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Digital Consulting & Services

At the beginning, there is consultancy: each project, supposed to be valuable and successful, needs to be conceived, agreed and designed in a starting phase consisting of interactive dialogues between Didael KTS and the customer. This phase is a service that may be qualified as consultancy.

Consultancy may not be avoided as a prerequisite for any project. The resulting proposal consists of diversified options according to the context and the company’s life cycle. Discriminating factors may be represented by the amount of innovation of the technology envisaged, as well as the potential economic and organisational impact foreseen by the proposal.

Digital Learning

Digital Learning: a significant case of contemporary learning. Our primary objective consists of transforming information into knowledge. We propose accordingly a complete service: from modeling current and desired competencies of the target population, to evaluating various technological platforms, to the transfer of know-how for the design and development of content, to identifying potential financial sources.

35 years of proved expertise in this specific area; 800 concrete projects achieved, a competence internationally recognized to Gianna Martinengo: these are the facts that Didael KTS may quote in the domain of e-Learning.

Our Manifest

Trust

We have a 35+ years experience in Innovation: technological and social, with about 800 projects we have realized. Trust by the customer for us implies references, concrete witnesses : it may sometimes be interesting to see who has done what in the past in order to evaluate similar situations today (Check elsewhere the list of recent, achieved projects) .

Innovation

We have interpreted “by doing” most of the phases of Innovation, in particular the evolution in the years and the reasons for this evolution. We did never just import technologies, we always tried to develop them in order to understand them deeply and master their potential impact. We call this activity of ours: technological research. This basic “instinct” allows us to forecast, anticipate, foresee not just follow innovation. We may call it: vision.

Technology push vs user pull

We started with the production of software supporting, favoring, enhancing human learning. This was our core business that we learnt in Stanford, USA in the years 1982-85 and we proposed in Italy-Europe in the 80-90ties. This was done within the fundamental conviction that teaching – education have to be evaluated by their effects on human learning. What counts is not how many hours you teach, but how and what people learn. Similarly, we firmly believe that in today’s Companies it is not important how many computers are there, rather how much the employees believe these to be useful for their work and operate accordingly.

Cognitive understanding not only emotional commitment

The human asset is more and more crucial, since it is the source of success in most businesses. Innovation evocates often misunderstandings, when not fear or reject. Often, people reject what is not known, are afraid of the obscure future. Dissemination of basic understandings of technological advances is foundational for any agent to be confident and proactive, not afraid and reactive. Dissemination is not easy: reducing advanced concepts into simple terms is among the most difficult tasks that most institutions refuse to assume. We consider this aspect a prerequisite for the adoption of innovation, not “something to teach after”. We know how to do it.

Holistic approach to innovation

The standard help required to us, shifted from the request: “give us an innovative product, training included” to: “help us to identify an innovation path that would allow us to be more competitive”. The consequence is that we had to invent, experiment and offer a “holistic approach” to Innovation, i.e: re-think the business processes of the customers as a function of new markets, new technologies, new processes and eventually new missions. We had to call our best network of previous partners and collaborators, as we could never ever master each of the details of each solutions, rather the conception, interoperability, integration and empirical evaluation of the innovation process as a whole.

The meaning(s) of E-X

E-learning, e-work, e-communication, e-collaboration etc mean all the same: how to enhance human collective behavior irrespectively from time, distance and resources; impossible to distinguish since, in real interactions ,they are all intertwined processes. A huge, new potential asset to exploit. Rarely the introduction of e- consists in just using other communication or computation resources (typically the Web, or Artificial Intelligence tools, but also the Cloud and its descendants like Block Chain security, access to Big Data, mining, deep learning, etc) in order to optimize the traditional processes: reduce time and efforts. Often -if not always- what occurs is a complete re-organization including a new promising re-conception of products and services offered to the changing markets.

A custom service Company

We therefore moved from a “product oriented Company” to a “custom service Company (KTS: Knowledge Technology Services)” that would first of all have the purpose to help the customers – in a kind of maieutic process like the one described by Socrates – to identify their potential needs and the mix of products-services-vendors to help the transition. However, these identified needs have to be necessarily feasible and profitable: the constraints being time, costs but particularly the adaptation of the human resources to innovation.

