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Artificial Intelligence to be understood, regulated and disseminated

A recent study provides an accurate summary of the current state of AI in Italy

 

Artificial intelligence is a tool that must be governed, and to do that it must first be understood.  An instrument of competitiveness and of extraordinary potential, AI could provide a significant boost to the Italian economy and its businesses.  It is with these considerations in mind that Raffaella Girone, Francesco Scalera and Eusebio De Marco (of the University of Bari) conducted their recent study, ‘AI: Possible Developments and Ethical Implications in the Global market’ published by the International Journal of Business Management and Economic Research.

Girone, Scalera and De Marco have successfully set out the key features of artificial intelligence, considering both its potential and characteristics, and the ways in which it could be integrated into the Italian economy and society.

As they demonstrate, it is a question of understanding, and then of use and rules. The research team’s conclusions are clear:  diverse and contemporary paths of dissemination are needed. Firstly, the ‘technology quotient’ of the new workforce must be accelerated by properly guiding the younger generations to raise their awareness of the impact that generative artificial intelligence will have on the world of work in the years to come. This training and awareness must also be provided to the current workforce. Thirdly, and more generally, it is necessary to spread a corporate culture focused on AI-based innovation that involves employees in decision-making processes, not just by informing them, but by engaging them in technological change.  Fourthly, the digitisation of businesses, particularly small and medium-sized ones, needs to be accelerated with government financial support.

This is a journey of stages and obstacles; therefore, the approach proposed by Girone, Scalera and De Marco in their research is one that necessarily begins and continues with a cultural change before a technological one.

 

AI: Possible Developments and Ethical Implications in the Global market

Raffaella Girone, Francesco Scalera and Eusebio De Marco

International Journal of Business Management and Economic Research (IJBMER), Vol 15(5),2024, 2522-2528

A recent study provides an accurate summary of the current state of AI in Italy

 

Artificial intelligence is a tool that must be governed, and to do that it must first be understood.  An instrument of competitiveness and of extraordinary potential, AI could provide a significant boost to the Italian economy and its businesses.  It is with these considerations in mind that Raffaella Girone, Francesco Scalera and Eusebio De Marco (of the University of Bari) conducted their recent study, ‘AI: Possible Developments and Ethical Implications in the Global market’ published by the International Journal of Business Management and Economic Research.

Girone, Scalera and De Marco have successfully set out the key features of artificial intelligence, considering both its potential and characteristics, and the ways in which it could be integrated into the Italian economy and society.

As they demonstrate, it is a question of understanding, and then of use and rules. The research team’s conclusions are clear:  diverse and contemporary paths of dissemination are needed. Firstly, the ‘technology quotient’ of the new workforce must be accelerated by properly guiding the younger generations to raise their awareness of the impact that generative artificial intelligence will have on the world of work in the years to come. This training and awareness must also be provided to the current workforce. Thirdly, and more generally, it is necessary to spread a corporate culture focused on AI-based innovation that involves employees in decision-making processes, not just by informing them, but by engaging them in technological change.  Fourthly, the digitisation of businesses, particularly small and medium-sized ones, needs to be accelerated with government financial support.

This is a journey of stages and obstacles; therefore, the approach proposed by Girone, Scalera and De Marco in their research is one that necessarily begins and continues with a cultural change before a technological one.

 

AI: Possible Developments and Ethical Implications in the Global market

Raffaella Girone, Francesco Scalera and Eusebio De Marco

International Journal of Business Management and Economic Research (IJBMER), Vol 15(5),2024, 2522-2528

Humanistic strategies for every business

A book on how models designed for large organisations can be applied to small companies

Big business strategy can be implemented even in small and medium-sized companies. It can be done, and it is worth the effort to try.  It is a question of changing organisational paradigms, which can reap rewards.   This is the premise of the recently published book

‘Manuale di corporate strategy. Strategia umanistica:

la via italiana’ (A handbook on corporate strategy. Humanistic strategies:  the Italian way) by Valerio Malvezzi, which proposes a systematic analysis of well-known business strategy models widely adopted by large companies, with the aim of adapting them for use by Italian micro and small enterprises.  The underlying assumption is that these models can be successfully adapted for use in smaller businesses, offering practical tools for growth, differentiation and sustainability in the long term.

Malvezzi’s interesting hypothesis is explored step by step by presenting organisational models created for large companies and adapting them to the particular features of micro and small enterprises. After this initial section, the author delves into the areas of application of each model, finally analysing a real business case.

The results demonstrate that the application of strategic tools originally designed for large organisations can also offer real potential for development in smaller businesses, provided limited resources and necessary process customisation are considered. Of course, Valerio Malvezzi’s theses must be verified for each business individually, but they contain the human element that sets each enterprise apart and can make a real difference.

Manuale di corporate strategy. Strategia umanistica: la via italiana

Valerio Malvezzi

Eurilink University Press, 2025

A book on how models designed for large organisations can be applied to small companies

Big business strategy can be implemented even in small and medium-sized companies. It can be done, and it is worth the effort to try.  It is a question of changing organisational paradigms, which can reap rewards.   This is the premise of the recently published book

‘Manuale di corporate strategy. Strategia umanistica:

la via italiana’ (A handbook on corporate strategy. Humanistic strategies:  the Italian way) by Valerio Malvezzi, which proposes a systematic analysis of well-known business strategy models widely adopted by large companies, with the aim of adapting them for use by Italian micro and small enterprises.  The underlying assumption is that these models can be successfully adapted for use in smaller businesses, offering practical tools for growth, differentiation and sustainability in the long term.

Malvezzi’s interesting hypothesis is explored step by step by presenting organisational models created for large companies and adapting them to the particular features of micro and small enterprises. After this initial section, the author delves into the areas of application of each model, finally analysing a real business case.

The results demonstrate that the application of strategic tools originally designed for large organisations can also offer real potential for development in smaller businesses, provided limited resources and necessary process customisation are considered. Of course, Valerio Malvezzi’s theses must be verified for each business individually, but they contain the human element that sets each enterprise apart and can make a real difference.

Manuale di corporate strategy. Strategia umanistica: la via italiana

Valerio Malvezzi

Eurilink University Press, 2025

Premio Campiello 2025: The Winner of the Sixty-Third Edition

The winner of the sixty-third edition of the Premio Campiello was announced on Saturday, 13 September, at the Teatro La Fenice in Venice. The event was hosted by Giorgia Cardinaletti with the participation of Luca Barbarossa and broadcast live on RAI 5.

The book chosen from among the five finalists by the Jury of Three Hundred Readers was Di spalle a questo mondo by Wanda Marasco, published by Neri Pozza. On the stage of La Fenice, the author received the “vera da pozzo,” the emblem of the Prize, a reproduction of the typical Venetian well or “campiello” that gives the award its name.

The Pirelli Foundation has spoken with the five finalists. To find out more about the winning book, you can watch the interview with the author on this page.

During the ceremony, Antonio Calabrò, the director of the Pirelli Foundation, together with Raffaele Boscaini, the president of the Fondazione Il Campiello, presented the prizes to the winners of the fourth edition of Campiello Junior, whose name were first announced in Vicenza last April: Ilaria Mattioni, with her novel La figlia del gigante (Feltrinelli), in the 7–10 age category, and Chiara Carminati, with her Nella tua pelle (Bompiani), in the 11–14 age category.

To find out more about the Campiello Junior winners, you can watch the Pirelli Foundation interviews on this page.

For all the latest on upcoming Campiello Junior events, you can follow us on this site and on the Foundation’s social media channels.

The winner of the sixty-third edition of the Premio Campiello was announced on Saturday, 13 September, at the Teatro La Fenice in Venice. The event was hosted by Giorgia Cardinaletti with the participation of Luca Barbarossa and broadcast live on RAI 5.

