The method exists because the obvious approach failed often enough, and in a consistent enough way, that the pattern became impossible to ignore.
Classic consulting does something reasonable: study the company, find the inefficiency, design the fix, hand it over. We did that for years and a lot of it worked. What was uncomfortable was how much of it did not, and how similar the failures looked to each other.
The plan was rarely wrong. What happened instead was that the person who had to run it could not, or would not, or was never suited to it in the first place — and nobody had checked, because checking a person was not a thing anyone thought to do. The organisation chart said they were the operations manager, so the operations plan went to them.
The constraint was almost never the process. It was who was standing in front of it.
The tools available at the time were built for large organisations with HR departments to interpret them. They produced long reports in the language of psychology, aimed at a reader who does not exist in a company of forty people.
I-Profile came out of needing something else — and it came out of the two people who had spent their careers on exactly this problem, Paolo A. Ruggeri and Andrea Condello, who founded OSM. It is an instrument that answers an owner’s question rather than a psychologist’s. Not what type someone is, but whether this person will do this job, under this manager, and still be here in two years.
Everything else we do — consulting, training, financial control, sales systems — sits after that reading, not before it. It is why we describe ourselves as HR-first rather than as an HR company. We are not the people you call to fill a vacancy.
OSM was founded by Paolo A. Ruggeri and Andrea Condello. It is now led internationally by Ivan Zorzetto.
Manager and business consultant. He has founded dozens of companies around the world and written management books that have sold hundreds of thousands of copies. The conviction that runs through all of it is the one this company was built on: people are the most important resource in the economy.
More than thirty years in management, sales strategy and human resources. Today he is what OSM works to produce in its clients — an owner whose company runs without him being an active part of it, which is the whole point of the method.
He leads the international network: the partners outside Italy, the standard they all work to, and the instruments they share. The job is to make the method travel — without becoming a head office that tells thirteen countries how to run their market.
The method spread the way this kind of work spreads: a client in one country asks whether you can do it for their site in another, and the honest answer is only yes if there is somebody there who lives in that market and speaks that language.
So the network is franchised rather than staffed from a head office. Each country is run by a partner who lives there, trained on our method and using our instruments, running their own company. Behaviour does not change at the border — labour law, notice periods and management habits very much do.
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