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Icons of business culture

A ten-part account of some of the best names in the Italian design industry has just been published.

 

Excellence and the corporate culture that accompanies it. The inimitability of the product. History as a resource for the present. These are just some of the themes that are explored in “Icone. Mito, storie e personaggi del design italiano” (Icons. The myths, history and characters of Italian design), a book written by Giovanna Mancini and recently published: a collection of snapshots of business, dedicated to companies that have made Italian design their great strength.

Icons” begins with an observation: for more than half a century, Italian companies on the international design scene have represented excellence on a global scale, recognised both by the markets and by the world of culture and design. To find proof of this, we only need look at the vast number of products that are the pride of collections of design pieces and applied art. And that’s without even touching upon the economic significance of this sector.

But what lies behind all of this? The answer (or rather the ten answers) to this question can be found in the pages written by Mancini whilst touring around some of the best companies in the sector, such as Alessi, Artemide, B&B Italia, Caimi Brevetti, Cassina, Driade, Gufram, Kartell, Molteni&C and Zanotta; a journey into (and behind the scenes of) Italian ingenuity that serves to demonstrate how success is the result of a complex set of elements, every single time: not simply the quality of the product, but also the gamble and adventure of experimenting, the drive to explore, the taste for innovation and also – why not – the capacity to take risks. Without forgetting, of course, the ability to combine tradition with innovation, in different ways each time. This is a rare skill, and not merely the result of great management and production skills.

Giovanna Mancini explains all of this, and shows us that there is no mathematical formula that can explain the unmeasurable Italian entrepreneurial creativity applied to design.

The author writes the following of two of the protagonists of her book: “Both are passionate about beauty, creativity, sustainability and the unique nature of Italian know-how, as well as about supporting young talent and looking to the future. This is precisely what unites them: a shared vision of doing business on the basis of two fundamental and indispensable pillars: science and humanism.”

“Icons” consists of less than two hundred pages, each of which is worth a close read.

Icone. Mito, storie e personaggi del design italiano (Icons. The myths, history and characters of Italian design)

Giovanna Mancini

LUISS University Press, 2021

A ten-part account of some of the best names in the Italian design industry has just been published.

 

Excellence and the corporate culture that accompanies it. The inimitability of the product. History as a resource for the present. These are just some of the themes that are explored in “Icone. Mito, storie e personaggi del design italiano” (Icons. The myths, history and characters of Italian design), a book written by Giovanna Mancini and recently published: a collection of snapshots of business, dedicated to companies that have made Italian design their great strength.

Icons” begins with an observation: for more than half a century, Italian companies on the international design scene have represented excellence on a global scale, recognised both by the markets and by the world of culture and design. To find proof of this, we only need look at the vast number of products that are the pride of collections of design pieces and applied art. And that’s without even touching upon the economic significance of this sector.

But what lies behind all of this? The answer (or rather the ten answers) to this question can be found in the pages written by Mancini whilst touring around some of the best companies in the sector, such as Alessi, Artemide, B&B Italia, Caimi Brevetti, Cassina, Driade, Gufram, Kartell, Molteni&C and Zanotta; a journey into (and behind the scenes of) Italian ingenuity that serves to demonstrate how success is the result of a complex set of elements, every single time: not simply the quality of the product, but also the gamble and adventure of experimenting, the drive to explore, the taste for innovation and also – why not – the capacity to take risks. Without forgetting, of course, the ability to combine tradition with innovation, in different ways each time. This is a rare skill, and not merely the result of great management and production skills.

Giovanna Mancini explains all of this, and shows us that there is no mathematical formula that can explain the unmeasurable Italian entrepreneurial creativity applied to design.

The author writes the following of two of the protagonists of her book: “Both are passionate about beauty, creativity, sustainability and the unique nature of Italian know-how, as well as about supporting young talent and looking to the future. This is precisely what unites them: a shared vision of doing business on the basis of two fundamental and indispensable pillars: science and humanism.”

“Icons” consists of less than two hundred pages, each of which is worth a close read.

Icone. Mito, storie e personaggi del design italiano (Icons. The myths, history and characters of Italian design)

Giovanna Mancini

LUISS University Press, 2021

Draghi’s strategies on the environment and the green and blue economy of companies

“America’s better future. No carbon and no blackouts”, is the title of the cover story in The Economist on clean and reliable energy, and on President Biden’s decision to launch an ambitious attempt to tackle climate change. Finally. At a time when the slogan that sums up the new US policy is “America is back” – replacing the arrogant and adversarial “MAGA” (or “Make America Great Again”) of the Trump era – and where “back” has immediately spelled a return to the Paris agreement on sustainability, the crucial themes of the environment and the reduction of economic and social imbalances are being systematically revisited on the international scene.

This new course of action was echoed in the speeches of US President Joe Biden, Italian Prime Minister Mario Draghi and German Chancellor Angela Merkel at last week’s G7 summit, demonstrating their shared approach to these themes. Health and climate are now in the foreground, and there is a collective recognition of the importance of the new political direction taken in Italy, in order to strengthen and reinforce the EU strategies pursued in this area. “With Draghi, Italy is in a more virtuous position, and can shift the balance in Europe”, confirmed European Commissioner for Economy Paolo Gentiloni (La Stampa, 22 February). Moreover, in his policy statements in Parliament, Mario Draghi has shown an exemplary approach with regard to Europe’s responsibilities towards the younger generations: “We want to leave a good planet, and not just a good currency.”