The book chosen from among the five finalists by the Jury of Three Hundred Readers was Di spalle a questo mondo by Wanda Marasco, published by Neri Pozza. On the stage of La Fenice, the author received the “vera da pozzo,” the emblem of the Prize, a reproduction of the typical Venetian well or “campiello” that gives the award its name.

The Pirelli Foundation has spoken with the five finalists. To find out more about the winning book, you can watch the interview with the author on this page.

During the ceremony, Antonio Calabrò, the director of the Pirelli Foundation, together with Raffaele Boscaini, the president of the Fondazione Il Campiello, presented the prizes to the winners of the fourth edition of Campiello Junior, whose name were first announced in Vicenza last April: Ilaria Mattioni, with her novel La figlia del gigante (Feltrinelli), in the 7–10 age category, and Chiara Carminati, with her Nella tua pelle (Bompiani), in the 11–14 age category.

To find out more about the Campiello Junior winners, you can watch the Pirelli Foundation interviews on this page.

For all the latest on upcoming Campiello Junior events, you can follow us on this site and on the Foundation’s social media channels.

Research and enterprise, how to get it right

A study by the Bank of Italy highlights the positive relationships and the challenges that need to be overcome in order to promote innovation in Italy

Innovation and business growth. But what kind of innovation? And which enterprises? And, above all, by which route? These are important questions that require careful consideration and do not have clear-cut answers. In fact, the answers change depending on the regions and social and economic systems involved. Monica Andini, Fabio Bertolotti, Luca Citino, Francesco D’Amuri, Andrea Linarello and Giulia Mattei of the Bank of Italy worked to try and answer these questions. The results of the efforts of this study group are summarised in the research paper ‘Ricerca, innovazione e trasferimento tecnologico in Italia’ (Research, Innovation and Technology Transfer in Italy), which was published a few weeks ago in the Questioni di Economia e Finanza (Occasional Papers) series.

As explained in the first few pages, the work provides a systematic overview of the entire innovation chain in Italy, paying particular attention to the relationship between public research and the innovative capacity of the production system. The analysis is structured around three main themes:  academic research in STEM subjects (science, technology, engineering and mathematics); patenting by private companies, universities and public research organisations (ERPs); and technology transfer initiatives. These areas are, of course, intertwined and are analysed to provide a reasoned summary of the state of the art and outline the strengths and weaknesses of each area, with the aim of strengthening the country’s innovative capacity. It is emphasised that this is a significant capacity which could grow in terms of dissemination and results by working more on relationships and effective technology transfer from research centres to companies.

This is certainly a question of organisation and resources, as well as a vision of the importance of consolidating the production and relationship culture that can enrich an area’s production system.

Ricerca, innovazione e trasferimento tecnologico in Italia

(The recent dynamics of productivity and the transformations of the production system)

Monica Andini, Fabio Bertolotti, Luca Citino, Francesco D’Amuri, Andrea Linarello,  Giulia Mattei

Bank of Italy, Questioni di Economia e Finanza (Occasional Papers), no. 954 – July 2025

A study by the Bank of Italy highlights the positive relationships and the challenges that need to be overcome in order to promote innovation in Italy

Innovation and business growth. But what kind of innovation? And which enterprises? And, above all, by which route? These are important questions that require careful consideration and do not have clear-cut answers. In fact, the answers change depending on the regions and social and economic systems involved. Monica Andini, Fabio Bertolotti, Luca Citino, Francesco D’Amuri, Andrea Linarello and Giulia Mattei of the Bank of Italy worked to try and answer these questions. The results of the efforts of this study group are summarised in the research paper ‘Ricerca, innovazione e trasferimento tecnologico in Italia’ (Research, Innovation and Technology Transfer in Italy), which was published a few weeks ago in the Questioni di Economia e Finanza (Occasional Papers) series.

As explained in the first few pages, the work provides a systematic overview of the entire innovation chain in Italy, paying particular attention to the relationship between public research and the innovative capacity of the production system. The analysis is structured around three main themes:  academic research in STEM subjects (science, technology, engineering and mathematics); patenting by private companies, universities and public research organisations (ERPs); and technology transfer initiatives. These areas are, of course, intertwined and are analysed to provide a reasoned summary of the state of the art and outline the strengths and weaknesses of each area, with the aim of strengthening the country’s innovative capacity. It is emphasised that this is a significant capacity which could grow in terms of dissemination and results by working more on relationships and effective technology transfer from research centres to companies.

This is certainly a question of organisation and resources, as well as a vision of the importance of consolidating the production and relationship culture that can enrich an area’s production system.

Ricerca, innovazione e trasferimento tecnologico in Italia

(The recent dynamics of productivity and the transformations of the production system)

Monica Andini, Fabio Bertolotti, Luca Citino, Francesco D’Amuri, Andrea Linarello,  Giulia Mattei

Bank of Italy, Questioni di Economia e Finanza (Occasional Papers), no. 954 – July 2025

Working together, it can be done

Two books tackle a crucial topic for businesses from different points of view

Working together to grow together. This applies to all organisations, but is of particular importance for companies. And especially today. However, working together effectively is difficult to achieve  and is the result of a journey that needs to be undertaken,  possibly with some help from manuals and guides. Here are two complementary books that can help. They both start from the premise  that organisations really work when people can contribute, decide and create together.

‘Leadership collegiale. Per organizzazioni agili, dinamiche, performanti’ (Collegial leadership. For agile, dynamic, high-performance organisations) written by Monica Margoni, focuses on the reality that companies face, which requires the ability to adapt to change, attract new talent and experiment with new ways of understanding leadership. It is a question of decision-making processes, which have to be fast, and organisational structures, which have to be flexible and provide room for the assumption of responsibility. Much depends on the ability of the ‘leaders’ to create the right conditions. The book therefore presents different methods of leadership not as personal competencies, but as functions that can be exercised by anyone within an organisation. It is an evolutionary path that today’s managers can take with their employees, because responding to complexity requires more than the intelligence of a few.

Working together is key. This is also the premise of ‘Facilitation for growth. Come ottenere risultati straordinari dai gruppi (How to get extraordinary results from groups) by Giancarlo Manzoni and Marco Ossani. The book considers organisations as human groups and teams that can only function if everyone is moving in the same direction.  This is why ‘facilitation’ is considered a fundamental tool for all companies. The book illustrates the techniques of this discipline, which make it possible to improve collaboration in groups. However, they also serve another purpose:  to generate ideas, achieve consensus, and give the experience shared meaning. Full of practical case studies, this is a book to read and apply.

Leadership collegiale. Per organizzazioni agili, dinamiche, performanti

Monica Margoni

Guerini NEXT, 2025

Facilitation for growth. Come ottenere risultati straordinari dai gruppi

Giancarlo Manzoni, Marco Ossani

Guerini NEXT, 2025

Two books tackle a crucial topic for businesses from different points of view

Working together to grow together. This applies to all organisations, but is of particular importance for companies. And especially today. However, working together effectively is difficult to achieve  and is the result of a journey that needs to be undertaken,  possibly with some help from manuals and guides. Here are two complementary books that can help. They both start from the premise  that organisations really work when people can contribute, decide and create together.

‘Leadership collegiale. Per organizzazioni agili, dinamiche, performanti’ (Collegial leadership. For agile, dynamic, high-performance organisations) written by Monica Margoni, focuses on the reality that companies face, which requires the ability to adapt to change, attract new talent and experiment with new ways of understanding leadership. It is a question of decision-making processes, which have to be fast, and organisational structures, which have to be flexible and provide room for the assumption of responsibility. Much depends on the ability of the ‘leaders’ to create the right conditions. The book therefore presents different methods of leadership not as personal competencies, but as functions that can be exercised by anyone within an organisation. It is an evolutionary path that today’s managers can take with their employees, because responding to complexity requires more than the intelligence of a few.

