1. the case of Mo.Ve for sustainable mobility in metropolitan areas Improving the quality of organisational decisions and accelerating their implementation: Toni Muzi Falconi Methodos S.p.A. – www.prconversations.com FERPI LUMSA University (Rome) New York University (New York)www.prconversations.com Thursday, 28 June 2007

2. What is Mo.Ve ? researchingdefining advocating public and social policies for sustainable mobility in European metropolitan areas www.move-forum.net

3. What does Mo.Ve do ? develops the Association organises initiatives promotes international relations supports scientific activities

4. What does Mo.Ve do ? Meetings with EU institutions Scientific Workshop International Forum in Venice National events

5. What does Mo.Ve do ? listenunderstandinterpret attitudesexpectationsopinions

6. Why does Mo.Ve do it ? because it wants to have a say

7. Why does Mo.Ve do it ? to encourage DIALOGUE CONFRONTATION &

8. “We are called to have a better understanding of the issue as a whole, to understand the motives of one another, the reasons-why of the different stakeholders of mobility. Each one of us have at heart the same problem: the solution of liveability in our cities”. Franco Lucchesi – Mo.Ve President November 2006

9. Any questions, so far ?

10. More in general … An organisation defines: specific objective values rules behaviours strategy visionmission … and should listen before taking decisions

11. two main reasons 1 organisation may decide whether to integrate expectations into the final decision …or, step back and rethink options…or, proceed in any case… 2 if the organisation decides to integrate some expectancies – stakeholder group will support the pursuit or at least reduce hostilities… and … the organisation will be more aware of potential resistance improving the quality of the decision accelerating the implementation

12. Nonetheless, organisational leadership has maintains needs to exercise its discretional power of decision

13. How ? Adapting existing research tools to a true understanding of stakeholder expectations, Revise the communication to stakeholder needs lead the organisation to change itself in order to:

14. Strategic role Modifying organisation internally. Modifying external scenario. Operative role

15. One step back … Mo.Ve has advocated since 2003 stakeholder relationship management.

16. Modifying external scenario. Operative role Modifying organisation internally. Strategic role

17. Some refining… a. Segmenting active / potential stakeholders from: issue influencers opinion leaders end users b. Measuring and evaluating dynamics of content impact quality of relationships

18. Thank-you. Toni Muzi Falconi tonimuzi@methodos.com www.prconversations.com