How to support the growth of a young successful company

We accompanied Redder – a telecommunication company and internet provider – to build a structure in line with their ambitions of expansion.

We started with an analysis of the ways in which the company used to work and we realized changes in how the roles were defined inside the company, in the monitoring procedures of performances and on the interaction spaces.

The partner

Redder is an internet provider and a high-end Voip telephonic company specialized in services for business users and for the public administrations. Since many years, the company is committed to the development of its high-performance radio network that allows access to an Internet service with superior performance. The mission that guides Redder is: The highest possible quality in everything we offer and who we are.


    Redder is a young company in every sense. Created in 2011 from the experiences of the former Skytek, from which Redder inherited its infrastructure and initial organization, features staff that is mostly under thirty. However, the CEO of Redder has always had a grand-scale vision, aimed at addressing the telecommunications market by focusing on advanced technology and high quality services. How to make a young company full of talent to form a structure that was functional for the growth that it aimed at?


    To understand how Redder worked, we conducted a detailed system analysis of role structures, internal communication and the system of expectations that formed the organizational identity of the company.

    Thanks to the GENERATIVE method a series of critical elements emerged which was discussed with the management and the involved members of the staff. This process resulted in the definition of precise and strategies of real change.


    Through analysis made by our team light was shed on the need of structuring the company in clear sections. Not only formally, ma also in practice. Each one of these would be guided by the head of department and by specific procedures. This also made it necessary to ideate, for each position foreseen by the new structure of sections, a role profile characterized by aims and responsibilities.

    It was further necessary to narrow the gap between the expectations of the management and the staff regarding one’s own work and the life in the company: this resulted in moments dedicated to informal exchanges and interactions between the employees- group meetings deliberately deconstructed in which the group takes care of the group, guided by our supervision.

    In addition, monitoring meetings were introduced in which each employee can revision, together with the responsible, critical situations or moments of excellent performances. These meetings facilitate a direct supervision and discussion and offers new ideas for future improvement.


    The work that was done with Redder allowed a smooth growth in a harmonic organizational structure able to welcome the new resources and the new challenges. Important effects were seen on the volume of affairs and the quality of services provided. This has motivated Redder to grow even more and the company received the “Award for Digital Innovation” both in 2015 and 2016 from the University of Padua. As a proof of the potency of Redder's network, the first “zero latency” concert was organized where musicians in the flesh play live with other musicians connected from kilometres away (

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