Working together is key. This is also the premise of ‘Facilitation for growth. Come ottenere risultati straordinari dai gruppi (How to get extraordinary results from groups) by Giancarlo Manzoni and Marco Ossani. The book considers organisations as human groups and teams that can only function if everyone is moving in the same direction.  This is why ‘facilitation’ is considered a fundamental tool for all companies. The book illustrates the techniques of this discipline, which make it possible to improve collaboration in groups. However, they also serve another purpose:  to generate ideas, achieve consensus, and give the experience shared meaning. Full of practical case studies, this is a book to read and apply.

Leadership collegiale. Per organizzazioni agili, dinamiche, performanti

Monica Margoni

Guerini NEXT, 2025

Facilitation for growth. Come ottenere risultati straordinari dai gruppi

Giancarlo Manzoni, Marco Ossani

Guerini NEXT, 2025

‘Words that give life’: teacher, kindness, respect, balance and integrity

There are words that give life. In his poem, Paul Éluard — one of the most intense French poets of the 20th century — listed them as follows: ‘The word warmth the word trust/ love justice and the word freedom/ the word child and the word kindness/ the word courage/ and the word discover/ the word brother and the word comrade…’. ‘Innocent words,’ he called them, also to recall ‘certain country names of villages and certain names of women and of friends.’ Like Gabriel Péri, a hero of the Resistance, to whom the poem was dedicated.

We can try to continue this list today as a kind of antidote to the difficult times we are living through. A time of violence, vulgarity, narcissism and politics ‘full of nightmares and short on dreams’ (Il Foglio, 6 September), of lies and deceit, which makes it increasingly difficult to write stories that reflect humanity.

Let’s list the word teacher, for example. And the word integrity. The word work, the word respect and the word balance. The word thanks and the word sorry. The word others. And, after Eluard, we could reimagine the word justice and the word kindness.

The reference examples in our discussion are taken from newspaper articles. This shows that reading well-written and edited newspapers provides news, insights and cultural references that offer hope, despite the insults and contempt directed at journalists by serial haters on social media and high-profile politicians. One could say Minima Moralia, a deference to, and a respectful nod to, much more illustrious precedents, without any pretension of comparison.

A person is defined by the adventures they have had, the happiness and pain they have experienced, the books they have read, the people they have loved, their friends and their teachers.

Let’s take a moment to reflect on the word ‘teacher’ (without, however, inappropriately attributing it to too many people). One of the tools we use is the new book by Massimo Recalcati, published ten years after the captivating The Hour of Lesson:  it is The Light and the Wave, published by Einaudi, with the essential subtitle  What does it mean to teach? The word for teacher in Italian is maestro and comes from the Latin magis, which means ‘more’. More knowledge to acquire, more questions to ask, more answers to seek, more points of view to consider. This is not nihilistic relativism. Rather, it is an attitude that transmits knowledge as a critical ability and a habit of viewing the world through ‘the eyes of others’.

In his book, Recalcati discusses 20th-century teachers such as Jacques Lacan, Gilles Deleuze, and Pier Paolo Pasolini. And each of us could write our own additional list. Among ‘the just who are saving the world’, Jorge Luis Borges counts ‘a man who cultivates his garden as Voltaire wanted’ and ‘those who discover an etymology with pleasure’. Someone attentive to Sicilian culture, and thus to the world, would point to Pirandello, Vittorini, Sciascia and Camilleri, the latter of whom is the subject of much discussion this year, marking the centenary of his birth. In Milan, it is worth rereading Manzoni and Testori, as well as Gadda. And remembering the irony of Alberto Arbasino, as discussed by Edmondo Berselli:  ‘In Italy, there is a magical moment when one transitions from the category of beautiful promise to that of being the usual jerk. Only a few lucky ones are then granted the age to access the dignity of being a revered teacher’.

Few lucky and capable ones, indeed. Giuliano Ferrara is absolutely right in his reflection on the excessive number of pages dedicated to memories and praise for recently deceased illustrious figures and celebrities:  ‘Exaggerating tires even the memory’ (Il Foglio, 6 September). Beauty, style, and elegance (here are other words to emphasise) are the result of a sober and sophisticated sense of measure.

Teachers in the heights of the great culture. And teachers are fundamental in life and in daily school.

My paternal grandmother Lucia was a teacher who taught hundreds of children to read and do arithmetic in Caronia, a Norman village on the Tyrrhenian coast of Sicily, at the turn of the twentieth century. Over time, I discovered that many had fond memories of her.  She taught them how to learn,  how to understand words and numbers, and how to understand the world.  She helped them  to become people,  as teachers do today and will do again tomorrow. Recalcati asserts: ‘it is only through contagion with the teacher’s desire that the student’s desire is produced,  and that the teacher’s task is to ignite the desire to know.’

There is another key word that is linked to the teacher, thinking about the lives of others  and that is respect. Once again, Sergio Mattarella, the President of the Republic, emphasised that  ‘only in a world founded on respect can progress be achieved’. In a message to the European House Ambrosetti Forum in Cernobbio (Corriere della Sera, 7 September), he urged Europe to ‘rebuild the centrality of international law’ and ‘not yield to autocratic regimes’, also criticising ‘the overwhelming weight of global corporations’, particularly Big Tech. ‘They are the new East India Companies.’ , Human respect, against the arrogant technocracies. Respect for rules and values. Respect for a better economic and social balance.

And here is another essential word: balance. What does it mean to seek new dimensions of compatibility between economic growth and social justice, productivity and sustainability, and competitiveness and solidarity? According to the principles of a ‘reformist enterprise’, this can be a driving force for a new and better era of development, not just growth. Economic and civil progress should be measured not only by GDP (gross domestic product, or the wealth created), but also by BES (fair and sustainable well-being), an authoritative indicator developed by Istat years ago. It should also be measured by the HDI (human development index, introduced by the UN in the 1990s to measure well-being and quality of life). This index considers not only income, but also health and education. The Knowledge Economic Index was developed by the World Bank Institute to assess a country’s position in the global knowledge economy. This is because the dissemination of knowledge, and thus critical thinking, is closely linked to freedom, responsibility and the quality of development.

A fundamental theory to consider  is that developed by Martha Nussbaum on the idea of the Capability Approach, which evaluates well-being and quality of life in terms of the real opportunities a person has to live a life they desire and consider worthy of living. And here is another ‘word that gives life’:  dignity.

All this, to focus on just one of many examples, means taking responsibility on the part of politics and the ruling classes in general for responding to the 1.4 million young people aged 15 to 24 who are ‘NEET’ (not in education, employment or training). This represents a significant amount of ‘wasted human capital’ (Chiara Saraceno, La Stampa, 6 September), which indicates dramatic personal and social distress and creates unacceptable imbalances in the country’s structure. This is the exact opposite of the inclusivity on which a solid democracy is based,  as well as of personal and social dignity.

Laura Linda Sabbadini is therefore right to argue in her new book The Country That Matters (Marsilio) that we must reason based on data and facts, not factoids, post-truth and convenient statistics. Measuring inequalities also contributes to saving democracy.

Regarding balance, it might be worth providing another small but significant example on the relationship between life and work. It is worth noting that one of Milan’s most famous trattorias, Trippa in Porta Romana, has decided to close on Saturdays and Sundays. It is so successful that one has to wait months for a reservation thanks to the good food. ‘Less money, but happier  and a better life,’ says Pietro Caroli, the founder, alongside chef Diego Rossi (Corriere della Sera, 4 September). In frantic, glittering Milan, prioritising quality of life and work over making money is indicative of a minority trend that must be embraced and valued.

