Innovation is the definition of progress and become the mainstay of organizations. The arena of global business industry has been changed by the speed of innovation. Sintetica is a Pharmaceutical company delivering injectable anaesthetics and analgesics to patients worldwide, through innovative science and excellence in development, production and marketing.
Sintetica Founded in 1921, since then it became hospital market leader for analgesics and local anesthetics, with offices located in Germany, Italy, England and two national production and development sites in Mendrisio and Couvet, with 300 employees.
Innovative Management Model
Sintetica’s dynamic, innovative and growth-oriented corporate environment, combined with the corporate strategy which is based on the global diffusion of innovation. It requires deep focus in order to build a management model that able to be “dynamic and innovative” and to help the company in the difficult task of balancing the strategy with operations. If, on the one hand, the human-centered organization will ensure the effectiveness/efficiency of the processes, thanks to its strong managerial cultural connotation oriented towards responsibility and merit, on the other hand, the new management model will have to ensure continuous consistency between operations and strategy.
Inter-functional Management Routines (IMR) will therefore be created, which consists of groups of people whose level of responsibility is not necessarily homogeneous, coming from heterogeneous functions, able to harmonize operations with the strategy in the hinge sectors for the development and growth of Sintetica. Basically, an IMR pool which thanks to the exchange of critical information, decides and acts “easily” by continuously combining strategy, and operations, and maintaining a live coordination throughout the entire organization. They will be able to reach a horizontal dimension thanks to inter functionality and the exchange of decisive information; but also a vertical dimension, thanks to the multilevel composition and the mechanism of the peripheral decisional autonomy present in the organization. Rebuilding strategy in operations means acting, changing one or the other, and correcting routes, abandoning old paths all in the shortest time possible, and with the highest involvement of responsibility in the organization. The expected result is maximum agility
Proficient Leadership
Augusto Mitidieri, CEO of Sintetica, is an Italian and Swiss citizen, graduated in Management Engineering from Politecnico di Milano. He also obtained a CAS (Certificate of Advanced Studies) in Economics and Health Policy at the University of Lausanne. His work in the pharmaceutical industry began in 1996.
In 2000 Augusto joined Sintetica SA, Mendrisio (TI), as Production & Engineering Manager. In Sintetica, he also worked as Quality Assurance Manager, before becoming General Manager of the Company in 2004. Since 2011 Augusto has held the position of Corporate CEO of the Sintetica Group.
Under his guidance, Sintetica SA, the oldest pharmaceutical company in Ticino, has undergone a period of extraordinary growth and entered international markets with its highquality products in the sector of local anesthesia and pain therapy. Able to implement a real strategic vision which places the individual at the very centre of corporate decisions, Augusto Mitidieri, together with the whole of Sintetica SA, has earned important international awards and recognition.
Human-Centered Organization
Sintetica’s “human-centered” organization model is based on a deep cultural change. It requires an innovative managerial philosophy, which places responsibility and merit on center, changing organizational models and behaviors at all levels.
Merit is Always Valued
It is clear that in today’s dynamic scenario, people will grow by merit. The merit must be recognized at all levels with feedbacks (on work) and rewarding (recognition of merit). In Sintetica it is believe that “The merit of each manager is the “enriched” sum of the success of every single member of his team. The received delegation must be used by every person of the organization with responsibility and autonomy and must be oriented towards achieving the objective. Those who deserve to decide will decide, thanks to their responsible and valid contribution to the achievement of the established goal.
As already mentioned, the conscious use of the feedback tool is fundamental in order to improve you in a clear and honest way. If you make a mistake, apologizing to the people concerned and assuming your own responsibilities, will be the fairest and most appreciated way.