The government’s choices for the Recovery Plan are relatively consistent, both in terms of strategic indications and with regard to the establishment of the operational system to be put in place in order to decide how to invest in the green economy and the digital economy, and – after an excessively long period of political negligence and a failure to take responsibility – how to tackle the various issues relating to reform (namely the public administration, taxation, justice, employment, schooling and research). Essentially, we are talking about the changes that are necessary in order to stop the cycle of low Italian growth rates, and to lay the foundations for a better future for our children and grandchildren.

The confirmation of the willingness to make these changes lies in a number of key choices concerning government roles: the implementation of the Recovery Plan hinges upon the offices within the Ministry of the Economy, which are full of skilled, competent individuals, placed in the steady, reliable hands of a minister like Daniele Franco. The role of Minister for Technological Innovation and Digital Transition was entrusted to Vittorio Colao, a manager with international experience, while the role of Minister for Ecological Transition went to Roberto Cingolani, a scientist with excellent management skills (as demonstrated at the Italian Institute of Technology) and a solid grounding in business culture (thanks to his experience at the highest echelons of the company Leonardo). And, finally, the role of Minister for Infrastructure and Transport was entrusted to Enrico Giovannini, an expert in sustainable development who already boasts solid experience in government. These are all choices that suggest that we can reasonably expect a clear and effective era of reform. It is the responsibility of the political forces to facilitate – and why not, to enhance and enrich – this attempt.

As far as Italian companies are concerned, we are currently faced with an extraordinary opportunity to really insist upon the importance of sustainability strategies – many of which have been in operation for some time – as a fundamental lever for strengthening competitiveness and accelerating implementation of these initiatives, finally within a favourable political framework.

Data from the GreenItaly Report, conducted by the Symbola Foundation and Unioncamere, demonstrate that over the last five years (and despite the fact that their core business is based upon traditional activities), 435,000 companies have begun the process of a “green conversion”, insisting on the use of renewable energies (indeed, the very same ones referred to, in relation to the US, by The Economist article mentioned at the beginning of this post), on ensuring companies have a low environmental impact on the territory, on waste recycling, and on other “circular economy” indicators. And “there are more than three million Italian people working within an industry that respects the environment, and the safety and quality of life,” adds Ermete Realacci, President of Symbola.

Opting to take the sustainable route enables many companies to stay at the top of the international rankings, and to strengthen their competitiveness within the global markets. There are, for example, five major Italian companies among the Top 50 businesses nominated by the Seal Business Awards: Enel, Leonardo, Pirelli, Snam and Terna (the ranking measures performance in terms of “Sustainability, Environmental Achievement and Leadership”, or SEAL). Pirelli has also been rated “Gold Class” in the automotive sector by S&P’s Sustainability Year Book 2021, while in other sectors, Enel, Poste Italiane, Prysmian, Telecom, Moncler, Hera, and once again, Leonardo, Saipem and Terna have also received recognition.

For each of these companies – in accordance with their own individual history, area of technological specialisation and specific business culture – a choice made long ago remains relevant today: the choice to focus on innovation, linking the ‘digital’ dimension with that of environmental and social sustainability in an original way. This is precisely the path of action that Draghi’s government is now focusing its attention on, with the explicit collaboration of the Ministries of Transition, both ecological and digital.

The cross-over between the digital and green economies, or between green and blue – helped by the investments supported by the Recovery Plan funds – can enable us to solve some of the most complex problems that beset the Italian industrial structure, with renewed hope for success. The issue of steel and the Ilva crisis, for example. Danieli, Leonardo and Saipem have just formed an alliance (Il Sole24Ore, 19 February) to launch “green steel” processes, which do not use coal – a strategy that could also improve the competitive position of Italian steel on global markets.

And herein lies an interesting indication that is developing during the course of the meetings overseen by Emma Marcegaglia as part of the B20, the official Italian-led G20 dialogue forum for the business and financial world.  The contribution of our companies to the international business environment can be seen in the examples of the virtuous practices that have strengthened our manufacturing sector and related services over time: committing to environmental and social sustainability not as an opportunistic exercise in green-washing, or for communication and marketing purposes, but rather as an essential component of a forward-thinking production strategy, of a quality-based decision that is focused on markets that are teeming with consumers who are sensitive to environmental issues, on financial organisations that prioritise sustainable investments and on the values and interests of all of the stakeholders that have a relationship with the company in question, and who affect its value, credibility, reliability and reputation. The Italy of companies that know how to do business, and do it well.

“America’s better future. No carbon and no blackouts”, is the title of the cover story in The Economist on clean and reliable energy, and on President Biden’s decision to launch an ambitious attempt to tackle climate change. Finally. At a time when the slogan that sums up the new US policy is “America is back” – replacing the arrogant and adversarial “MAGA” (or “Make America Great Again”) of the Trump era – and where “back” has immediately spelled a return to the Paris agreement on sustainability, the crucial themes of the environment and the reduction of economic and social imbalances are being systematically revisited on the international scene.

This new course of action was echoed in the speeches of US President Joe Biden, Italian Prime Minister Mario Draghi and German Chancellor Angela Merkel at last week’s G7 summit, demonstrating their shared approach to these themes. Health and climate are now in the foreground, and there is a collective recognition of the importance of the new political direction taken in Italy, in order to strengthen and reinforce the EU strategies pursued in this area. “With Draghi, Italy is in a more virtuous position, and can shift the balance in Europe”, confirmed European Commissioner for Economy Paolo Gentiloni (La Stampa, 22 February). Moreover, in his policy statements in Parliament, Mario Draghi has shown an exemplary approach with regard to Europe’s responsibilities towards the younger generations: “We want to leave a good planet, and not just a good currency.”