Another word that can be linked to the idea of a fair and sustainable economy is probity. Marco Tronchetti Provera, the CEO of Pirelli, used it to commemorate Leopoldo Pirelli on the centenary of his birth:  ‘An entrepreneur, one of the most visionary of his generation.  A decent man, as one would have said in the past; sensitive to social and cultural issues, and endowed with a great sense of responsibility towards the company he led and the country’s institutions’ (Corriere della Sera, 25 August).  ‘An Enlightenment thinker in business;  it is ethics that support the mission of an entrepreneur’.

In the difficult and competitive world of the market economy, values and passions are  all the more important. In this period of innovation, work and profitability, it is all the more important to be able to speak  of a better future.

The ethics of doing and of doing things well have been discussed recently in relation to Giorgio Armani, a prominent figure in the worlds of fashion and culture who has just passed away. This links the moral dimension to an idea that goes beyond fashion and encompasses the deepest sense of elegance as a style of work and life  that includes moderation,  good taste and  kindness. Here we are again with words ‘that give life’.

These are indeed challenging words, all of which we are reflecting on.  Last utopias, as some might say. And rightly so. Yet, in times of swift and heavy change, it is necessary to insist on the fertile words of good feelings and behaviours. This conviction is strengthened by the comfort of classic, wise and severe pages. Take Lewis Mumford, for example, who invites us to distinguish ‘the utopia of escape’ (fantasy, building castles in the air) from the ‘utopia of reconstruction’ (trying to make the world a little better — a topic we have already discussed on this blog).

Or those with which Italo Calvino concludes Invisible Cities, inviting us to ‘seek and recognise, who and what, amidst hell, is not hell, and make it last, and give it space’.

Therefore, it is worth continuing the list of ‘words that give life’, Eluard’s ‘innocent words’. Each of us in our own way.

Emilio Isgrò, Libro cancellato, 1964, Museo del Novecento, Milan 

Getty Images

There are words that give life. In his poem, Paul Éluard — one of the most intense French poets of the 20th century — listed them as follows: ‘The word warmth the word trust/ love justice and the word freedom/ the word child and the word kindness/ the word courage/ and the word discover/ the word brother and the word comrade…’. ‘Innocent words,’ he called them, also to recall ‘certain country names of villages and certain names of women and of friends.’ Like Gabriel Péri, a hero of the Resistance, to whom the poem was dedicated.

We can try to continue this list today as a kind of antidote to the difficult times we are living through. A time of violence, vulgarity, narcissism and politics ‘full of nightmares and short on dreams’ (Il Foglio, 6 September), of lies and deceit, which makes it increasingly difficult to write stories that reflect humanity.

Let’s list the word teacher, for example. And the word integrity. The word work, the word respect and the word balance. The word thanks and the word sorry. The word others. And, after Eluard, we could reimagine the word justice and the word kindness.

The reference examples in our discussion are taken from newspaper articles. This shows that reading well-written and edited newspapers provides news, insights and cultural references that offer hope, despite the insults and contempt directed at journalists by serial haters on social media and high-profile politicians. One could say Minima Moralia, a deference to, and a respectful nod to, much more illustrious precedents, without any pretension of comparison.

A person is defined by the adventures they have had, the happiness and pain they have experienced, the books they have read, the people they have loved, their friends and their teachers.

Let’s take a moment to reflect on the word ‘teacher’ (without, however, inappropriately attributing it to too many people). One of the tools we use is the new book by Massimo Recalcati, published ten years after the captivating The Hour of Lesson:  it is The Light and the Wave, published by Einaudi, with the essential subtitle  What does it mean to teach? The word for teacher in Italian is maestro and comes from the Latin magis, which means ‘more’. More knowledge to acquire, more questions to ask, more answers to seek, more points of view to consider. This is not nihilistic relativism. Rather, it is an attitude that transmits knowledge as a critical ability and a habit of viewing the world through ‘the eyes of others’.

In his book, Recalcati discusses 20th-century teachers such as Jacques Lacan, Gilles Deleuze, and Pier Paolo Pasolini. And each of us could write our own additional list. Among ‘the just who are saving the world’, Jorge Luis Borges counts ‘a man who cultivates his garden as Voltaire wanted’ and ‘those who discover an etymology with pleasure’. Someone attentive to Sicilian culture, and thus to the world, would point to Pirandello, Vittorini, Sciascia and Camilleri, the latter of whom is the subject of much discussion this year, marking the centenary of his birth. In Milan, it is worth rereading Manzoni and Testori, as well as Gadda. And remembering the irony of Alberto Arbasino, as discussed by Edmondo Berselli:  ‘In Italy, there is a magical moment when one transitions from the category of beautiful promise to that of being the usual jerk. Only a few lucky ones are then granted the age to access the dignity of being a revered teacher’.

Few lucky and capable ones, indeed. Giuliano Ferrara is absolutely right in his reflection on the excessive number of pages dedicated to memories and praise for recently deceased illustrious figures and celebrities:  ‘Exaggerating tires even the memory’ (Il Foglio, 6 September). Beauty, style, and elegance (here are other words to emphasise) are the result of a sober and sophisticated sense of measure.

Teachers in the heights of the great culture. And teachers are fundamental in life and in daily school.

My paternal grandmother Lucia was a teacher who taught hundreds of children to read and do arithmetic in Caronia, a Norman village on the Tyrrhenian coast of Sicily, at the turn of the twentieth century. Over time, I discovered that many had fond memories of her.  She taught them how to learn,  how to understand words and numbers, and how to understand the world.  She helped them  to become people,  as teachers do today and will do again tomorrow. Recalcati asserts: ‘it is only through contagion with the teacher’s desire that the student’s desire is produced,  and that the teacher’s task is to ignite the desire to know.’

There is another key word that is linked to the teacher, thinking about the lives of others  and that is respect. Once again, Sergio Mattarella, the President of the Republic, emphasised that  ‘only in a world founded on respect can progress be achieved’. In a message to the European House Ambrosetti Forum in Cernobbio (Corriere della Sera, 7 September), he urged Europe to ‘rebuild the centrality of international law’ and ‘not yield to autocratic regimes’, also criticising ‘the overwhelming weight of global corporations’, particularly Big Tech. ‘They are the new East India Companies.’ , Human respect, against the arrogant technocracies. Respect for rules and values. Respect for a better economic and social balance.

And here is another essential word: balance. What does it mean to seek new dimensions of compatibility between economic growth and social justice, productivity and sustainability, and competitiveness and solidarity? According to the principles of a ‘reformist enterprise’, this can be a driving force for a new and better era of development, not just growth. Economic and civil progress should be measured not only by GDP (gross domestic product, or the wealth created), but also by BES (fair and sustainable well-being), an authoritative indicator developed by Istat years ago. It should also be measured by the HDI (human development index, introduced by the UN in the 1990s to measure well-being and quality of life). This index considers not only income, but also health and education. The Knowledge Economic Index was developed by the World Bank Institute to assess a country’s position in the global knowledge economy. This is because the dissemination of knowledge, and thus critical thinking, is closely linked to freedom, responsibility and the quality of development.

A fundamental theory to consider  is that developed by Martha Nussbaum on the idea of the Capability Approach, which evaluates well-being and quality of life in terms of the real opportunities a person has to live a life they desire and consider worthy of living. And here is another ‘word that gives life’:  dignity.

All this, to focus on just one of many examples, means taking responsibility on the part of politics and the ruling classes in general for responding to the 1.4 million young people aged 15 to 24 who are ‘NEET’ (not in education, employment or training). This represents a significant amount of ‘wasted human capital’ (Chiara Saraceno, La Stampa, 6 September), which indicates dramatic personal and social distress and creates unacceptable imbalances in the country’s structure. This is the exact opposite of the inclusivity on which a solid democracy is based,  as well as of personal and social dignity.

