A business organization project born from the previous collaboration between Software Business and Parthenope University of Naples 

Thanks to the support of the Department of Business and Economic Studies and Prof. Rocco Agrifoglio, Associate Professor of Business Organization, Software Business has recently adopted a new organizational and human resources management model. This change has become necessary following the growth in size of the company and has consolidated an already well-established strategic partnership.

Software Business asked the Department of Business and Economic Studies to carry out specific study and research activities to develop a new organizational model for the company, in close connection with the needs and objectives identified in team with the company management.

The method applied for the development of the new organizational system focused on three different courses of action:

  1. Interviews with all department heads, managers and a selected group of employees;
  2. Identification of five areas for improvement and specific organizational solutions;
  3. Definition of interventions aimed at improving the five areas.  

Once these initial elements were defined, two new models were developed: an organizational model and a human resources management model.


The new organizational model represents the configuration that Software Business has decided to adopt, compared to the previous set-up: more flexible and dynamic, the new model is better suited to coordinate the activities of companies operating in particularly dynamic sectors. The organizational form conceived by the Department of Business and Economic Studies of Parthenope University has been developed in a tailored way on the specific needs of Software Business and represents an ad hoc and unique model, born through bottom-up logic and considering the needs of the workers. 

The new model is characterized by a strong project orientation and a “team based” matrix form, i.e., based on a strong interaction between the company functions already covered by the previous organizational model and the projects in which the company is engaged. It is therefore the application of a dual logic, not only functional but also based on teamwork. In this way, workers emerge from the simple logic of functions to flow into the dynamics linked to individual projects.

One of the most interesting aspects of this approach is that people can be part of more than one team, making it possible to formalize activities and better monitor workloads. In addition, being part of one or more teams provides the possibility for a more fluid exchange of knowledge and skills.


For HR management, the model developed is characterized by putting people at the centre of activities. Three areas of action have been identified: worker mobility and development, personal assessment, and remuneration.

  • Mobility

In this context, the best personnel search and selection policies were identified, with the definition of a manual containing the characteristics needed to identify a good consultant. In addition, the best paths for the integration and socialization of workers and the career path of consultants were defined. 

  • Personal assessment 

The work in this area focused on defining criteria for the assessment of consultants’ activities in the company. Evaluation is carried out on a double track: within the company functions, but also within the projects in which the consultants take part. 

  • Remuneration

Several forms of variable remuneration have been identified, which the company will consider for rewarding the best performing employees and managers. A form of remuneration reserved for managers (MBO) is linked to the objectives set at the beginning of the year and the results achieved at the end of the year. Gain sharing, on the other hand, assesses group performance and therefore rewards team members. Finally, profit sharing, focuses on company performance: if the company performs well, rewards are given to the top management that has defined the winning strategy.