Prefisso cellulare 337, a quale operatore appartiene?

«Non potevi controllarti»: le parole del padre di Filippo Turetta al primo colloquioJ&J week,ETF nella medicina del futuro le persone prima delle tecnologie di Adnkronos   12-07-2024 - 15:49 Link copiato #iubenda-cs-banner .iub_ts_bc:not(.iubenda-custom-content) *,#iubenda-cs-banner [class*=" iub"],#iubenda-cs-banner [class^=iub],.iubenda-tp-btn:not([data-tp-nostyle]){ 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(Adnkronos Salute) - I profondi cambiamenti che stanno investendo il mondo del lavoro orbitano attorno a due fuochi: le persone e le tecnologie. A questi temi e al rapporto che esiste tra essi è stato dedicato il talk ‘Human intelligence: le persone prima di tutto’ di Johnson & Johnson Innovative Medicine Italia, che si inserisce nel più ampio contesto della terza edizione della ‘Johnson & Johnson Week, Insieme verso la medicina del futuro’ che si svolge a Milano. “Mi piace dire che siamo una start up di 138 anni - afferma Mario Sturion, managing director di Johnson & Johnson Innovative Medicine Italia - perché, pur essendo una grande multinazionale, siamo organizzati in operating unit vicine al cliente e al mercato, con una certa autonomia. Guardando alle due divisioni di ‘Innovative medicine’ e ‘Med tech’, sono convinto che la robotica, l’intelligenza artificiale e la tecnologia siano i driver principali del futuro e Johnson & Johnson è leader in questo campo. La scienza e la tecnologia sono avanzate in questi anni e non sarà solo un farmaco a fare la differenza ma le tecnologie e i processi medicinali, penso ad esempio alle terapie cellulari”. Il ruolo giocato dalla tecnologia nel settore medico è certamente cruciale, ma per Sturion “la human intelligence dovrà essere preservata anche nel futuro, per questo oggi siamo qui”. Le persone sono infatti al centro anche dello statement che guida l’attività della farmaceutica: “il primo punto dice che la nostra prima responsabilità è verso i pazienti, il secondo - aggiunge il managing director - dice che i dipendenti devono stare bene quando svolgono il loro lavoro e il terzo che ci impegniamo a favorire lo sviluppo del Paese e del territorio in cui operiamo. Inoltre, per favorire l’ascolto della voce dei pazienti, troppo spesso non ascoltata, abbiamo lanciato in Italia la Patient Association Academy, coinvolgendo un vasto numero di associazioni pazienti”. Secondo Giuseppe Morici, vicepresidente del Gruppo Feltrinelli, “le organizzazioni più intelligenti”, si stanno “ponendo l’interrogativo sul significato della propria azione, che è forse la domanda da cui dovremmo ripartire tutti. Non solo il modello del lavoro ma l’intero sistema produttivo vanno ripensati, così che tutte le generazioni, e non solo le nuove, possano ritrovare sé stesse in un rinnovato modo di intendere il lavoro. Negli ultimi 30 anni la tecnologia ha reso possibile una rapidità di processi e di analisi prima impensabile. Ma l’intelligenza emotiva e sociale degli umani ha bisogno di un tempo diverso, bisogna decidere con il giusto tempo”. Nel suo intervento, Cosimo De Nigris, Hr director di Johnson & Johnson Innovative Medicine Italia, riferendosi alla nuova sede ha osservato che per costruirla “siamo partiti dall’ascolto delle nostre persone perché siamo convinti che anche in un momento di grande avanzamento tecnologico le persone siano insostituibili perché dotate di empatia e intelligenza umana, che non si possono replicare. Sono infatti le persone ad essere al centro di tutta la nostra strategia aziendale”. L’impegno di Johnson and Johnson Innovative Medicine Italia nei confronti delle persone trova concretezza in diversi progetti, tra cui Johnson and Johnson Learn, “una piattaforma di formazione aperta - spiega De Nigris - Tutti possono accedere in qualsiasi momento a tutta la formazione che l'azienda può offrire. Mi piace parlare poi anche