{"id":2490,"date":"2025-07-15T09:54:27","date_gmt":"2025-07-15T07:54:27","guid":{"rendered":"https:\/\/humansoftechnology.com\/intervista-amplifon-loris-seligardi-it-associate-director-2\/"},"modified":"2025-07-15T09:54:27","modified_gmt":"2025-07-15T07:54:27","slug":"intervista-amplifon-loris-seligardi-it-associate-director-2","status":"publish","type":"post","link":"https:\/\/humansoftechnology.com\/en\/intervista-amplifon-loris-seligardi-it-associate-director-2\/","title":{"rendered":"Intervista Amplifon – Loris Seligardi – IT Associate Director"},"content":{"rendered":"

1. Chapter One: The Origins of a Passion<\/strong><\/h4>\n
How did your interest in technology\u2014and especially in the ERP world\u2014begin?<\/strong><\/h5>\n

My passion for technology started when I was a teenager in the late 1990s, when the first personal computers began entering people’s homes. I had an old Commodore 64 and spent hours dismantling it, trying to understand how it worked and experimenting with the basics of programming in Basic. It was a fascinating time when everything seemed possible with a few lines of code and a bit of patience.<\/p>\n

That was the era when those systems were being replaced by more modern technologies: the first PCs with Windows arrived, and they had the big advantage of being assembled with different components. This opened a whole new world for me. I enjoyed building computers \u201cpiece by piece,\u201d choosing motherboards, RAM, and hard drives, and then setting up the operating system. It was a kind of digital craftsmanship that taught me a lot about system logic, interoperability, and the need for well-designed infrastructures.<\/p>\n

My transition into the ERP world came during university, when I discovered enterprise information systems. I was immediately struck by the power of these tools: they could connect different processes, functions, and people. An ERP is much more than software\u2014it\u2019s the operational brain of a company. From that moment on, it felt natural for me to enter this world and contribute to creating solutions that would make people\u2019s work more effective and help organizations grow and transform.<\/p>\n

What brought you to Amplifon? Was there a key moment that shaped your journey?<\/strong><\/h5>\n

Before joining Amplifon, I worked in very different industries\u2014such as the cruise sector and manufacturing\u2014but always with a common thread: using technology to support operations and enhance the experience, whether for customers or internal users. These experiences gave me a cross-functional view of business processes and a pragmatic approach to technology, seeing it as a real lever to solve complex problems and enable business processes.<\/p>\n

When I arrived at Amplifon, my first big challenge was leading the digital transformation in the HR area. It was a rapidly evolving environment, requiring us to build a dedicated team from scratch and implement various global HRIS platforms. It wasn\u2019t just about technology\u2014it was about redefining how people experienced HR processes: from talent management to performance, from training to recruitment. It was a real testing ground in terms of change management, strategic vision, and working in synergy with the HR function. Looking back, I believe this project marked the beginning of my journey at Amplifon as a continuous challenge of transformation, growth, and innovation.<\/p>\n

What were the first “pain points” in your career that taught you something important?<\/strong><\/h5>\n

The biggest challenges were never technical\u2014they were human. I learned early on that the main obstacle in IT projects is resistance to change. It\u2019s not enough to implement a new platform; you have to convince people to adopt it, show them the value of the transformation, and align everyone toward a shared goal.<\/p>\n

Another critical aspect was helping decision-makers understand the strategic value of investing in technology. Often, the return isn\u2019t immediate, but without certain innovations, a company risks falling behind. Finally, one of the most important lessons I\u2019ve learned is the need to make IT teams and business functions work together as true co-workers\u2014breaking down barriers between \u201cthose who create technology\u201d and \u201cthose who use it.\u201d When that alignment works, projects are executed better and have a real, lasting impact.<\/p>\n

\u00a0<\/p>\n

2. Chapter Two: ERP Between Milan and Shanghai \u2014 The Challenge of a Global Project<\/strong><\/h4>\n
Can you tell us about the project you\u2019re leading in China? What are the main objectives and complexities?<\/strong><\/h5>\n