The government’s choices for the Recovery Plan are relatively consistent, both in terms of strategic indications and with regard to the establishment of the operational system to be put in place in order to decide how to invest in the green economy and the digital economy, and – after an excessively long period of political negligence and a failure to take responsibility – how to tackle the various issues relating to reform (namely the public administration, taxation, justice, employment, schooling and research). Essentially, we are talking about the changes that are necessary in order to stop the cycle of low Italian growth rates, and to lay the foundations for a better future for our children and grandchildren.

The confirmation of the willingness to make these changes lies in a number of key choices concerning government roles: the implementation of the Recovery Plan hinges upon the offices within the Ministry of the Economy, which are full of skilled, competent individuals, placed in the steady, reliable hands of a minister like Daniele Franco. The role of Minister for Technological Innovation and Digital Transition was entrusted to Vittorio Colao, a manager with international experience, while the role of Minister for Ecological Transition went to Roberto Cingolani, a scientist with excellent management skills (as demonstrated at the Italian Institute of Technology) and a solid grounding in business culture (thanks to his experience at the highest echelons of the company Leonardo). And, finally, the role of Minister for Infrastructure and Transport was entrusted to Enrico Giovannini, an expert in sustainable development who already boasts solid experience in government. These are all choices that suggest that we can reasonably expect a clear and effective era of reform. It is the responsibility of the political forces to facilitate – and why not, to enhance and enrich – this attempt.

As far as Italian companies are concerned, we are currently faced with an extraordinary opportunity to really insist upon the importance of sustainability strategies – many of which have been in operation for some time – as a fundamental lever for strengthening competitiveness and accelerating implementation of these initiatives, finally within a favourable political framework.

Data from the GreenItaly Report, conducted by the Symbola Foundation and Unioncamere, demonstrate that over the last five years (and despite the fact that their core business is based upon traditional activities), 435,000 companies have begun the process of a “green conversion”, insisting on the use of renewable energies (indeed, the very same ones referred to, in relation to the US, by The Economist article mentioned at the beginning of this post), on ensuring companies have a low environmental impact on the territory, on waste recycling, and on other “circular economy” indicators. And “there are more than three million Italian people working within an industry that respects the environment, and the safety and quality of life,” adds Ermete Realacci, President of Symbola.

Opting to take the sustainable route enables many companies to stay at the top of the international rankings, and to strengthen their competitiveness within the global markets. There are, for example, five major Italian companies among the Top 50 businesses nominated by the Seal Business Awards: Enel, Leonardo, Pirelli, Snam and Terna (the ranking measures performance in terms of “Sustainability, Environmental Achievement and Leadership”, or SEAL). Pirelli has also been rated “Gold Class” in the automotive sector by S&P’s Sustainability Year Book 2021, while in other sectors, Enel, Poste Italiane, Prysmian, Telecom, Moncler, Hera, and once again, Leonardo, Saipem and Terna have also received recognition.

For each of these companies – in accordance with their own individual history, area of technological specialisation and specific business culture – a choice made long ago remains relevant today: the choice to focus on innovation, linking the ‘digital’ dimension with that of environmental and social sustainability in an original way. This is precisely the path of action that Draghi’s government is now focusing its attention on, with the explicit collaboration of the Ministries of Transition, both ecological and digital.

The cross-over between the digital and green economies, or between green and blue – helped by the investments supported by the Recovery Plan funds – can enable us to solve some of the most complex problems that beset the Italian industrial structure, with renewed hope for success. The issue of steel and the Ilva crisis, for example. Danieli, Leonardo and Saipem have just formed an alliance (Il Sole24Ore, 19 February) to launch “green steel” processes, which do not use coal – a strategy that could also improve the competitive position of Italian steel on global markets.

And herein lies an interesting indication that is developing during the course of the meetings overseen by Emma Marcegaglia as part of the B20, the official Italian-led G20 dialogue forum for the business and financial world.  The contribution of our companies to the international business environment can be seen in the examples of the virtuous practices that have strengthened our manufacturing sector and related services over time: committing to environmental and social sustainability not as an opportunistic exercise in green-washing, or for communication and marketing purposes, but rather as an essential component of a forward-thinking production strategy, of a quality-based decision that is focused on markets that are teeming with consumers who are sensitive to environmental issues, on financial organisations that prioritise sustainable investments and on the values and interests of all of the stakeholders that have a relationship with the company in question, and who affect its value, credibility, reliability and reputation. The Italy of companies that know how to do business, and do it well.

MuseoCity 2021:
Pirelli: The Story of a Company in its City

The Pirelli Foundation is again taking part in MuseoCity, the event promoted by the City of Milan, which this year will involve over 90 museums from 2 to 7 March 2021. The theme of this edition is “Museums take care of the city” and Pirelli’s intervention will consist of two events that, with virtual itineraries and materials from the Historical Archive, will illustrate the close bond that has formed between the company and the city of Milan.

Ancient Villas, Factories, and Skyscrapers
in the Streets of Milan

An online virtual journey for children aged 8-11
Saturday 6 March 2021, 2.30 pm

A virtual interactive tour through the streets of Milan will take the children to some of the principal places linked to the history of Pirelli. Riddles, illustrations, photographs, and films from yesterday and today will help them create a personal map with which they can discover the secrets of the Pirelli Tower and of the company’s new headquarters, which also includes the Bicocca degli Arcimboldi, the ancient villa that gives its name to the entire neighbourhood.