Laura Linda Sabbadini is therefore right to argue in her new book The Country That Matters (Marsilio) that we must reason based on data and facts, not factoids, post-truth and convenient statistics. Measuring inequalities also contributes to saving democracy.

Regarding balance, it might be worth providing another small but significant example on the relationship between life and work. It is worth noting that one of Milan’s most famous trattorias, Trippa in Porta Romana, has decided to close on Saturdays and Sundays. It is so successful that one has to wait months for a reservation thanks to the good food. ‘Less money, but happier  and a better life,’ says Pietro Caroli, the founder, alongside chef Diego Rossi (Corriere della Sera, 4 September). In frantic, glittering Milan, prioritising quality of life and work over making money is indicative of a minority trend that must be embraced and valued.

Another word that can be linked to the idea of a fair and sustainable economy is probity. Marco Tronchetti Provera, the CEO of Pirelli, used it to commemorate Leopoldo Pirelli on the centenary of his birth:  ‘An entrepreneur, one of the most visionary of his generation.  A decent man, as one would have said in the past; sensitive to social and cultural issues, and endowed with a great sense of responsibility towards the company he led and the country’s institutions’ (Corriere della Sera, 25 August).  ‘An Enlightenment thinker in business;  it is ethics that support the mission of an entrepreneur’.

In the difficult and competitive world of the market economy, values and passions are  all the more important. In this period of innovation, work and profitability, it is all the more important to be able to speak  of a better future.

The ethics of doing and of doing things well have been discussed recently in relation to Giorgio Armani, a prominent figure in the worlds of fashion and culture who has just passed away. This links the moral dimension to an idea that goes beyond fashion and encompasses the deepest sense of elegance as a style of work and life  that includes moderation,  good taste and  kindness. Here we are again with words ‘that give life’.

These are indeed challenging words, all of which we are reflecting on.  Last utopias, as some might say. And rightly so. Yet, in times of swift and heavy change, it is necessary to insist on the fertile words of good feelings and behaviours. This conviction is strengthened by the comfort of classic, wise and severe pages. Take Lewis Mumford, for example, who invites us to distinguish ‘the utopia of escape’ (fantasy, building castles in the air) from the ‘utopia of reconstruction’ (trying to make the world a little better — a topic we have already discussed on this blog).

Or those with which Italo Calvino concludes Invisible Cities, inviting us to ‘seek and recognise, who and what, amidst hell, is not hell, and make it last, and give it space’.

Therefore, it is worth continuing the list of ‘words that give life’, Eluard’s ‘innocent words’. Each of us in our own way.

Emilio Isgrò, Libro cancellato, 1964, Museo del Novecento, Milan 

Getty Images

The growth of the Italian economy, a question of enterprise culture

A Bank of Italy study shows that companies are expanding, but at an uneven rate

 

Contrary to the predictions of the pessimists, the Italian economy has grown, according to data and analysis from the Bank of Italy in a recently published research paper. This is due to productivity and ‘industrial intelligence’, but these do not hide the problems that need to be addressed, which are rooted in the need to spread a business culture that is still often for the few.

‘Le recenti dinamiche della produttività e le trasformazioni del sistema produttivo’ (The recent dynamics of productivity and the transformations of the production system) is a research paper published in the Occasional Papers series ‘Questioni di Economia e Finanza’, conducted by a large group of economists at the Central Institute. The paper takes its cue from an observation: ‘Between 2019 and 2024, the GDP growth rate was 5.6 per cent, despite the shocks related to the pandemic, energy crisis and geopolitical tensions. This was slightly higher than the previous five-year period (5.1 per cent) and higher than that of the euro area (4.8 per cent). The expansion of activity levels was most pronounced in the private sector, with growth in value added reaching almost 10 per cent. The increase has benefited significantly from generous fiscal policies, but has lost momentum in the last two years.’ This expansion primarily impacted construction and services, while manufacturing slowed, and employment grew, though productivity weakened and declined over the past two years.  These are the core facts that the Bank of Italy’s team of economists sought to examine in depth.

One of the survey’s conclusions was that the average size of companies had increased, as had their profitability and propensity to invest.  This demonstrates that a large proportion of Italian entrepreneurs tried to respond to difficulties by reallocating resources, investing, and trying to increase production efficiency. However, the problem that has emerged is no small one:  the gap between the best companies and the rest of the productive sector has increased, meaning that while the Italian economy has grown, it has done so unevenly, leaving many companies behind.

What can we do, then? The research explains: ‘In order to close the productivity gap with the main European countries and in light of recent signs of weakening, it will be crucial to promote a wider adoption of advanced technologies and strengthen the productive fabric more widely.’  In short, this means speeding up the spread of the improved corporate culture that has driven only a fraction of companies to innovate. This is not a small challenge, but it is one that must be addressed.

Le recenti dinamiche della produttività e le trasformazioni del sistema produttivo

Antonio Accetturo, Audinga Baltrunaite, Emanuele Ciani, Federico Cingano, Federica Daniele, Roberta De Luca, Irene Di Marzio, Rosalia Greco, Andrea Linarello, Francesco Manaresi and Sauro Mocetti

Bank of Italy, Questioni di Economia e Finanza (Occasional Papers), no. 953 – July 2025

A Bank of Italy study shows that companies are expanding, but at an uneven rate

 

Contrary to the predictions of the pessimists, the Italian economy has grown, according to data and analysis from the Bank of Italy in a recently published research paper. This is due to productivity and ‘industrial intelligence’, but these do not hide the problems that need to be addressed, which are rooted in the need to spread a business culture that is still often for the few.

‘Le recenti dinamiche della produttività e le trasformazioni del sistema produttivo’ (The recent dynamics of productivity and the transformations of the production system) is a research paper published in the Occasional Papers series ‘Questioni di Economia e Finanza’, conducted by a large group of economists at the Central Institute. The paper takes its cue from an observation: ‘Between 2019 and 2024, the GDP growth rate was 5.6 per cent, despite the shocks related to the pandemic, energy crisis and geopolitical tensions. This was slightly higher than the previous five-year period (5.1 per cent) and higher than that of the euro area (4.8 per cent). The expansion of activity levels was most pronounced in the private sector, with growth in value added reaching almost 10 per cent. The increase has benefited significantly from generous fiscal policies, but has lost momentum in the last two years.’ This expansion primarily impacted construction and services, while manufacturing slowed, and employment grew, though productivity weakened and declined over the past two years.  These are the core facts that the Bank of Italy’s team of economists sought to examine in depth.

One of the survey’s conclusions was that the average size of companies had increased, as had their profitability and propensity to invest.  This demonstrates that a large proportion of Italian entrepreneurs tried to respond to difficulties by reallocating resources, investing, and trying to increase production efficiency. However, the problem that has emerged is no small one:  the gap between the best companies and the rest of the productive sector has increased, meaning that while the Italian economy has grown, it has done so unevenly, leaving many companies behind.

What can we do, then? The research explains: ‘In order to close the productivity gap with the main European countries and in light of recent signs of weakening, it will be crucial to promote a wider adoption of advanced technologies and strengthen the productive fabric more widely.’  In short, this means speeding up the spread of the improved corporate culture that has driven only a fraction of companies to innovate. This is not a small challenge, but it is one that must be addressed.

