Hengi

in an evolution of the market characterized by persistent stagnation, turbulent periods of growing uncertainty and decreasing supply and demand the biggest challenge is to determine the productivity of one's own company and create an internal anti-cyclic system capable of always making a difference externally to the company. in a context of uncertainty it becomes ever more fundamental to have a 'strategy', that is to make the logical processes in the company more analytic and scientific, which express themselves as competence and not only as the mere intuition and talent of the leader. not being able to 're-think' the company's own strategic plan every 2-3 years leaves, in the effective orientation towards the future, an unpredictability that, nowadays, doesn't only entail an eventual loss of competitiveness in the market, but also a probable involution of the company systems towards bankruptcy. today to make one's company 'the most useful and unique on the market' expresses a logical necessity towards an imprecision in the competitive context, unable to give definite and equal rules to all the workers. excellence is born from the knowledge of being skilful in proactively repositioning one's organization towards a new internal order, being able to continually create and at the same time expand and consolidate, in other words a repeated cycle of productivity which helps to realize the major long term objectives of the company with both motivation and success. hengi understands the current challenges that leaders face and fulfils the opportunity to create a vital change that, in the person of the entrepreneur or manager, can't wait to generate the opportunity of growth for their company in a highly auspicious moment such as