Duration: 50 minutes

 

A City Built by Business:
The Architecture of Industry in Milan

 

Virtual tour online
Saturday 6 March 2021, 3.30 p.m.

A virtual journey of discovery through the symbolic places of Pirelli’s history in Milan, from the first factory in the Via Ponte Seveso to the Bicocca district, a perfect example of the transformation of industrial architecture, from a factory of products to a factory of ideas and knowledge. Previously unexhibited documents, archive footage, projects, illustrations, and original photographs now in our Historical Archive will help us retrace the bond between the company and the city of Milan.

Duration: 50 minutes

Bookings are required for both events. To register, please send an e-mail to visite@fondazionepirelli.org

Detailed information about how to take part in the online events will be sent to you in the booking confirmation e-mail.

Registration ends on Tuesday 2 March 2021

As part of MuseoCity 2021, the Pirelli Foundation is also participating in Museo Segreto 2021, an initiative designed to promote lesser-known works in the city’s museums and archives.

To illustrate the positive contribution that the artists and institutions have made to the community, the Pirelli Foundation is rediscovering photographs from the Museo Storico delle Industrie Pirelli, one of the first company history museums in Milan, which opened in 1922 in the company’s headquarters in Milanp Bicocca and remained in operation until the Second World War.

To see the images and find out about the history of this museum, click here.

The Pirelli Foundation is again taking part in MuseoCity, the event promoted by the City of Milan, which this year will involve over 90 museums from 2 to 7 March 2021. The theme of this edition is “Museums take care of the city” and Pirelli’s intervention will consist of two events that, with virtual itineraries and materials from the Historical Archive, will illustrate the close bond that has formed between the company and the city of Milan.

Ancient Villas, Factories, and Skyscrapers
in the Streets of Milan

An online virtual journey for children aged 8-11
Saturday 6 March 2021, 2.30 pm

A virtual interactive tour through the streets of Milan will take the children to some of the principal places linked to the history of Pirelli. Riddles, illustrations, photographs, and films from yesterday and today will help them create a personal map with which they can discover the secrets of the Pirelli Tower and of the company’s new headquarters, which also includes the Bicocca degli Arcimboldi, the ancient villa that gives its name to the entire neighbourhood.

Duration: 50 minutes

 

A City Built by Business:
The Architecture of Industry in Milan

 

Virtual tour online
Saturday 6 March 2021, 3.30 p.m.

A virtual journey of discovery through the symbolic places of Pirelli’s history in Milan, from the first factory in the Via Ponte Seveso to the Bicocca district, a perfect example of the transformation of industrial architecture, from a factory of products to a factory of ideas and knowledge. Previously unexhibited documents, archive footage, projects, illustrations, and original photographs now in our Historical Archive will help us retrace the bond between the company and the city of Milan.

Duration: 50 minutes

Bookings are required for both events. To register, please send an e-mail to visite@fondazionepirelli.org

Detailed information about how to take part in the online events will be sent to you in the booking confirmation e-mail.

Registration ends on Tuesday 2 March 2021

As part of MuseoCity 2021, the Pirelli Foundation is also participating in Museo Segreto 2021, an initiative designed to promote lesser-known works in the city’s museums and archives.

To illustrate the positive contribution that the artists and institutions have made to the community, the Pirelli Foundation is rediscovering photographs from the Museo Storico delle Industrie Pirelli, one of the first company history museums in Milan, which opened in 1922 in the company’s headquarters in Milanp Bicocca and remained in operation until the Second World War.

To see the images and find out about the history of this museum, click here.

What ethics for what business?

A critical and careful analysis of profit as the ultimate goal of production organisations

Profit above all else. From which other things will follow, provided the company is run in accordance with ethical considerations, and the rules of good, civilised coexistence. This is the idea that Franco Debenedetti – a director of various companies but above all an astute observer of the realities of the economy and beyond – presents in his work, “Fare profitti. Etica dell’impresa” (Making profit. Business Ethics), which has just been published. It is a book that achieves the goal of making readers reflect on a specific theme, that is the relationship between business profit and the role of the latter in today’s society, where capitalism is once again under the critical spotlight.

Debenedetti’s reflections are framed within the context of the much wider issue that combines the rules of “good” business with those dictated by the observation of the wealth of problems that capitalism seems to generate. Accordingly, the author compares profit as the ultimate goal of production organisations with the other goals that these organisations are increasingly (almost exclusively) set, beginning with corporate social responsibility. This discussion takes place in the shadow of the fiftieth anniversary of the publication of a very famous article by Milton Friedman, who wrote “The only real responsibility of companies is to make a profit.”

Debenedetti, in particular, uses limited (or joint-stock) companies as the focus for his argument, but the points he makes are relevant to the entire economic and financial system.  And he wonders whether, in the face of the crisis and the problems that it is creating, we should throw everything out of the window. The answer is clear: businesses must remain as they are – namely, businesses – while any distortions must be corrected by solid laws and the actions of democracies.

This is a book that reads almost like a story. It begins with a discussion of why making a profit is the same thing as business ethics, according to the author, before moving on to discuss why pursuing such profit should be an activity that is conducted in line with the basic rules of society. Subsequently, Debenedetti turns his attention to the current inequalities that exist, and thus to the key features of the current social system, connectivity and the digitisation of relationships. He then closes with a more in-depth look at recent months and the effects of the Covid-19 pandemic, a period during which the role of business seems to have been reassessed and reconsidered.

Franco Debenedetti’s book is certainly worth reading with care, even though it is somewhat dense and impenetrable. It is a thought provoking book, and while the reader is not obliged to agree with every line, we can nonetheless appreciate the sheer effort put into his analysis and interpretation of history and reality as it stands today.