Le recenti dinamiche della produttività e le trasformazioni del sistema produttivo

Antonio Accetturo, Audinga Baltrunaite, Emanuele Ciani, Federico Cingano, Federica Daniele, Roberta De Luca, Irene Di Marzio, Rosalia Greco, Andrea Linarello, Francesco Manaresi and Sauro Mocetti

Bank of Italy, Questioni di Economia e Finanza (Occasional Papers), no. 953 – July 2025

Finding yourself at the helm of a business

Ten CEO stories tell ten life stories

CEOs, yes, but first and foremost human beings, with all their dreams but also their problems, their aspirations and their anxieties. People who often find themselves unexpectedly running businesses and succeeding at it, driven by their innate sense of self. This is what Marco Rosetti, an entrepreneur with a background in industrial psychology, shares in ten interviews in his book ‘CEO per caso’ (CEO by accident), with a subtitle that speaks for itself: ‘Vite, imprese, probabilità’ (Lives, businesses, chances).

Rosetti explores territory that is rarely touched upon in the world of management:  the role of chance, the unexpected, and vulnerability in the lives and careers of company leaders. As mentioned, he achieves this through a collection of ten authentic and face to face interviews with the CEOs of well-known companies such as Geox, Artsana and Omnicom Media Group Italy, who share their experiences of discontinuity, uncertainty and disorientation that led them to where they are today. So these are not stories of machines programmed for efficiency, but true stories of real people’s lives, which are all enlightening for those who read them.

They are about human beings grappling with the adventures of doing business.

However, all this comes with a warning: the book doesn’t aim to teach you how to become a CEO. Instead, it explores the value of intuition, adaptability, and imperfection in an age that celebrates control and planning. What’s more, the author considers how the digital economy legitimises what the traditional economy has always rejected. Success is not always the result of a linear trajectory or rational choices; sometimes, on the contrary, it stems from setbacks, coincidences and mistakes.

In the ten stories contained in the book, readers won’t find any acts of arrogance or presumption, but they will find ambition and willpower. Empathy is also evident, in the way people are involved in the projects, and loneliness during those final moments of decision-making (companies, however attentive to nuances and differences, ultimately require clear decisions). These are all attitudes, characteristics and ways of being that stem from an awareness of inevitable mistakes, limitations and frailties. Something we can all relate to during difficult times.

Marco Rosetti’s book is well worth reading.  It helps to raise awareness of the fact that the lives of true entrepreneurs encompass much more than just efficiency and profit. They have a responsibility to act as social and cultural agents of change, driving progress and improvement in the world in which we live.

CEO per caso. Vite, imprese, probabilità

Marco Rosetti

Guerini Next, 2025

Ten CEO stories tell ten life stories

CEOs, yes, but first and foremost human beings, with all their dreams but also their problems, their aspirations and their anxieties. People who often find themselves unexpectedly running businesses and succeeding at it, driven by their innate sense of self. This is what Marco Rosetti, an entrepreneur with a background in industrial psychology, shares in ten interviews in his book ‘CEO per caso’ (CEO by accident), with a subtitle that speaks for itself: ‘Vite, imprese, probabilità’ (Lives, businesses, chances).

Rosetti explores territory that is rarely touched upon in the world of management:  the role of chance, the unexpected, and vulnerability in the lives and careers of company leaders. As mentioned, he achieves this through a collection of ten authentic and face to face interviews with the CEOs of well-known companies such as Geox, Artsana and Omnicom Media Group Italy, who share their experiences of discontinuity, uncertainty and disorientation that led them to where they are today. So these are not stories of machines programmed for efficiency, but true stories of real people’s lives, which are all enlightening for those who read them.

They are about human beings grappling with the adventures of doing business.

However, all this comes with a warning: the book doesn’t aim to teach you how to become a CEO. Instead, it explores the value of intuition, adaptability, and imperfection in an age that celebrates control and planning. What’s more, the author considers how the digital economy legitimises what the traditional economy has always rejected. Success is not always the result of a linear trajectory or rational choices; sometimes, on the contrary, it stems from setbacks, coincidences and mistakes.

In the ten stories contained in the book, readers won’t find any acts of arrogance or presumption, but they will find ambition and willpower. Empathy is also evident, in the way people are involved in the projects, and loneliness during those final moments of decision-making (companies, however attentive to nuances and differences, ultimately require clear decisions). These are all attitudes, characteristics and ways of being that stem from an awareness of inevitable mistakes, limitations and frailties. Something we can all relate to during difficult times.

Marco Rosetti’s book is well worth reading.  It helps to raise awareness of the fact that the lives of true entrepreneurs encompass much more than just efficiency and profit. They have a responsibility to act as social and cultural agents of change, driving progress and improvement in the world in which we live.

CEO per caso. Vite, imprese, probabilità

Marco Rosetti

Guerini Next, 2025

September, off we go again. Providing insights into the data that reveal a demographic crisis and the shortage of skilled workers

September arrives, marking the change of season. The holidays are over (and this year they were shorter and cheaper for thousands of families). The light is no longer hazy as it was in summer; instead, it’s sharp and clear, and the shadows herald the arrival of autumn. And the ‘wonder of the night wide open to the sea’ (a line from one of the singer Mina’s most beautiful songs) gives way to the resumption of daily work. We must get used to an uncertain and difficult reality once again.

Tensions relating to wars, geopolitics and trade conflicts have not eased; far from it. All the issues that we had temporarily overlooked are now back before political decision-makers and the public.

Let’s consider some data that provides food for thought (remembering that good governance, the market economy and democracy are impossible without reliable statistics). The first figure relates to demographics.  This year, just 340,000 children are expected to be born, which is 30,000 fewer than in 2024. There has been an increasingly sharp decline in recent years: in 2024, there were 10,000 fewer births than in 2023. The second figure relates to the fact that, according to Il Sole24Ore (21 August), companies are looking for 2.3 million graduates and those with technical qualifications, but have only managed to recruit some of them, which therefore limits their growth.

These figures were published by newspapers in the summer (good information never goes on holiday, and are needed for the market and democracy).  But perhaps they were read distractedly between dips in the sea, walks in the mountains, and gin and tonics at sunset.

Why are we starting with this data? To highlight the fundamental issues that need to be addressed in order to develop sustainable projects and establish long-term policies in Europe that prevent marginalisation and subsequent decline. ‘The illusion of a strong Europe has already evaporated’, Mario Draghi recalled at the Rimini Meeting on 22 August. This is an area of the world where essential values and lifestyles coexist and must be defended and revived:  free economy, welfare, and indeed representative democracy, freedom and solidarity. The critical sense of history and innovation related to free and autonomous scientific research,  memory and the future,  with the goal  of giving the EU strong political subjectivity by addressing major issues such as security, energy, innovation, industrial policies and training (Sergio Fabbrini in Il Sole24Ore, 31 August).

Let’s look at the data, then.  Starting with the so-called ‘demographic winter’, we can see an increasing decrease in the number of births, as well as a fertility rate of 1.18 children per woman, which is one of the lowest in Europe (the European average is 1.38 and the world average is 2.20). The OECD estimates that Italy will lose 12 million active workers by 2060 — a decrease of 34% compared to today and four times greater than the average for the 38 OECD countries. If productivity does not rise, GDP per capita will fall by an average of 0.5% per year (Il Sole 24 Ore, 25 and 29 July). In short, we are becoming an increasingly ageing and impoverished country, characterised by hardship and loneliness. According to ISTAT, 41% of families will consist of one person in 2050.

‘Empty classrooms’ are a further disturbing factor, according to INAIL statistics validated by the Ministry of Economy (Il Sole24Ore, 13 August), Italy will lose 1 million pupils in ten years.

The population is shrinking, as are the workforce and the ‘knowledge economy’, which is being deprived of its most fundamental asset: people.  Firms are struggling and medium-term economic growth is becoming increasingly sluggish.

