Access the Online Archive
Search the Historical Archive of the Pirelli Foundation for sources and materials. Select the type of support you are interested in and write the keywords of your research.
    Select one of the following categories
  • Documents
  • Photographs
  • Drawings and posters
  • Audio-visuals
  • Publications and magazines
  • All
Help with your research
To request to view the materials in the Historical Archive and in the libraries of the Pirelli Foundation for study and research purposes and/or to find out how to request the use of materials for loans and exhibitions, please fill in the form below. You will receive an email confirming receipt of the request and you will be contacted.
Pirelli Foundation Educational Courses

Select the education level of the school
Back
Primary schools
Pirelli Foundation Educational Courses
Please fill in your details and the staff of Pirelli Foundation Educational will contact you to arrange the dates of the course.

I declare I have read  the privacy policy, and authorise the Pirelli Foundation to process my personal data in order to send communications, also by email, about initiatives/conferences organised by the Pirelli Foundation.

Back
Lower secondary school
Pirelli Foundation Educational Courses
Please fill in your details and the staff of Pirelli Foundation Educational will contact you to arrange the dates of the course.
Back
Upper secondary school
Pirelli Foundation Educational Courses
Please fill in your details and the staff of Pirelli Foundation Educational will contact you to arrange the dates of the course.
Back
University
Pirelli Foundation Educational Courses

Do you want to organize a training programme with your students? For information and reservations, write to universita@fondazionepirelli.org

Visit the Foundation
For information on the Foundation's activities and admission to the spaces,
please call +39 0264423971 or write to visite@fondazionepirelli.org

Culture of enterprise in times of crisis

In times of crisis, even the culture of enterprise changes. The fundamentals may not change, but certainly the entrepreneurial approach to the marketplace and the structure of the enterprise created as a consequence will change in response to changes in the economy and in the competitive landscape. To better understand this, we need to put general impressions into more concrete numbers, which is why works such as “Il valore delle competenze, nuove opportunità per rimettere in moto il lavoro” (The value of skills. New opportunities to jumpstart employment), conducted by CENSIS and presented in Rome at the end of February, are important in helping to understand how Italian businesses are reacting to the crisis. What we see is movement, the actions of enterprises not wanting to stand still in the face of challenges.

Yes, only about 16% of all businesses are growing, and employment numbers are definitely not good, but, according to CENSIS, we are beginning to see a sort of “hidden reorganisation”, with very few businesses actually at a standstill. Indeed, many have chosen to react to the crisis by focusing on skills, not just on the traditional, more technological tools of change. In other words, innovation in organisation and processes (which is being pursued by the vast majority of Italian enterprises) is being followed by the search for new talent and new types of employees and managers, and a great deal is being done to further develop existing personnel in an attempt to integrate the old with the new.

However, what is taking place in Italian businesses and in their cultural approach to the crisis is even more complex. The CENSIS report says that the hiring of new people to replace existing employees or the use of outside specialists is being accompanied by efforts to optimise the organisation, including re-engineering business processes (38%), reorganising working groups (31.7%), adjusting working schedules and shift work (26.5%), and redefining employee assessment and reward systems (28%). The report further states that employee resistance has adversely affected the launch of new processes in many cases (54%).

So is Italian enterprise and culture of enterprise changing? For the most part, it probably is, and CENSIS has pointed to the toils of change, the drive towards that which is new, resistance of the old, and the will for the culture of enterprise to improve and to become more modern, all without forgetting that the old often also has many good points. It may be a burden, but its presence is still certainly felt. CENSIS makes another important observation about Italy’s industrial reorganisation, that it would appear to have three sides: one defensive, one expansionary, and one international.

Dal valore delle competenze, nuove opportunità per rimettere in moto il lavoro.  

Final Report CENSIS, February 2014

In times of crisis, even the culture of enterprise changes. The fundamentals may not change, but certainly the entrepreneurial approach to the marketplace and the structure of the enterprise created as a consequence will change in response to changes in the economy and in the competitive landscape. To better understand this, we need to put general impressions into more concrete numbers, which is why works such as “Il valore delle competenze, nuove opportunità per rimettere in moto il lavoro” (The value of skills. New opportunities to jumpstart employment), conducted by CENSIS and presented in Rome at the end of February, are important in helping to understand how Italian businesses are reacting to the crisis. What we see is movement, the actions of enterprises not wanting to stand still in the face of challenges.

Yes, only about 16% of all businesses are growing, and employment numbers are definitely not good, but, according to CENSIS, we are beginning to see a sort of “hidden reorganisation”, with very few businesses actually at a standstill. Indeed, many have chosen to react to the crisis by focusing on skills, not just on the traditional, more technological tools of change. In other words, innovation in organisation and processes (which is being pursued by the vast majority of Italian enterprises) is being followed by the search for new talent and new types of employees and managers, and a great deal is being done to further develop existing personnel in an attempt to integrate the old with the new.

However, what is taking place in Italian businesses and in their cultural approach to the crisis is even more complex. The CENSIS report says that the hiring of new people to replace existing employees or the use of outside specialists is being accompanied by efforts to optimise the organisation, including re-engineering business processes (38%), reorganising working groups (31.7%), adjusting working schedules and shift work (26.5%), and redefining employee assessment and reward systems (28%). The report further states that employee resistance has adversely affected the launch of new processes in many cases (54%).

So is Italian enterprise and culture of enterprise changing? For the most part, it probably is, and CENSIS has pointed to the toils of change, the drive towards that which is new, resistance of the old, and the will for the culture of enterprise to improve and to become more modern, all without forgetting that the old often also has many good points. It may be a burden, but its presence is still certainly felt. CENSIS makes another important observation about Italy’s industrial reorganisation, that it would appear to have three sides: one defensive, one expansionary, and one international.

Dal valore delle competenze, nuove opportunità per rimettere in moto il lavoro.  

Final Report CENSIS, February 2014