The project we\u2019re running in China is one of the most complex and stimulating I\u2019ve ever worked on. At its core is a profound transformation of the operating model, moving toward a centralized setup, with a single warehouse managing inventory and orders for the entire sales network.<\/p>\n

But the real heart of the complexity lies in technology and architecture. In China, we use a local ERP system, different from our corporate standard. These two systems need to communicate smoothly and securely, exchanging critical data like purchase orders (PO), advance shipping notices (ASN), invoices, order confirmations, and reconciliations. On the corporate side, our platform is integrated via EDI (Electronic Data Interchange) with our global suppliers’ systems.<\/p>\n

It\u2019s a chain that must work like clockwork\u2014with clearly defined standards, but also with the flexibility to adapt to local specificities. The ultimate goal is to build an integrated, scalable ecosystem that supports growth and enables efficient operations in a strategic, constantly evolving market like China.<\/p>\n

What communication and cultural challenges have you encountered working between Italian and Chinese teams?<\/strong><\/h5>\n

You can bridge physical distance with technology, but cultural distance requires patience, curiosity, and above all, strong relationship-building. One of the most evident challenges lies in how problems are approached: in Italy, we\u2019re used to direct and often informal discussions, while in China, interactions are more structured, with strong respect for hierarchies and more formal communication.<\/p>\n

In such a complex environment\u2014where local teams work on a Chinese ERP and corporate teams on a different platform\u2014every misunderstanding can turn into a project bug. Data flows between the two systems are highly technical (POs, ASNs, invoices, order confirmations) but making them work requires a shared understanding of what they mean in daily operations. I\u2019ve learned that for every data flow, you also need a strong human flow: aligning definitions, expectations, and timelines.<\/p>\n

Often, the key was to “translate”\u2014not just the language but also the concepts\u2014so that everyone, whether in IT, operations, or finance, shared the same vision. We put a lot of effort into shared documentation, joint demos, and even small gestures\u2014a thank-you message, an informal alignment call, or constructive feedback. These are the things that make a real difference when working across time zones and cultures.<\/p>\n

How have you adapted your leadership style to coordinate such a geographically and culturally distant project?<\/strong><\/h5>\n

Leadership in a global project like this requires changing your pace, perspective, and tools. You can no longer rely on physical presence or daily interaction\u2014you have to be intentional in every action, clear in every communication, and above all, consistent in your decisions.<\/p>\n

I often found myself acting as a bridge between very different worlds: the fast-paced, results-oriented Chinese business environment and the corporate world, which focuses on harmonization, compliance, and long-term sustainability. Coordinating two different ERPs required a leadership style that could hold together a strategic vision with technical attention to detail. It\u2019s a delicate balance: if you\u2019re too rigid, you lose the agility of the local team; if you\u2019re too flexible, you risk compromising global alignment.<\/p>\n

That\u2019s why I focused on two key areas. First, building trust\u2014being present at key moments, listening to the Chinese team\u2019s needs, and celebrating local successes. Second, creating clear processes and shared responsibilities\u2014not imposing solutions, but co-creating them. I\u2019ve learned that real coordination doesn\u2019t happen \u201cfrom the top\u201d but \u201ctogether,\u201d day by day.<\/p>\n

It\u2019s a leadership style that constantly challenges you but also deeply enriches you. In the end, it\u2019s not just about making two systems communicate\u2014it\u2019s about connecting two worldviews. And when you succeed, the results go far beyond the KPIs.<\/p>\n

\u00a0<\/p>\n

3. Chapter Three: The Human Side of Technology<\/strong><\/h4>\n
What personal qualities help you most in your role?<\/strong><\/h5>\n

In a role like mine, technical skills are just part of the equation. What really makes a difference every day is the ability to listen, understand people, and put yourself in their shoes. I believe one of the qualities that helps me most is curiosity\u2014not just about technologies, but especially about other people\u2019s perspectives. I love having someone explain how a process works, whether it\u2019s a store manager in China or a controller in Italy, because that\u2019s the only way I can build meaningful solutions that speak the language of the business.<\/p>\n