The labour market is also affected: two sets of data illustrate this well:  ‘Stem’ (science, technology, engineering and mathematics) degree alert: the Excelsior Report of Unioncamere estimates that between 9,000 and 18,000 workers could be lacking every year, leaving the current need for 2.3 million graduates and those with technical qualifications partly unmet, as noted above, with negative consequences for key sectors of our industrial competitiveness. ‘Electronics: shortage of employees holds back seven out of ten companies’, according to Anie, the Confindustria sector association (Il Sole24Ore, 26 August).  And again:  ‘Small companies short of talent: three out of four struggle to find skills and suitable candidates.’ ‘Four out of ten interviews for skilled workers are no-shows’, according to Corriere della Sera on 31 August, citing Unioncamere/Ministry of Labour data reworked by the CGIA of Mestre.

Carlo Cottarelli (Corriere della Sera, 12 August) describes the real economy as ‘anaemic’, even though employment figures are generally positive (24,326,000 people were employed in June, which is an increase on previous months), and Cottarelli adds that ‘public accounts in good order give credibility to Italy’.

Alongside the figures on demographic winter and the mismatch between supply and demand for work, there are other figures to consider.  Between 2011 and 2024, more than 619,000 young people aged 18–34 left Italy, resulting in a net loss of 433,000 people.  And this trend is growing: in 2024 alone, the estimated net loss exceeded 55,000 people, almost five times the level in 2011. ‘Italy continues to lose young people, and it is not just a question of numbers.  It is a loss of human capital, energy and future prosperity,’ argues Luca Paolazzi (Huffington Post, 16 July).

Surprisingly, he insists that the most affected regions are the most developed ones:  Lombardy, Veneto, Friuli Venezia Giulia, Emilia-Romagna and Trentino-Alto Adige, where more than 50% of young emigrants are educated to degree level.  He refers to this as ‘selective emigration, whereby the most educated are attracted to other countries where their qualifications are more highly valued and career prospects are clearer.’

This is a very heavy loss of human and social capital, which could drastically reduce Italy’s prospects for economic growth and sustainable development in the medium term, condemning it to marginalisation — not only economic, but also political.

‘There is an inseparable link between births and growth’, writes authoritative demographer Alessandro Rosina (Il Sole24Ore, 25 July), recalling that ‘GDP depends on three elements:  the number of people of working age, the employment rate and productivity. And all these factors are interdependently linked with the mechanisms of demographic dynamics.’

The political point is this: make choices that prioritise quality of life and work, training, and the sustainability of economic and social processes. Make Italy attractive to young people from the rest of the world who want to build a better future here. Rosina explains that the goal is ‘to make Italy a country where you can work well, grow well from childhood, and live well at every stage of life; a place where people can choose to stay and integrate different experiences and backgrounds positively. If we set our sights on this, we will also end up with more economic well-being and a greater desire for children.’

In our recovery of activity in politics and business, it is crucial to move in this direction and establish practical and forward-thinking measures in the upcoming Finance Law.  This will help create a more competitive, attractive and supportive Italy.

(Photo Getty Images)

September arrives, marking the change of season. The holidays are over (and this year they were shorter and cheaper for thousands of families). The light is no longer hazy as it was in summer; instead, it’s sharp and clear, and the shadows herald the arrival of autumn. And the ‘wonder of the night wide open to the sea’ (a line from one of the singer Mina’s most beautiful songs) gives way to the resumption of daily work. We must get used to an uncertain and difficult reality once again.

Tensions relating to wars, geopolitics and trade conflicts have not eased; far from it. All the issues that we had temporarily overlooked are now back before political decision-makers and the public.

Let’s consider some data that provides food for thought (remembering that good governance, the market economy and democracy are impossible without reliable statistics). The first figure relates to demographics.  This year, just 340,000 children are expected to be born, which is 30,000 fewer than in 2024. There has been an increasingly sharp decline in recent years: in 2024, there were 10,000 fewer births than in 2023. The second figure relates to the fact that, according to Il Sole24Ore (21 August), companies are looking for 2.3 million graduates and those with technical qualifications, but have only managed to recruit some of them, which therefore limits their growth.

These figures were published by newspapers in the summer (good information never goes on holiday, and are needed for the market and democracy).  But perhaps they were read distractedly between dips in the sea, walks in the mountains, and gin and tonics at sunset.

Why are we starting with this data? To highlight the fundamental issues that need to be addressed in order to develop sustainable projects and establish long-term policies in Europe that prevent marginalisation and subsequent decline. ‘The illusion of a strong Europe has already evaporated’, Mario Draghi recalled at the Rimini Meeting on 22 August. This is an area of the world where essential values and lifestyles coexist and must be defended and revived:  free economy, welfare, and indeed representative democracy, freedom and solidarity. The critical sense of history and innovation related to free and autonomous scientific research,  memory and the future,  with the goal  of giving the EU strong political subjectivity by addressing major issues such as security, energy, innovation, industrial policies and training (Sergio Fabbrini in Il Sole24Ore, 31 August).

Let’s look at the data, then.  Starting with the so-called ‘demographic winter’, we can see an increasing decrease in the number of births, as well as a fertility rate of 1.18 children per woman, which is one of the lowest in Europe (the European average is 1.38 and the world average is 2.20). The OECD estimates that Italy will lose 12 million active workers by 2060 — a decrease of 34% compared to today and four times greater than the average for the 38 OECD countries. If productivity does not rise, GDP per capita will fall by an average of 0.5% per year (Il Sole 24 Ore, 25 and 29 July). In short, we are becoming an increasingly ageing and impoverished country, characterised by hardship and loneliness. According to ISTAT, 41% of families will consist of one person in 2050.

‘Empty classrooms’ are a further disturbing factor, according to INAIL statistics validated by the Ministry of Economy (Il Sole24Ore, 13 August), Italy will lose 1 million pupils in ten years.

The population is shrinking, as are the workforce and the ‘knowledge economy’, which is being deprived of its most fundamental asset: people.  Firms are struggling and medium-term economic growth is becoming increasingly sluggish.

The labour market is also affected: two sets of data illustrate this well:  ‘Stem’ (science, technology, engineering and mathematics) degree alert: the Excelsior Report of Unioncamere estimates that between 9,000 and 18,000 workers could be lacking every year, leaving the current need for 2.3 million graduates and those with technical qualifications partly unmet, as noted above, with negative consequences for key sectors of our industrial competitiveness. ‘Electronics: shortage of employees holds back seven out of ten companies’, according to Anie, the Confindustria sector association (Il Sole24Ore, 26 August).  And again:  ‘Small companies short of talent: three out of four struggle to find skills and suitable candidates.’ ‘Four out of ten interviews for skilled workers are no-shows’, according to Corriere della Sera on 31 August, citing Unioncamere/Ministry of Labour data reworked by the CGIA of Mestre.

Carlo Cottarelli (Corriere della Sera, 12 August) describes the real economy as ‘anaemic’, even though employment figures are generally positive (24,326,000 people were employed in June, which is an increase on previous months), and Cottarelli adds that ‘public accounts in good order give credibility to Italy’.

Alongside the figures on demographic winter and the mismatch between supply and demand for work, there are other figures to consider.  Between 2011 and 2024, more than 619,000 young people aged 18–34 left Italy, resulting in a net loss of 433,000 people.  And this trend is growing: in 2024 alone, the estimated net loss exceeded 55,000 people, almost five times the level in 2011. ‘Italy continues to lose young people, and it is not just a question of numbers.  It is a loss of human capital, energy and future prosperity,’ argues Luca Paolazzi (Huffington Post, 16 July).

Surprisingly, he insists that the most affected regions are the most developed ones:  Lombardy, Veneto, Friuli Venezia Giulia, Emilia-Romagna and Trentino-Alto Adige, where more than 50% of young emigrants are educated to degree level.  He refers to this as ‘selective emigration, whereby the most educated are attracted to other countries where their qualifications are more highly valued and career prospects are clearer.’

This is a very heavy loss of human and social capital, which could drastically reduce Italy’s prospects for economic growth and sustainable development in the medium term, condemning it to marginalisation — not only economic, but also political.