della nostra politica di attenzione verso la comunità, come cerchiamo di fare con queste giornate in cui portiamo qualcosa all’esterno dell’azienda”. Anche Angela Paparone, Hr director di Microsoft Italia, ha offerto il suo punto di vista: “Quando tutto cambia, come si fa a rimanere forti? Investendo su ciò che non cambia e ci fa fare la differenza, ossia la cultura, che è un insieme di modi di vedere, di fare, di arricchirci per poter risultare vincenti lavoriamo per abilitare quel mindet che ci consente di abbracciare tutto questo e questo si trasmette anche nel modo di lavorare, di gestire le risorse e di parlare con i clienti”. Le istanze e le esigenze delle nuove generazioni di lavoratori sono state affrontate da Luca Di Benedetto, Hr director del Research Centre - Humanitas Research Hospital e HR Director di Humanitas University che ha sottolineato come “parlare di work life balance in sanità può non essere sempre semplice ma è tra gli elementi a cui più guardano le nuove generazioni, assieme alle tematiche di inclusione e ambientali”. A tale proposito, Valeria Sterpos, partner Bain & Company e chair Woman at Bain Emea Council, precisa: “Le principali sfide che si trovano ad affrontare le organizzazione nel gestire i talenti e le persone sono quattro: la prima è il cambio dei valori e delle priorità delle nuove generazioni, la seconda trasformazione è legata alla tecnologia e alla velocizzazione e semplificazione di una serie di processi. Terzo elemento è il contesto macroeconomico di incertezza, che richiede una serie di competenze per essere in grado di affrontarlo. Ultimo tema è legato alla pandemia, che è finita, ma i suoi impatti ed effetti sono diventati strutturali per quel che riguarda lo smart working, le collaborazioni virtuali ed ibride e, quindi, il day by day del dipendente”. Sul benessere psicologico, Francesco Foffa, head of B2B di Unobravo, ha ricordato che “un motivo per cui Unobravo ha creato la dimensione B2b è quello di portare avanti questa missione anche all’interno delle aziende, per costruire un percorso che passa attraverso la comunicazione e il racconto, per creare una cultura e aiutare le aziende a creare un sistema valoriale che abbia tra i vari elementi anche l’importanza di prendersi cura di se stessi”. Le aziende “si stanno muovendo ultimamente in maniera abbastanza massiccia per valorizzare il personale - illustra Alessandro Zollo, amministratore delegato di Great place to work Institute Italia - nel 2024 negli Stati Uniti si è osservato un +15% di investimenti legati all’Hr e agli Hr tools e la stessa tendenza si sta evidenziando anche in Italia. Pre-pandemia noi lavoravamo con 200 aziende in Italia e oggi sono 450, ciò dimostra che la domanda e l’attenzione sono in crescita. Nonostante questi dati sembrino incoraggianti, secondo una ricerca appena conclusa e non ancora pubblicata i dati della fiducia dei dipendenti italiani nei confronti dei loro capi e delle loro organizzazioni sono molto bassi e in Europa siamo all’ultimo posto su 21 Paesi”. Gratitudine, passione e pazienza sono le 3 parole su cui si è soffermata la psicologa e psicoterapeuta Nicoletta Cinotti che ha concluso il talk con una riflessione. “La gentilezza è il primo atto di empowerment che si può fare all’interno di un’azienda - avverte - Gli errori sono e saranno inevitabili, nonostante esistano sistemi di prevenzione degli stessi. Se riusciamo a capire che l’errore non è assenza di capacità o di talento, possiamo creare luoghi di lavoro in cui stare bene. A fare la differenza nell'espressione del potenziale delle persone dentro e fuori le organizzazioni è l’attrattività di quest’ultima e perché sia attraente - conclude - deve essere coerente con i valori di cui si fa portavoce e saper fare comunità”. di Adnkronos   12-07-2024 - 15:49 Link copiato Commenti Leggi la Netiquette

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