YGOSS Consulting, with the use of the “Industry 4.0” methods, analyzes the productive and commercial processes of the companies and through an in-depth verification identifies and implements the most effective innovation interventions. Through the “Industry 4.0” check-up, areas of corporate innovation can be identified with the enabling technologies 4.0.

PHASE 1 – “Innovation 4.0” check up  to verify the applicability of the following enabling technologies 4.0:

  • Industrial Internet: multidirectional communication between production processes and products
  • Vertical and horizontal integration: Integration of the value chain between supplier and consumer
  • Cloud: Management to maximize data on open systems
  • IT security: Security in the interconnection of systems and installations
  • Big Data and Analytics: Analysis of large data numbers for product and process optimization
  • Advanced Production: Introduction of collaborative robots
  • Additive manufacturing: using 3D printers interconnected with production processes
  • Augmented Realty: Use of augmented reality to support production processes
  • Simulation: use of control systems for monitoring complex production plants

PHASE 2 – Start of the “Corporate Innovation 4.0” interventions aimed at:

  • Increase management and production efficiency
  • Reduce the operational steps between sales and production
  • Simplify governance and organizational processes
  • Increase the level of customization of products on customers


YGOSS Consulting has carried out numerous internationalization projects aimed at rapidly increasing sales on foreign markets. These projects are adapted to individual companies and are based on three distinct operational phases.

PHASE 1 – Verification of the commercial situation of the company 

The first phase of the project analyzes the commercial structure of companies and the capacity of the various company departments to support the internationalization process. The various products / services are examined to assess their attractiveness towards potential new markets and analyze the expected margins.

PHASE 2 – Analysis of the organizational capacity of the company to support the internationalization process 

All the functions involved in the sales process of the products are examined in order to evaluate their ability to support foreign development and to activate the necessary organizational and competence adjustment processes. In particular we analyze the areas: Commercial, Marketing, Logistics, Administration, Finance and Legal. The main foreign markets are analyzed to evaluate the most appropriate ways of entry in relation to the characteristics of the company. The sales objectives and the spending budget are then defined.

STEP 3 – Start of the foreign sales process 

Based on the plans and priorities identified, the local networks and partners are activated to start selling in the various markets. We adopt different structures from the agency, to the branch depending on the needs of the company in relation to the target market.


YGOSS Consulting has a long experience of organizational consulting. developed for primary companies.

The corporate reorganization of YGOSS Consulting is developed as follows:

PHASE 1 – Business situation check up 

The first phase of the project, analyzes the corporate organizational model to check: the work processes adopted, the hierarchical and functional management model and the division of loads and responsibilities between the offices.

PHASE 2 – Analysis of the organizational activities assigned to the different offices 

Once the general analysis has been performed, the intervention priorities for the organizational review are indicated. Through targeted interviews, with a bottom – up process, the specific activities in charge of the various offices are identified and any areas of overlap and re – working are highlighted.

PHASE 3 – Organizational review 

The detailed analysis allows to identify: the hierarchical model best suited to the needs of the company according to the needs of governance and decision-making speed. The correct assignment of the activities between the different offices thus succeeding in concentrating the activities, eliminating duplications and wasting time. At the end we define the jobs detailed description of all employees according to the real activities verified on the field and analyze the correct distribution of workloads


GENERATIONAL PASSAGES YGOSS Consulting has supported numerous entrepreneurs, in particular of SMEs,  maturing the sensitivity and the necessary experience of these situations of change that involve not only organizational but also emotional aspects.

PHASE 1 – Identification of the patrimonial and organizational situation of the company

During the project phase, it analyzes the situation of the company subject to the generational transfer and serves to frame the patrimonial and organizational situation and the strategic development lines that will be assessed in the light of the different family members and not involved in the change of witness to the company’s leadership .

PHASE 2 – Crossing of the company situation with characteristics and expectations of stakeholders involved and definition of the necessary governance model

We then examine the ownership shares, the skills and willingness to participate in the various subjects, also in relation to whether the transition between 1st and 2nd generation or between 2nd and 3rd is taking place. It is also necessary to establish the role that the current owner will want to assume once the transition has been completed and whether it is necessary to set up specific management bodies such as a “Family Council” or a “Family Committee”.

Phase 3 – Implementation of the generational  passage

The general passage should not affect the normal development of the company and indeed should be a reason for acceleration. The project must therefore be translated into a corporate organizational plan that takes into account the corporate governance bodies, the development and career paths of family members, the need for involvement and information of family members who do not participate in company life and who fully integrates in business development plans. Family organizations must allow the family to maintain strategic guidance without interfering with corporate managerial choices.


YGOSS Consulting has created over 50 start-ups coaching projects, including international,  and collaborates with primary incubators, with public structures of national and European relevance such as EASME for Horizon 2o2o . The coaching models for start-ups are derived from those used for larger companies, ensuring reliability and effectiveness over time. Coaching activities are divided into the following phases:

Phase 1 – Evaluation of business idea and company feasibility

In this first phase it is assessed for the sustainability of the start-up and consequently established the level of risk associated with the investment. A first business plan is drawn up which will also serve as the first business management system.

Phase 2 – Identification of the start-up development model

The business plan is analyzed according to a consistency analysis of the main business variables: Market, Product / Service, Organization / Finance. The first funding sources and business partners are identified.

Phase 3 – Support in the different stages of development

The start-up is flanked according to a specific intervention plan that takes into account the characteristics of the product / service and the extension of the markets and reference channels. A network of experts and potential funding channels is available.