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R.A.N.K.E.D. Rebel Alliance Network for Knowledge Empowering and Development (Rebel Alliance Empowering) is a program
of applied research, defined with the scope to develop a new "business model [1]" defined to the aim of contributing in an operational view to the challenges which become generated between the Contents Industry players with the constant change we are facing.
The great changes happening have radically changed the productive processes and the work environments, contributing to the birth of new jobs and professions: new tendencies are happening.
New theories about new companies’ organizational models are moving from the close, simple Domain of the academic research, to the whole Companies’ Culture, showing the ultimate transition towards the Economy of Knowledge.
This transition has been encouraged from the utilitarian and methodic entrance of the I.C.T. technologies, which determined the development of the Information Society with the following overcome of the obsolete Organizational Systems, which were rigidly vertical, where employees were stably called to carry out predetermined tasks for the same employer, and which will gradually intended to disappear, in many segments of economy.
The digital revolution has introduced the possibility basing on which the different Companies can work in the specific networks allowing the productive specialization, externalization, and also encouraging phenomena of delocalization.
of applied research, defined with the scope to develop a new "business model [1]" defined to the aim of contributing in an operational view to the challenges which become generated between the Contents Industry players with the constant change we are facing.
The great changes happening have radically changed the productive processes and the work environments, contributing to the birth of new jobs and professions: new tendencies are happening.
New theories about new companies’ organizational models are moving from the close, simple Domain of the academic research, to the whole Companies’ Culture, showing the ultimate transition towards the Economy of Knowledge.
This transition has been encouraged from the utilitarian and methodic entrance of the I.C.T. technologies, which determined the development of the Information Society with the following overcome of the obsolete Organizational Systems, which were rigidly vertical, where employees were stably called to carry out predetermined tasks for the same employer, and which will gradually intended to disappear, in many segments of economy.
The digital revolution has introduced the possibility basing on which the different Companies can work in the specific networks allowing the productive specialization, externalization, and also encouraging phenomena of delocalization.
Today, it is much more efficient, for each operator, to concentrate on its own core business and sourcing, in any part of the world, from third-party subjects which have a precious non-material and organizational know-how.
This is not only for what regards logistic services, facility management, administration, informative systems, and product marketing, but also for the main and highly-specialized functions which are incredibly close to the companies’ core businesses.
Even for the small and medium-sized companies the network logics and the organizational and management know-how from highly-specialized discourse are more and more fundamental for survival in mid/long terms in a continuously evolving socio/economic context, which is constantly becoming more competitive.
We see the formation of new forms of companies which have been internationalized from birth, some “pocket multinational” which allowed to the traditional manufactures to organize themselves flexibly in a Glocal strategy, which means operating in a global dimension and keeping/developing in the original territory the most intelligent functions to which are associated know-hows which are not always immediately available.
The autonomy of the worker increases in the performance of its own tasks and the rigid bonds of hierarchical and functional subordination slowly disappear.
From the moment that each organization is actually a Social System, to face in a successful way the changes imposed, it is necessary to act on all of the elements which condition the functioning of the System: on the one hand, the structural aspect (the “hard” variables of the organizational system), on the other hand, the behavior and cultural aspects (the so-called “soft” variables), especially for what concerns high tech.
This is not only for what regards logistic services, facility management, administration, informative systems, and product marketing, but also for the main and highly-specialized functions which are incredibly close to the companies’ core businesses.
Even for the small and medium-sized companies the network logics and the organizational and management know-how from highly-specialized discourse are more and more fundamental for survival in mid/long terms in a continuously evolving socio/economic context, which is constantly becoming more competitive.
We see the formation of new forms of companies which have been internationalized from birth, some “pocket multinational” which allowed to the traditional manufactures to organize themselves flexibly in a Glocal strategy, which means operating in a global dimension and keeping/developing in the original territory the most intelligent functions to which are associated know-hows which are not always immediately available.
The autonomy of the worker increases in the performance of its own tasks and the rigid bonds of hierarchical and functional subordination slowly disappear.
