Explo­ration is a three-dimen­sion­al move­ment that is accom­plished through:


• The orga­ni­za­tion, to peruse con­sol­i­dat­ed or emerg­ing skills per­tain­ing to each cor­po­rate role and func­tion, thanks to the con­sol­i­dat­ed orga­ni­za­tion­al cul­ture


• The mar­ket, to inves­ti­gate thanks to cross-indus­try expe­ri­ence and dai­ly busi­ness intel­li­gence activ­i­ties, indus­try trends, pecu­liar­i­ties as well as cross-fer­til­iza­tion oppor­tu­ni­ties to increase one’s com­pet­i­tive­ness


• The per­son, to know the Human beyond the act­ed role. Since the ulti­mate goal of the com­pa­ny is found­ed in the encounter between the man­ager’s intrin­sic moti­va­tions and the cor­po­rate mis­sion.


Explor­ing these three dimen­sions is the only way to sup­port the com­pa­ny in its evo­lu­tion, pro­ject­ing it into the future, start­ing from the choic­es made today.

Research and Selection

Look­ing for the Per­son for your Valu­able Com­pa­ny

Industry driven

Responds to require­ments raised by the com­pa­ny to choose its man­agers, con­sis­tent­ly based on the strate­gic goals to be pur­sued, in increas­ing­ly com­pet­i­tive mar­kets. Thanks to a con­sol­i­dat­ed cross-indus­try expe­ri­ence, we return insights aimed at guid­ing the best choice through the analy­sis of direct and indi­rect com­peti­tors.

Role complexity

Responds to require­ments raised by the com­pa­ny to iden­ti­fy the “right fit” by offer­ing ways of inter­pret­ing the orga­ni­za­tion and its role com­plex­i­ty at dif­fer­ent angles, from senior man­agers to c‑suites, pro­mot­ing a most con­sis­tent choice among results to be achieved, and also orga­ni­za­tion­al impact.

New role for challenges

Responds to the volatil­i­ty of an ever-chang­ing world, to which the com­pa­ny responds with new busi­ness mod­els, new orga­ni­za­tion­al arrange­ments, there­fore new skills and new roles, most­ly still not exist­ing as such or very embry­on­ic, with­in orga­ni­za­tions. We accom­pa­ny the com­pa­ny in under­stand­ing the new needs and, through our three-dimen­sion­al method, in dis­cov­er­ing the Evo­lu­tion­er to over­come new chal­lenges.


A broad and struc­tured pic­ture in the ser­vice of the most com­plex choic­es. A mosa­ic of indi­vid­ual or mutu­al­ly embed­d­a­ble solu­tions in response to each spe­cif­ic require­ment.

Role mapping

A detailed map­ping in a 360° overview of the role, by ana­lyz­ing orga­ni­za­tion­al posi­tion­ing, remu­ner­a­tion, pro­fes­sion­al expe­ri­ences and aspi­ra­tions.

Organizational mapping

A com­par­a­tive analy­sis between func­tions and/or roles inside mul­ti­ple orga­ni­za­tions.

Culture mapping

An analy­sis focused on the orga­ni­za­tion’s cul­ture, its lead­er­ship pat­terns, its pur­pose, and how it is act­ed upon.

CV mapping

Sup­port­ing the com­pa­ny in strate­gi­cal­ly read­ing and man­ag­ing the poten­tial and oppor­tu­ni­ties already avail­able in-house, from a broad­er tal­ent strat­e­gy per­spec­tive. Start­ing with the active and pas­sive data­base in its pos­ses­sion.


A com­pass for nav­i­gat­ing the Evolv­ing world

Market analysis

A snap­shot of a mar­ket in motion, by con­sid­er­ing the fac­tors con­tribut­ing to busi­ness suc­cess in such flu­id­i­ty. Who are the mar­ket lead­ers, who is enter­ing the mar­ket, who is lead­ing com­pa­nies and with what lead­er­ship style, what mis­sion and cor­po­rate pur­pose, win­ning busi­ness mod­els, suc­cess and fail­ure case-his­to­ries, trends and inno­va­tions in the field.

Competitor analysis

An analy­sis of the com­pet­i­tive lever­age, drawn by direct and indi­rect com­peti­tors on the orga­ni­za­tion­al front (struc­ture, set-up and posi­tion­ing).

Salary benchmarking

A dynam­ic analy­sis of the salary lev­els of one or more com­pa­ny roles in com­par­i­son with com­peti­tors or out-of-indus­try real­i­ties, depend­ing on the com­pa­ny’s strate­gic goals, and in sup­port of a ratio­nal and com­pet­i­tive employ­ee reten­tion.