A presence in 100 countries with 14 industrial plants, 13 research and development points, and distribution and sales centers in 110 countries. This is Nice today, a company from Veneto that in 1993 started producing electrical transmitters for the automation of gates and garage doors. After almost 30 years, now it is a multinational company in the Home Automation, Smart Home and Home Security sectors. It is a reference point to the 4.0 industry where design and technology germinate in the fertile fields of innovation and continuous transformation. Stable growth supported acquisitions of key companies in the sector, new branches opened to expand into the international market, and the workforce grew to include a staff of more than 2,300 people.
Nice started its collaboration with Wyde to grow a better managerial culture in an open and flexible perspective, inspired by rapid changes in the contemporary world and fulfilling strong aspirations to trigger people values. This is the most important asset that drives, what the company itself calls, non-stop innovation.
The necessary step, that takes the form of a 5-day training course on Connective Leadership (with 80 people involved), is designed to strengthen managerial skills by keeping them flexible. The aim of the course is to amplify the exchange of knowledge, making relationships more open and facilitating the exchange of ideas and knowledge. With Nice the work is focused on guided development of empowerment and engagement, the creation of the value of conversations and constant feedback, enhancing leadership with the capability to manage new processes and organizational models on a large scale.
Teo Noschese, Nice Group’s Chief HR Officer, explains: «We had a need that had to be prioritized for a company that has grown very rapidly over the years and has quickly become active in a globalized environment. In other words, we faced the need to create a more organized structure in second level management involving the key people that everyday manage large national and international teams at Nice.
Our work with Wyde centered on the group’s openness to dialogue and sharing, closely linked to individual responsibilities with the aim of strengthening the organizational managerial capacities of our managers, to involve them in ever-greater innovation. Starting from the understanding that innovation, also for management, never emerges from a delimited perimeter but from an open ground for ideas to develop for a common goal. Facing an emergency on a global scale, we can clearly perceive the results we obtained: leadership that interacts and facilitates encounters without barriers, with an improved flow of internal communication towards stakeholders. It is a new version of managers able to self-generate innovative solutions and transfer them to all the other operational resources that contribute to Nice’s success».