From the moment that each organization is actually a Social System, to face in a successful way the changes imposed, it is necessary to act on all of the elements which condition the functioning of the System: on the one hand, the structural aspect (the “hard” variables of the organizational system), on the other hand, the behavior and cultural aspects (the so-called “soft” variables), especially for what concerns high tech.
“THE MAP IS NOT THE TERRITORY”
From a social point of view, in the new organizational thinking through which the new models take place, the aspects which studies the side of the individual in its relations with others, through disciplines such as applied Cultural Anthropology or other disciplines which refer to the neural-sciences, gain an increasing important role in the Change Management.
A constructivist approach, capable of easing the communicational and cognitive processes among individuals which not only have different Companies’ Culture, but also with very different general-culture fundaments, which work in cooperation, turns out to be fundamental. The study of intercultural relations and the adoption of the right intercultural communication instruments is not determining only for the planning of new services and products, which have to be coherent with the latent demand of different markets, but also to understand the meanings of the constructs to define the best way to convey information regarding the change itself and its consequences, presenting them so to be understood and comprehended by people with different mentalities and superstructures.
The contents of this site, so, are proposed to give food for thought to the aspirant Rebels that they want to:
The aim is to introduce some concepts which build the basis of the business model which Rebel Alliance adopts with the aim of building an Integrated System of Knowledge: a Knowledge Intensive Business Society.
Rebel Alliance Empowering has defined a paradigm based on a model in which Humanists and Technicians compare themselves daily in an organized System and are capable of defining innovative and cost effective solutions.
The aim of Rebel Alliance Empowering is to self-determining to have the right instruments capable of responding efficiently to the urgent strains and to the expanding difficulties which characterize competition not only to the market of Cinema Industry, but even in the other segments of the Content Industry of Culture and Entertainment.
An industry in which many operators challenge today, most of which had birth in the last few years.
A constructivist approach, capable of easing the communicational and cognitive processes among individuals which not only have different Companies’ Culture, but also with very different general-culture fundaments, which work in cooperation, turns out to be fundamental. The study of intercultural relations and the adoption of the right intercultural communication instruments is not determining only for the planning of new services and products, which have to be coherent with the latent demand of different markets, but also to understand the meanings of the constructs to define the best way to convey information regarding the change itself and its consequences, presenting them so to be understood and comprehended by people with different mentalities and superstructures.
The contents of this site, so, are proposed to give food for thought to the aspirant Rebels that they want to:
- apply (even temporarily) to the Rebel Alliance System;
- the conceptual coordinates on which the planning proposal is founded;
- to the potential Costumers, about the positioning of Rebel Alliance in the Digital Content Industry and which can be the benefit of interacting with the Rebel Alliance Empowering System.
The aim is to introduce some concepts which build the basis of the business model which Rebel Alliance adopts with the aim of building an Integrated System of Knowledge: a Knowledge Intensive Business Society.
Rebel Alliance Empowering has defined a paradigm based on a model in which Humanists and Technicians compare themselves daily in an organized System and are capable of defining innovative and cost effective solutions.
The aim of Rebel Alliance Empowering is to self-determining to have the right instruments capable of responding efficiently to the urgent strains and to the expanding difficulties which characterize competition not only to the market of Cinema Industry, but even in the other segments of the Content Industry of Culture and Entertainment.
An industry in which many operators challenge today, most of which had birth in the last few years.
[1] According to Alexander Osterwalder “a business model describes the rational of how an organization creates, delivers and captures value.” In other words it is the set of organizational and strategic solutions through the company acquires competitive advantage. Basically, a company creates value when helps its costumers doing a “critical” task, satisfying a need and/or solving a problem. The success or failure of a business strictly depends on the ability of the company to create value for its customers. So, the first activity when creating a new start-up , or re-designing an existing business, should be searching for a proper business model, in order to know what to do, how do to it and for which customers deliver value. > http://www.hypgnosis.it/1/archives/11-2013/1.html
