days, we are working on the next issue of the magazine Connessioni, which will be released at the end of the year. However, not all topics will relate to ISE. In recent days, I have gathered opinions and interviews on corporate governance topics for my next article, and from these initial exchanges, many interesting insights have emerged.
It is true that corporate governance is commonly associated with revenue targets and human resource management, but customer governance represents an equally fundamental element, especially in an ever-evolving technological context. Customer governance implies a proactive and collaborative approach, where we should not just respond to immediate requests but strive to take an additional step and guide the customer towards informed and sustainable choices, helping them formulate a strategic vision for the future.
In other words, we are talking about a shift from selling products to proposing solutions and opportunities. We are accustomed to understanding the offering of technological systems as the sale of a product or a series of products, at best a solution, but this more complex way of engaging with the customer moves us into the realm of intangible assets, services, and opportunities.
This brings forward a series of considerations at various levels: our way of working, the concept of added value, the training we have received and built ourselves, as well as the training we should undertake to keep pace with this important evolution, and the need to rethink the internal organization of our companies.
In other words, we are talking about a shift from selling products to proposing solutions and opportunities. We are accustomed to understanding the offering of technological systems as the sale of a product or a series of products, at best a solution, but this more complex way of engaging with the customer moves us into the realm of intangible assets, services, and opportunities.
This brings forward a series of considerations at various levels: our way of working, the concept of added value, the training we have received and built ourselves, as well as the training we should undertake to keep pace with this important evolution, and the need to rethink the internal organization of our companies.
We will discuss this in more detail in the next issue, but we can already start to reflect on these thoughts.