Fare profitti. Etica dell’impresa” (Making profit. Business Ethics)

Franco Debenedetti

Marsilio, 2021

A critical and careful analysis of profit as the ultimate goal of production organisations

Profit above all else. From which other things will follow, provided the company is run in accordance with ethical considerations, and the rules of good, civilised coexistence. This is the idea that Franco Debenedetti – a director of various companies but above all an astute observer of the realities of the economy and beyond – presents in his work, “Fare profitti. Etica dell’impresa” (Making profit. Business Ethics), which has just been published. It is a book that achieves the goal of making readers reflect on a specific theme, that is the relationship between business profit and the role of the latter in today’s society, where capitalism is once again under the critical spotlight.

Debenedetti’s reflections are framed within the context of the much wider issue that combines the rules of “good” business with those dictated by the observation of the wealth of problems that capitalism seems to generate. Accordingly, the author compares profit as the ultimate goal of production organisations with the other goals that these organisations are increasingly (almost exclusively) set, beginning with corporate social responsibility. This discussion takes place in the shadow of the fiftieth anniversary of the publication of a very famous article by Milton Friedman, who wrote “The only real responsibility of companies is to make a profit.”

Debenedetti, in particular, uses limited (or joint-stock) companies as the focus for his argument, but the points he makes are relevant to the entire economic and financial system.  And he wonders whether, in the face of the crisis and the problems that it is creating, we should throw everything out of the window. The answer is clear: businesses must remain as they are – namely, businesses – while any distortions must be corrected by solid laws and the actions of democracies.

This is a book that reads almost like a story. It begins with a discussion of why making a profit is the same thing as business ethics, according to the author, before moving on to discuss why pursuing such profit should be an activity that is conducted in line with the basic rules of society. Subsequently, Debenedetti turns his attention to the current inequalities that exist, and thus to the key features of the current social system, connectivity and the digitisation of relationships. He then closes with a more in-depth look at recent months and the effects of the Covid-19 pandemic, a period during which the role of business seems to have been reassessed and reconsidered.

Franco Debenedetti’s book is certainly worth reading with care, even though it is somewhat dense and impenetrable. It is a thought provoking book, and while the reader is not obliged to agree with every line, we can nonetheless appreciate the sheer effort put into his analysis and interpretation of history and reality as it stands today.

Fare profitti. Etica dell’impresa” (Making profit. Business Ethics)

Franco Debenedetti

Marsilio, 2021

Social enterprise, not just profit

A thesis discussed at the Polytechnic University of Turin looks at the relationships between the various possible objectives of production organisations

 

The concept that profit is not the only goal for business appears to be well established, but nonetheless it needs to be examined in further depth and detail. Because a company that is not able to stand on its own two feet (i.e. to make a profit) is bound to fail sooner or later. On the other hand, it is true that profit alone is no longer enough. The question regarding the relationships between profit and the various other objectives of production organisations is thus a complex one, and this is the issue addressed by Elisa Tramontana in her thesis work “Analisi delle imprese a significativo impatto sociale: studio qualitativo con analisi dell’ecosistema” (An analysis of companies with significant social impact: qualitative study with an analysis of the ecosystem), discussed at the College of Management Engineering as part of the Master’s Degree in Management Engineering at the Polytechnic University of Turin.

Tramontana’s argument begins with the observation that in recent times, we have been “witnessing the emergence and spread of a new economic model which exists alongside the established one, where a company, at its core, exists to create profit.” In Tramontana’s opinion, “the excessive pursuit of profit for its own sake” has had a detrimental effect on the economic system. In her view, it is the emergence of negative external factors that has served to undermine the model, with detrimental effects on human beings, and on the environment and society as a whole. And the introduction of different measures within different economic systems, based on new constraints and taxation, is an attempt to combat or offset these effects.

“In recent years,” explains Elisa Tramontana, however, “a new vision of entrepreneurship has increasingly been taking shape, developing within the context of the increasing importance of social innovation.” She continues”In one version of this phenomenon, enterprise or the act of ‘doing business’ is part of a process that combines the pursuit of profit with the pursuit of benefit to society.”

To investigate this situation further, Tramontana first provides a lengthy analysis of the literature on this topic, before going on to look in greater depth at the attitude and evolution of the innovative new companies that are entering the market of social entrepreneurship, and which, for this reason, take a more favourable approach to combining profit with other business objectives.

Elisa Tramontana has done some interesting and rigorous work here, which can add valuable information and insights to a theme that is still evolving and being defined.

Analisi delle imprese a significativo impatto sociale: studio qualitativo con analisi dell’ecosistema (An analysis of companies with significant social impact: qualitative study with an analysis of the ecosystem)

Elisa Tramontana

Thesis, Polytechnic University of Turin, College of Management Engineering, Master’s Degree in Management Engineering, 2020

A thesis discussed at the Polytechnic University of Turin looks at the relationships between the various possible objectives of production organisations

 

The concept that profit is not the only goal for business appears to be well established, but nonetheless it needs to be examined in further depth and detail. Because a company that is not able to stand on its own two feet (i.e. to make a profit) is bound to fail sooner or later. On the other hand, it is true that profit alone is no longer enough. The question regarding the relationships between profit and the various other objectives of production organisations is thus a complex one, and this is the issue addressed by Elisa Tramontana in her thesis work “Analisi delle imprese a significativo impatto sociale: studio qualitativo con analisi dell’ecosistema” (An analysis of companies with significant social impact: qualitative study with an analysis of the ecosystem), discussed at the College of Management Engineering as part of the Master’s Degree in Management Engineering at the Polytechnic University of Turin.

