Matteo Rizzi (Unconventional entrepreneur, book author, venture partner and co-founder, FinTechStage) shares his vision with our team and discusses "talents and rebels". He will notably participate to the first edition of European Finance Summit, which will take place on March 5th, at the ECCL.

How do "rebels" differ from traditional "talents"?

The two concepts are not mutually exclusive. Point is, a rebel is a particular kind of talent who – in general, today – is not considered as a resource but rather as a problem which needs to be solved.


How useful are they in a company, and especially in the current tech and innovation world? In other words, what do they bring to the table?

They relate concepts, businesses and opportunities in a way very few people can. The way their brains work can be used as an asset to – typically – anticipate the disruption of your business in a way that will protect your company. Business world is full of failures related to companies unable to listen, embrace or even notice what some of these dissenters were saying.


What are the main challenges for HR managers when it comes to selecting the perfect talents and rebels?

Accept they exist, find them, and cluster them in a way that the rest of the company can relate to their work. There are ways to do that, starting with understanding these profiles assets and launch some internal campaign to be able to trigger a call to action for them to relate to. Before the "selecting" part there is the "accepting the company needs them" part which very often is the real challenge.


Are the rebels of the ICT sector different from the ones in other sectors?

A lateral thinker is industry agnostic. So no. I tried to cluster them in few categories in my book, and of course the separation is not that neat. But this type of talent goes and can be found across all sectors.


How can leaders deal with such rebels? And also, what do rebels expect from their peers and colleagues?

Rebels are never a treat to leaders, they might be a little less relatable using standard company promotion methods or working habits. In one sentence "you need a sandbox not a zoo" as rebels are not a weird species to tame, just an asset that hasn’t find its way to the company yet. We have been building a number of tools that trigger these dynamics in companies. For example: in a context where a large organization has to deal with startups and external innovators, most of the existing workforce can’t think as an entrepreneur, yet they are asked to collaborate. This culture clash is something for which you might need to have some sort of "webber" as I call then, and there are a lot of chances this person will belong to the rebel type. Long story short, read the book!

Publié le 28 février 2020