Another quality I try to cultivate is resilience\u2014not as passive endurance, but as adaptability and a willingness to learn continuously. Projects change, priorities shift, and obstacles often arise when you least expect them. Staying clear-headed, knowing when to push forward and when to pause and reflect, is something you build with experience.<\/p>\n

And then, I would say, mediation skills. My role is often about building bridges: between IT and business, between headquarters and local teams, between vision and execution. And to do that, you need empathy, clarity, and a fair amount of diplomacy.<\/p>\n

How do you handle stress, conflicts, or critical moments in complex projects like this?<\/strong><\/h5>\n

Stress is part of the job\u2014especially when you work on international projects with time zone differences, demanding stakeholders, and technologies that sometimes don\u2019t work as they should.<\/p>\n

The first thing I try to do is not to face it alone. I\u2019ve learned that sharing challenges with the team\u2014even simply saying, \u201cGuys, this point is critical, let\u2019s figure it out together\u201d\u2014helps release pressure and often leads to better solutions. For me, team spirit is the first safety valve.<\/p>\n

Then there\u2019s a more personal aspect: I try to carve out small moments to decompress, even during the busiest days. Sometimes a walk, an hour without notifications, or a casual chat is enough to regain perspective.<\/p>\n

Finally, when conflicts arise\u2014which is inevitable, especially when different cultures and priorities are involved\u2014I always try to bring the discussion back to the shared \u201cwhy.\u201d When you refocus on the common goal, tensions often ease, and energies realign.<\/p>\n

Is there a particular anecdote or difficult moment that stood out to you during this project in China?<\/strong><\/h5>\n

One of the moments I remember most vividly wasn\u2019t about a technical crisis, but rather a turning point in team understanding. After weeks of workshops, discussions, and clarifications about the new operating model and transfer pricing, I still sensed some resistance from the local team\u2014especially from the finance and administration side.<\/p>\n

There was a fear that the corporate\u2019s involvement, with its global suppliers and pricing rules, would undermine the Chinese subsidiary\u2019s autonomy and negatively impact its local P&L. And even though we had already discussed this in detail, it felt like something was still missing for full understanding.<\/p>\n

Then, during a particularly intense meeting, the Chinese finance director\u2014a very detail-oriented and thoughtful person\u2014paused and said: \u201cSo, actually… we are gaining access to better prices and branded products, and this can help us grow. Not lose.\u201d<\/p>\n

At that moment, I knew the message had finally landed. It wasn\u2019t about taking something away from the subsidiary\u2014it was about enabling the Chinese team to make a qualitative leap by leveraging the group\u2019s bargaining power and offering a stronger, more recognizable market proposition.<\/p>\n

And not just that: having access to Amplifon-branded products, integrated with services and digital apps, would allow them to increase volumes, improve margins, and potentially even raise average selling prices. It was a turning point, because from that moment on, the dialogue shifted\u2014from \u201cWhat are you imposing on us?\u201d to \u201cHow can we make this work together?\u201d<\/p>\n

For me, it was a powerful reminder: transformations only work when they become shared journeys. And sometimes, all it takes is patience, attentive listening, and the right moment for everything to fall into place.<\/p>\n

\u00a0<\/p>\n

4. Chapter Four: AI and the Future of the IT Role<\/strong><\/h4>\n
How is artificial intelligence impacting the ERP world and your daily work?<\/strong><\/h5>\n

Artificial intelligence is entering the ERP world quietly\u2014but with enormous potential. Today, we mostly see it in the form of intelligent automation, predictive suggestions, automatic classifications, and advanced data analysis. It\u2019s not yet a total revolution, but it feels like we\u2019re witnessing the first steps of something that will soon radically change the rules of the game.<\/p>\n