Independent, but always connected

Didael KTS is a small Company. However, it has a unique historical record of successes and therefore a corresponding network of partnerships to call when needed. We believe that no other Company on the market may demonstrate the same; we would be surprised to be contradicted. The very significant advantage of a small Company dedicated to services for technological and social innovation is that we operate independently. We have just the interest of the customer, not of the vendor of technologies or products or other services. This simple fact, associated with our very competitive network of relations and professional partnerships Europe wide, allows our customers to feel safe and trust us.

Our history

Technological and social innovation, since 1983

AGILE

It is not only a theoretical concept or a slogan, rather our approach to business and at the same time the interpretation of our role with respect to society and customers.

By AGILE we mean a method that envisages the trajectory from A to B to consist not necessarily by a single straight line, a priori defined. The method is inherited by the domain of Information Systems. Since we are all aware to live in a liquid society, with a very fast evolution rate, then our behavior has not only to be proactive and well focused, but also alert to signals coming from elements that are internal or external to business.

In order to go from A to B, in the design and development of a product or of a service, we have to remain open minded and tune, adapt, reshape both the pathway and the objectives, encouraged by partial successes and restrained by the difficulties met. Today we just decide how we will act tomorrow.

This dynamic adaptive approach pervades us; we are proud of it. It requires much effort, engagement, humility, perseverance, determination. However, it allows us to have results that are significantly better with respect to the ones of a medium-long term, rigid planning; more suited for slowly evolving contexts. Every time that we consider various available technonogies, we aim not just to automate and speed up old processes, rather to re-interpret, transform and optimize them.

Often we are asked to explain how we continue to book successes after many decades of activity, what is special in our business offer. Firstly, we believe that the future is always to invent, not to copy. Secondly, we are not offering simple answers to the questions of our customers since we believe that their problems are complex, and there are no simple solutions to complex problems. Being a customer service Company (KTS: Knowledge Technologies Services), not a product oriented one, we care that customers express their needs, be them explicit or latent; then – thirdly - we accompany them towards the transition. This may consist of a technological, organisational or strategic transition, often being the three linked with each other. The difference between product and service is rather subtle, not always perceived, but has important consequences: products are made according to needs defined by the producer, services to those defined by the consumer. So, services may be useless if not fully adapted.

We are AGILE as we are not only very well equipped of technical know-how, including our network of external expertise, but we are also supporters and users of Emotional Intelligence, the particular ability to generate a positive transition, based on emotions and personality traits, that may help Companies to grow sometimes in a rather unexpected way. Working on motivation, on people’s engagements, being equipped with a profound knowledge of problems and solutions that we have been already encountered, we reach rapidly the objectives. We grow, and trigger the growth of the Companies that are entrusted to us.

We are AGILE as we have identified long ago the important changes occurred in the context of work concerning where and when work is performed. We are beyond the notion of “smart working” that seems to us nowaday even limiting. We are able to suggest and manage for our customers new working spaces and new ways of working, different transition paths, supported by technology, liberated from traditional time-space constraints.

We are AGILE i.e: we adopt a well structured and organized version of flexibility.

Gianna Martinengo

Gianna Martinengo is an entrepreneur that has put action at the heart of her personal and professional path. She has been proactive with respect to the transformations of society, with a natural understanding of innovation. She has passionately performed outstanding activities of research and experimentation of new technologies, grounded on the double cultural educational experience: in human sciences (Bocconi and Cattolica Universities) and in technologies (Stanford University).

Founder of Didael KTS – a Company of consultancy and services in Open Innovation – she has also founded various start-up in Italy and abroad, developed hundreds of projects in technological and social innovation collaborating with the most important international and national enterprises, Universities and research centres.

She says: power should be interpreted as a service. She is demotivated when observing that many give priority to personal interests with respect to the spirit of service. The future, women, young people are her preferred company.

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