Short Discourse on the Method


This is a fact usually – even unanimously – acknowledged by the various clients and end customers of our Institute: the services provided under its auspices, regardless of their nature, duration or location, reflect a high level of organization. Moreover: this high level of organization is broadly considered to be a constituent part of our Institute’s unique quality of service and identity.

This high level of organization is indeed anything but fortuitous: it largely refers to the inherent nature of IAS historical positioning as an integrator of tailored training solutions and services based on leveraging a rich ecosystem of partners. More importantly perhaps, it reflects a patient and long-term maturing and capitalizing process, involving investment both in specific tools and methods – among which digitalization in all its forms plays a central part – and in accumulated skills and experience of a team regularly described as a ‘set of pocket knives’, whose agility and resilience are at the heart of our Institute’s value proposition.

Developing our clients’ and end consumers’ loyalty, in other words, creating a relationship of trust with each of them, is rooted in their high level of requirement. If properly perceived – i.e. as an opportunity, and not as a constraint – this high level of requirement can in turn only serve as a basis for a continuous effort towards delivering quality, with striving for excellence as a constant horizon in a business context which, in principle, does not allow for improvisation and even less for amateurism. This relationship of trust requires extensive listening and adjusting efforts, in order to take into account the intercultural factor inherent to the international context.

Our commitment to excellence, the result of complex and time-consuming equation, structured a significant part of IAS teams’ operational activity throughout the past years. Clearly, they have laid the foundations for future achievements.



Managing Director