‘There is an inseparable link between births and growth’, writes authoritative demographer Alessandro Rosina (Il Sole24Ore, 25 July), recalling that ‘GDP depends on three elements:  the number of people of working age, the employment rate and productivity. And all these factors are interdependently linked with the mechanisms of demographic dynamics.’

The political point is this: make choices that prioritise quality of life and work, training, and the sustainability of economic and social processes. Make Italy attractive to young people from the rest of the world who want to build a better future here. Rosina explains that the goal is ‘to make Italy a country where you can work well, grow well from childhood, and live well at every stage of life; a place where people can choose to stay and integrate different experiences and backgrounds positively. If we set our sights on this, we will also end up with more economic well-being and a greater desire for children.’

In our recovery of activity in politics and business, it is crucial to move in this direction and establish practical and forward-thinking measures in the upcoming Finance Law.  This will help create a more competitive, attractive and supportive Italy.

(Photo Getty Images)

Leopoldo Pirelli, “The Gentleman Entrepreneur”

Leopoldo Pirelli was born on 27 August 1925 in Velate, in the province of Varese. He was the heir to a dynasty of entrepreneurs who left a profound mark on Italy’s industrial history. His grandfather, Giovanni Battista, founded Pirelli in 1872, introducing the innovation of vulcanised rubber to the country. His father, Alberto, headed the company from the early 1930s through the difficult times of Fascism and the Second World War. It was Leopoldo, remembered as the “gentleman entrepreneur”, who would lead the Group into a new era in the second half of the twentieth century.

After graduating in Engineering from the Politecnico University of Milan, Leopoldo Pirelli entered the family business with the awareness that his position was not a right, but a commitment. He embarked on a tough apprenticeship in which he learnt every aspect of the company: general accounting in Basel, industrial accounting in Brussels, purchasing in London, and finally his first official post as shift manager at the Tivoli tyre plant. Over the following decade he gradually assumed greater responsibilities, sharing an office with his father, their desks placed face to face.
In the 1950s, as Milan rose up from the devastation of war, Pirelli set his sights on building a new corporate headquarters. The task was entrusted to the architect Gio Ponti, who decided to build a “monument to honour the city and civilisation.” Thus, in 1960, one of the most powerful symbols of Italy’s economic rebirth was created: the Pirelli Tower. Together with his father Alberto, Leopoldo championed this visionary project, seeing the Pirellone not merely as a reflection of the excellence of the Group but as a work of art, a declaration of modernity, and an emblem of Milan’s visual identity. Above all, it was a testament to the idea that business could represent innovation, beauty, and culture.

In 1965 Leopoldo Pirelli became the chairman of the company, ushering in a new chapter in its history. With great discipline and a profound sense of duty, he successfully steered Italian industry through both the buoyant years of the economic boom and the turbulence of the oil crises, labour unrest, and the violent years of terrorism. His vision was reflected in initiatives such as the drafting of the “Pirelli Report” for the reform of the General Confederation of Italian Industry (Confindustria) and the so-called decretone, a package of proposals designed to anticipate workers’ demands and foster more harmonious industrial relations. Equally forward-looking was the Bicocca Project, developed at Leopoldo’s behest from the 1980s by architect Vittorio Gregotti’s studio. It pioneered a new model of urban planning, transforming the idea of factories of products into factories of knowledge, opening the company’s spaces to the city in a dialogue between past, present, and future.

In 1986, when he was awarded a medal as an Honorary Member of the College of Engineers of Milan, Leopoldo decided to tell the story of what he had learnt in a lifetime spent at the head of the Group. He chose to share not numbers, statistics or personal achievements, but rather carefully chosen words, which he referred to as “The Ten Rules of the Good Entrepreneur”. More than simple advice, they amounted to a moral code, a legacy of values practised daily within the company. Leopoldo maintained that industry was never just about profit, but a cornerstone of civilisation, a place where innovation and social responsibility must advance hand in hand. Above all, he believed that to do business was to assume a duty—towards employees, towards the community, and towards the wider world.

In 1996, after more than three decades at the helm, Leopoldo Pirelli passed the presidency to Marco Tronchetti Provera. On the 100th anniversary of his birth, we remember a man who played a decisive role not only in the growth of the family business, but also in the economic and cultural transformation of Italy itself: a leader attentive to people and principles, whose vision of business as a place of dialogue and shared progress remains a vital point of reference today.

Leopoldo Pirelli was born on 27 August 1925 in Velate, in the province of Varese. He was the heir to a dynasty of entrepreneurs who left a profound mark on Italy’s industrial history. His grandfather, Giovanni Battista, founded Pirelli in 1872, introducing the innovation of vulcanised rubber to the country. His father, Alberto, headed the company from the early 1930s through the difficult times of Fascism and the Second World War. It was Leopoldo, remembered as the “gentleman entrepreneur”, who would lead the Group into a new era in the second half of the twentieth century.

After graduating in Engineering from the Politecnico University of Milan, Leopoldo Pirelli entered the family business with the awareness that his position was not a right, but a commitment. He embarked on a tough apprenticeship in which he learnt every aspect of the company: general accounting in Basel, industrial accounting in Brussels, purchasing in London, and finally his first official post as shift manager at the Tivoli tyre plant. Over the following decade he gradually assumed greater responsibilities, sharing an office with his father, their desks placed face to face.
In the 1950s, as Milan rose up from the devastation of war, Pirelli set his sights on building a new corporate headquarters. The task was entrusted to the architect Gio Ponti, who decided to build a “monument to honour the city and civilisation.” Thus, in 1960, one of the most powerful symbols of Italy’s economic rebirth was created: the Pirelli Tower. Together with his father Alberto, Leopoldo championed this visionary project, seeing the Pirellone not merely as a reflection of the excellence of the Group but as a work of art, a declaration of modernity, and an emblem of Milan’s visual identity. Above all, it was a testament to the idea that business could represent innovation, beauty, and culture.

In 1965 Leopoldo Pirelli became the chairman of the company, ushering in a new chapter in its history. With great discipline and a profound sense of duty, he successfully steered Italian industry through both the buoyant years of the economic boom and the turbulence of the oil crises, labour unrest, and the violent years of terrorism. His vision was reflected in initiatives such as the drafting of the “Pirelli Report” for the reform of the General Confederation of Italian Industry (Confindustria) and the so-called decretone, a package of proposals designed to anticipate workers’ demands and foster more harmonious industrial relations. Equally forward-looking was the Bicocca Project, developed at Leopoldo’s behest from the 1980s by architect Vittorio Gregotti’s studio. It pioneered a new model of urban planning, transforming the idea of factories of products into factories of knowledge, opening the company’s spaces to the city in a dialogue between past, present, and future.

In 1986, when he was awarded a medal as an Honorary Member of the College of Engineers of Milan, Leopoldo decided to tell the story of what he had learnt in a lifetime spent at the head of the Group. He chose to share not numbers, statistics or personal achievements, but rather carefully chosen words, which he referred to as “The Ten Rules of the Good Entrepreneur”. More than simple advice, they amounted to a moral code, a legacy of values practised daily within the company. Leopoldo maintained that industry was never just about profit, but a cornerstone of civilisation, a place where innovation and social responsibility must advance hand in hand. Above all, he believed that to do business was to assume a duty—towards employees, towards the community, and towards the wider world.

In 1996, after more than three decades at the helm, Leopoldo Pirelli passed the presidency to Marco Tronchetti Provera. On the 100th anniversary of his birth, we remember a man who played a decisive role not only in the growth of the family business, but also in the economic and cultural transformation of Italy itself: a leader attentive to people and principles, whose vision of business as a place of dialogue and shared progress remains a vital point of reference today.

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