Tramontana’s argument begins with the observation that in recent times, we have been “witnessing the emergence and spread of a new economic model which exists alongside the established one, where a company, at its core, exists to create profit.” In Tramontana’s opinion, “the excessive pursuit of profit for its own sake” has had a detrimental effect on the economic system. In her view, it is the emergence of negative external factors that has served to undermine the model, with detrimental effects on human beings, and on the environment and society as a whole. And the introduction of different measures within different economic systems, based on new constraints and taxation, is an attempt to combat or offset these effects.

“In recent years,” explains Elisa Tramontana, however, “a new vision of entrepreneurship has increasingly been taking shape, developing within the context of the increasing importance of social innovation.” She continues”In one version of this phenomenon, enterprise or the act of ‘doing business’ is part of a process that combines the pursuit of profit with the pursuit of benefit to society.”

To investigate this situation further, Tramontana first provides a lengthy analysis of the literature on this topic, before going on to look in greater depth at the attitude and evolution of the innovative new companies that are entering the market of social entrepreneurship, and which, for this reason, take a more favourable approach to combining profit with other business objectives.

Elisa Tramontana has done some interesting and rigorous work here, which can add valuable information and insights to a theme that is still evolving and being defined.

Analisi delle imprese a significativo impatto sociale: studio qualitativo con analisi dell’ecosistema (An analysis of companies with significant social impact: qualitative study with an analysis of the ecosystem)

Elisa Tramontana

Thesis, Polytechnic University of Turin, College of Management Engineering, Master’s Degree in Management Engineering, 2020

A “political” government of experts for recovery
Goodbye to propaganda, now we have to study

“The Death of Expertise”, by Harvard University professor Tom Nichols, published by Oxford University Press in 2017 and by Luiss in Italy in the following year (under the title “La conoscenza e i suoi nemici”, or “Knowledge and its enemies”), has been at the heart of international discourse on “the age of incompetence and the risks to democracy” for some time. In Trump’s USA and Johnson’s UK, and in the Europe of populism and insidious sovereignism, the book has been read, discussed and disputed, but also – and above all – appreciated by all those who have railed against giving in to the illusion that “one is equal to another”, and to ignorant protests against expertise. Now, the devastating scale of the crisis triggered by the combination of the Covid-19 pandemic and the economic recession has confirmed the need for serious, forward-looking responses that address and attempt to resolve the major issues relating to health, safety and development.

Finally, we are realising that the world is too complex to be reduced to a slogan, a tweet, a proclamation made from a balcony or a chat in a bar that subsequently becomes government policy. And so eventually, we are returning to “knowledge and its friends”, giving space and responsibility to those who have this knowledge, know what to do with it and are in a position to use it for good. The Draghi government is a clear example of this.

“If it’s the people who are now asking for an elite”, wrote Antonio Polito in the “Corriere della Sera” (9 February), “the support for Draghi by almost all political forces is the result of the broad approval of citizens.” The government sworn in at the Quirinale and now making itself at home in the Chambers of the Italian Parliament dreams of implementing a major move away from the past, and it is made up of a host of individuals who boast real solid expertise, international credibility and the proven ability to manage complex problems, across the areas of economics, public administration, science, research and educational culture. This knowledge and these skills intersect with one another, creating original syntheses which can decode the new world dimensions, drawing up-to-date maps that can be used to govern radically-changing realities – the process is almost one of metamorphosis. All the so-called ‘technicians’ chosen by Prime Minister Draghi, with the support of the Quirinale, have these fundamental characteristics in common.

Of course, it goes without saying that the Draghi government does not have a magic wand. Nor will it be able to meet all the expectations (some of which are a little excessive) that have arisen over the recent period, characterised by such an enthusiastic call for change. It is a cabinet led by an experienced reformer, who is therefore not inclined towards palingenesis. But we already know that the moves this government makes will be based on solid choices and decisions, without empty rhetoric or false promises.

Now let’s allow the facts speak for themselves,” the Prime Minister told his ministers during the first government meeting on Saturday morning. No “we’ll do this”, or “we’ll do that”, but rather, let’s listen for “we’ve done this”, or “we’ve done that”. this is a step towards a new style of leadership for the country, after so many years of idle chatter, strutting and preening, jokes, TV appearances, floods of tweets and posts on social media, shrewd “location” appearances and an excess of glittering events – or in short, spin doctoring communications to hide the paucity of the ideas behind them.

This new style, of course, also reveals a change in terms of substance. No more shopping lists, with subsidies and contributions, but rather, a solid action plan for the investment of the 200 billion euros awarded under the Recovery Plan, as well as of the other funds provided by the EU budget and the State, to get Italy’s economic and social machine back up and running, after the pandemic stopped in its tracks, on the back of a host of pre-existing issues (productivity has been at a standstill for twenty years).

Indeed, the new government that stands before us is a very “political” one, which has come to power in the wake of the evidence of a profound and concerning inability of the various parties and organised movements (namely the Five Star Movement) to lead Italy out of the crisis. “Political’ in terms of the experience and skills of the individuals who have now been called upon to lead the economy, steering the ecological and digital transition, infrastructure, justice and security (indeed, they are all “technicians” with a broad vision of the problems that need to be addressed – a “political” vision, in other words).

This government is “political” because it must establish and decide upon “policy” – i.e. the guidelines, projects and programmes to be translated into “politics”.