In my daily work, its impact is becoming more and more noticeable. At Amplifon, we\u2019ve already introduced some intelligent automations that are making a real difference. One concrete example is the automatic recognition of invoices for indirect purchases: using OCR (Optical Character Recognition) algorithms combined with AI, invoices are read, interpreted, and classified automatically. What used to be a manual task\u2014prone to errors and delays\u2014is now smooth, traceable, and far more efficient.<\/p>\n

Another example is IDR \u2013 Intelligent Document Recognition: a technology that combines AI and machine learning to intelligently extract relevant information from both structured and unstructured documents, such as order forms, delivery notes, or contracts. This allows us to automate processes that previously required human review, line by line.<\/p>\n

We also use RPA \u2013 Robotic Process Automation: a technology that simulates human user actions, but faster and without interruptions. In practice, we create software \u201cbots\u201d that perform repetitive tasks across different systems\u2014extracting data, comparing information, populating ERP screens, or sending notifications. RPA has helped us, for example, manage quality control processes, reconcile data between legacy systems and cloud platforms, and ensure consistency in onboarding processes.<\/p>\n

All this lightens the workload for people, frees up time, reduces human error, and allows us to focus on what truly requires attention and critical thinking.<\/p>\n

It\u2019s a paradigm shift: moving from reaction to prediction, from data entry to data enhancement. For those of us working with systems, it\u2019s a push to go beyond the technical aspect and understand the value each automation can generate for the business.<\/p>\n

Are teams feeling more enthusiasm or concern when it comes to adopting AI?<\/strong><\/h5>\n

I would say both. On the one hand, there\u2019s a lot of curiosity\u2014especially among younger colleagues or those working closely with data and analytics. On the other hand, there\u2019s a subtle concern about the idea that AI might somehow \u201creplace\u201d roles, skills, or even entire teams.<\/p>\n

What we need to do is reduce anxiety and raise awareness. AI is not an enemy, but an ally. But for it to truly become that, people need to know it, test it, and integrate it into real processes. That\u2019s why we promote hands-on experiments: small pilots, targeted use cases, with strong involvement from the functional teams.<\/p>\n

This is how you move from fear to excitement\u2014when people see for themselves that AI isn\u2019t here to replace them, but to amplify their impact. That it helps them focus on what really matters: making better decisions and reducing mistakes and frustrations.<\/p>\n

Do you think AI will truly change the role of the CIO and IT teams in the coming years?<\/strong><\/h5>\n

Absolutely\u2014and it\u2019s already starting to happen. The CIO\u2019s role will no longer be just about \u201ckeeping the systems running\u201d but increasingly about being a catalyst for innovation. AI will push IT teams to step outside their traditional scope and become true strategic partners for the business. This will require new skills, of course, but also a change in mindset: less control, more collaboration. Less focus on technology itself, and more on the value it creates.<\/p>\n

The CIO will need to speak the language of data, sustainability, and user experience. They\u2019ll have to build hybrid teams, blending traditional skills with emerging ones like data science, prompt engineering, and intelligent process design.<\/p>\n

I also believe our decision-making will change increasingly supported by real-time insights, from systems that learn and adapt. This won\u2019t reduce the human role\u2014on the contrary, it will make it even more critical. AI can point you in a direction, but intuition, context, and accountability are what help you choose the right one.<\/p>\n

The future of IT won\u2019t be just technological. It will be, more than ever, human.<\/p>\n

\u00a0<\/p>\n

5. Chapter Five: Lessons Learned and Future Horizons<\/strong><\/h4>\n
What have you learned from this project, both personally and professionally?<\/strong><\/h5>\n

Professionally, this project confirmed for me how essential it is to build bridges between seemingly distant worlds. And I don\u2019t just mean technology or time zones\u2014but mentalities, priorities, and corporate cultures. Working between Italy and China taught me a simple yet powerful truth: technology only works when it manages to meet the needs of its users\u2014not just when it\u2019s \u201ctechnically correct.\u201d<\/p>\n

On a personal level, I\u2019ve learned\u2014or perhaps rediscovered\u2014the value of listening. In a complex context like this, with countless variables and pressures, the temptation is often to speed up, make quick decisions, and simplify. But sometimes, you need to slow down, listen to resistance, read between the lines, and give people the time they need to process. That\u2019s where real trust is built.<\/p>\n