It is “political” because, as Max Weber and John Maynard Keynes taught us, it will act with the general interests of the country at its heart. Sustainable development, the environment, schools, work, combatting gender inequality and the future for the “Next Generation”, the focal point throughout Europe, our children and grandchildren.

This is why, after so many years of mediocre and incompetent leadership and the failure of these leaders to act as an effective governing class, the elites are back to take charge, to bring about better economic and social conditions and to navigate and guide our democracy in a more cogent and confident manner.

But it is important to recall that we are talking about elites, not a clique. Indeed, by elite, we mean a group of women and men who, through their professional and civic commitment (and we only need read their biographies to find ample evidence of this), have developed a profound sense of responsibility as members of the ruling classes, as well as an acute awareness about the way rights and duties interweave – as well as an awareness of the urgency, right now, at the darkest point of the crisis, to repair the fabric that is the general destiny of an Italy that deserves much more than its political representatives have been able to give it to date. In other words, these individuals are worlds apart from the “new men” – overflowing with personal ambition and quick to trot out illusions – who have dominated so much of recent Italian history.

If anything, the new government is a collection of personalities that are somehow reminiscent of the great civil servants such as Ciampi and Carli, bankers like Raffaele Mattioli, businessmen like Olivetti, Agnelli, Pirelli and Mattei and scientists like Giulio Natta and Rita Levi Montalcini. Those people who succeeded in reviving this country in the wake of the disaster triggered by Fascism and the war, helping it to grow under the new dynamics of liberal democracy and development.

A government of experts, but not of technocrats. Maurizio Landini, general secretary of the Italian General Confederation of Labour (CGIL), summed things up well when warning his fellow trade unionists that now is the time to study. Less propaganda, more concrete, practical action.

The characteristics and qualities of the team led by Mario Draghi are also directly relevant to the representatives of the social, business and labour organisations, who are calling for an improved language that is more in harmony with the challenges we face, and for analyses and proposals that are of greater pertinence. Sticking to the facts, examining partisan interests but only as part of the wider whole represented by the general interest, delving into problems and making concrete proposals. All things that have already taken place in Italy at crucial junctures, during some of the most dramatic periods of our history.

In the immediate post-war period, for example, when Confindustria president Angelo Costa and CGIL secretary Giuseppe Di Vittorio agreed that they would focus “first on the factories and then on homes” to get the country moving again, alongside the commitment of the government led by Alcide De Gasperi. Or in the dark years of terrorism and dire political and social tensions, with the ongoing dialogue between Gianni Agnelli representing companies and Luciano Lama for workers’ organisations. With Carlo Azeglio Ciampi’s “concertazione” (a term refering to the government practice of making economic choices on the basis of prior consultation with social partners) after 1992, a dramatic year which saw Italy caught between crises – the political (Tangentopoli), the financial (the collapse of the lira) and the institutional (the Mafia massacres of Giovanni Falcone and Paolo Borsellino). And with the general agreements to enter the euro.

Now, too, it is time for real change, for the establishment of forward-looking agreements, for a shared commitment to development and security, within a wider European perspective. A dramatic phase, yet one that is full of hope, thanks to the sense of responsibility demonstrated by the Quirinale and the new inhabitants of Palazzo Chigi. And thanks, also, to the ability of Italians to do what they need to do.

Away from the narrow mean-spiritedness of populism, we need to feel like citizens again. We need to remember how to be people (individuals, that is), and not the people (as a collective noun). To become aware that we are no longer the audience for a series of shows of power, nor are we just consumers. We need to become aware citizens. After all, don’t we all agree with one of Francesco De Gregori’s most poignant and civilised songs? “La storia siamo noi” (We Are History).

“The Death of Expertise”, by Harvard University professor Tom Nichols, published by Oxford University Press in 2017 and by Luiss in Italy in the following year (under the title “La conoscenza e i suoi nemici”, or “Knowledge and its enemies”), has been at the heart of international discourse on “the age of incompetence and the risks to democracy” for some time. In Trump’s USA and Johnson’s UK, and in the Europe of populism and insidious sovereignism, the book has been read, discussed and disputed, but also – and above all – appreciated by all those who have railed against giving in to the illusion that “one is equal to another”, and to ignorant protests against expertise. Now, the devastating scale of the crisis triggered by the combination of the Covid-19 pandemic and the economic recession has confirmed the need for serious, forward-looking responses that address and attempt to resolve the major issues relating to health, safety and development.

Finally, we are realising that the world is too complex to be reduced to a slogan, a tweet, a proclamation made from a balcony or a chat in a bar that subsequently becomes government policy. And so eventually, we are returning to “knowledge and its friends”, giving space and responsibility to those who have this knowledge, know what to do with it and are in a position to use it for good. The Draghi government is a clear example of this.

“If it’s the people who are now asking for an elite”, wrote Antonio Polito in the “Corriere della Sera” (9 February), “the support for Draghi by almost all political forces is the result of the broad approval of citizens.” The government sworn in at the Quirinale and now making itself at home in the Chambers of the Italian Parliament dreams of implementing a major move away from the past, and it is made up of a host of individuals who boast real solid expertise, international credibility and the proven ability to manage complex problems, across the areas of economics, public administration, science, research and educational culture. This knowledge and these skills intersect with one another, creating original syntheses which can decode the new world dimensions, drawing up-to-date maps that can be used to govern radically-changing realities – the process is almost one of metamorphosis. All the so-called ‘technicians’ chosen by Prime Minister Draghi, with the support of the Quirinale, have these fundamental characteristics in common.