And there\u2019s a less visible but perhaps even more important lesson: accepting that you can\u2019t control everything. An international project forces you to delegate, to trust your teams, to embrace unpredictability, and to react with flexibility. In a way, this has helped me become a more mature leader\u2014less of an \u201carchitect\u201d and more of a \u201ccoach.\u201d<\/p>\n

What are the most important skills for those who want to work on international IT projects today?<\/strong><\/h5>\n

Technical skills are the starting point\u2014but they\u2019re not enough on their own. If I had to highlight three skills that really make a difference today, they would be:<\/p>\n

    \n
  • Translation ability<\/strong>: You have to speak multiple \u201clanguages\u201d\u2014meaning the ability to translate a business need into a technical requirement, and vice versa. Those who can bridge IT and business, headquarters and local teams, stakeholders and delivery teams, become indispensable.<\/li>\n
  • Cultural sensitivity<\/strong>: Working on global projects requires the ability to understand local contexts and realize that what works in Italy might not be applicable in China or the U.S. It takes respect, flexibility, and sometimes the skill to mediate hybrid solutions.<\/li>\n
  • Change management<\/strong>: International projects aren\u2019t just about deploying technology\u2014they\u2019re deep transformation processes. Those who lead them must know how to manage resistance, communicate the \u201cwhy,\u201d and guide people through change. This is a skill that combines psychology, leadership, and organizational know-how.<\/li>\n<\/ul>\n
    What advice would you give a young professional who dreams of leading complex projects like yours?<\/strong><\/h5>\n

    The sincerest advice I can give is start with people, not systems. Study, explore technology, be curious\u2014but always remember that the value of what you implement depends on how it improves the lives of those who use it.<\/p>\n

    Don\u2019t be afraid to get your hands dirty: dive into the details, follow operations, listen to users. That\u2019s where you\u2019ll really understand how a company works. Big projects aren\u2019t managed only from above\u2014they\u2019re led best when you truly know the field.<\/p>\n

    And above all: don\u2019t wait for the perfect moment to feel \u201cready.\u201d No one ever really is. Learn to trust your instincts, to surround yourself with people who are better than you at something, and to work with those who challenge you constructively. Complexity isn\u2019t something you eliminate\u2014it\u2019s something you embrace and manage.<\/p>\n

    Being a leader in IT today means holding together the future and the present, data and people, vision and realism. If you\u2019re passionate about building things that last and truly change the way people work\u2026 you\u2019re on the right path.<\/p>\n

    How do you imagine the IT role will evolve over the next 10 years?<\/strong><\/h5>\n

    I believe that in ten years, the IT role will be even more hybrid and pervasive. The distinction between \u201cIT\u201d and \u201cbusiness\u201d will tend to disappear\u2014there won\u2019t be a department \u201cserving\u201d the others, but rather a network of cross-functional skills co-designing digital solutions together.<\/p>\n

    IT won\u2019t just be an enabler\u2014it will become a strategic lever to drive growth, enter new markets, and manage global complexity. IT professionals will need to speak the language of data, AI, sustainability\u2014alongside that of operations, compliance, and customer experience. It won\u2019t be enough to know \u201chow a system works\u201d\u2014you\u2019ll need to understand why it\u2019s implemented, the value it creates, and how it evolves over time.<\/p>\n

    At the same time, IT will need to maintain a strong focus on ethics, security, and governance. The smarter technology becomes, the more we\u2019ll need people who can ask the right questions\u2014not just provide technical answers.<\/p>\n

    In this scenario, I see future IT professionals as orchestrators\u2014connectors of intelligence\u2014capable of managing decentralized solutions, global ecosystems, autonomous automation, and a growing demand for personalization.<\/p>\n

    And perhaps the paradox is precisely this: the more technology advances, the more human leadership will be needed to guide it.<\/p>\n","protected":false},"excerpt":{"rendered":"

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