Of course, it goes without saying that the Draghi government does not have a magic wand. Nor will it be able to meet all the expectations (some of which are a little excessive) that have arisen over the recent period, characterised by such an enthusiastic call for change. It is a cabinet led by an experienced reformer, who is therefore not inclined towards palingenesis. But we already know that the moves this government makes will be based on solid choices and decisions, without empty rhetoric or false promises.

Now let’s allow the facts speak for themselves,” the Prime Minister told his ministers during the first government meeting on Saturday morning. No “we’ll do this”, or “we’ll do that”, but rather, let’s listen for “we’ve done this”, or “we’ve done that”. this is a step towards a new style of leadership for the country, after so many years of idle chatter, strutting and preening, jokes, TV appearances, floods of tweets and posts on social media, shrewd “location” appearances and an excess of glittering events – or in short, spin doctoring communications to hide the paucity of the ideas behind them.

This new style, of course, also reveals a change in terms of substance. No more shopping lists, with subsidies and contributions, but rather, a solid action plan for the investment of the 200 billion euros awarded under the Recovery Plan, as well as of the other funds provided by the EU budget and the State, to get Italy’s economic and social machine back up and running, after the pandemic stopped in its tracks, on the back of a host of pre-existing issues (productivity has been at a standstill for twenty years).

Indeed, the new government that stands before us is a very “political” one, which has come to power in the wake of the evidence of a profound and concerning inability of the various parties and organised movements (namely the Five Star Movement) to lead Italy out of the crisis. “Political’ in terms of the experience and skills of the individuals who have now been called upon to lead the economy, steering the ecological and digital transition, infrastructure, justice and security (indeed, they are all “technicians” with a broad vision of the problems that need to be addressed – a “political” vision, in other words).

This government is “political” because it must establish and decide upon “policy” – i.e. the guidelines, projects and programmes to be translated into “politics”.

It is “political” because, as Max Weber and John Maynard Keynes taught us, it will act with the general interests of the country at its heart. Sustainable development, the environment, schools, work, combatting gender inequality and the future for the “Next Generation”, the focal point throughout Europe, our children and grandchildren.

This is why, after so many years of mediocre and incompetent leadership and the failure of these leaders to act as an effective governing class, the elites are back to take charge, to bring about better economic and social conditions and to navigate and guide our democracy in a more cogent and confident manner.

But it is important to recall that we are talking about elites, not a clique. Indeed, by elite, we mean a group of women and men who, through their professional and civic commitment (and we only need read their biographies to find ample evidence of this), have developed a profound sense of responsibility as members of the ruling classes, as well as an acute awareness about the way rights and duties interweave – as well as an awareness of the urgency, right now, at the darkest point of the crisis, to repair the fabric that is the general destiny of an Italy that deserves much more than its political representatives have been able to give it to date. In other words, these individuals are worlds apart from the “new men” – overflowing with personal ambition and quick to trot out illusions – who have dominated so much of recent Italian history.

If anything, the new government is a collection of personalities that are somehow reminiscent of the great civil servants such as Ciampi and Carli, bankers like Raffaele Mattioli, businessmen like Olivetti, Agnelli, Pirelli and Mattei and scientists like Giulio Natta and Rita Levi Montalcini. Those people who succeeded in reviving this country in the wake of the disaster triggered by Fascism and the war, helping it to grow under the new dynamics of liberal democracy and development.

A government of experts, but not of technocrats. Maurizio Landini, general secretary of the Italian General Confederation of Labour (CGIL), summed things up well when warning his fellow trade unionists that now is the time to study. Less propaganda, more concrete, practical action.

The characteristics and qualities of the team led by Mario Draghi are also directly relevant to the representatives of the social, business and labour organisations, who are calling for an improved language that is more in harmony with the challenges we face, and for analyses and proposals that are of greater pertinence. Sticking to the facts, examining partisan interests but only as part of the wider whole represented by the general interest, delving into problems and making concrete proposals. All things that have already taken place in Italy at crucial junctures, during some of the most dramatic periods of our history.

In the immediate post-war period, for example, when Confindustria president Angelo Costa and CGIL secretary Giuseppe Di Vittorio agreed that they would focus “first on the factories and then on homes” to get the country moving again, alongside the commitment of the government led by Alcide De Gasperi. Or in the dark years of terrorism and dire political and social tensions, with the ongoing dialogue between Gianni Agnelli representing companies and Luciano Lama for workers’ organisations. With Carlo Azeglio Ciampi’s “concertazione” (a term refering to the government practice of making economic choices on the basis of prior consultation with social partners) after 1992, a dramatic year which saw Italy caught between crises – the political (Tangentopoli), the financial (the collapse of the lira) and the institutional (the Mafia massacres of Giovanni Falcone and Paolo Borsellino). And with the general agreements to enter the euro.

Now, too, it is time for real change, for the establishment of forward-looking agreements, for a shared commitment to development and security, within a wider European perspective. A dramatic phase, yet one that is full of hope, thanks to the sense of responsibility demonstrated by the Quirinale and the new inhabitants of Palazzo Chigi. And thanks, also, to the ability of Italians to do what they need to do.

Away from the narrow mean-spiritedness of populism, we need to feel like citizens again. We need to remember how to be people (individuals, that is), and not the people (as a collective noun). To become aware that we are no longer the audience for a series of shows of power, nor are we just consumers. We need to become aware citizens. After all, don’t we all agree with one of Francesco De Gregori’s most poignant and civilised songs? “La storia siamo noi” (We Are History).

“A Test Run Like No Other”:
Scipione Borghese’s Itala with Pirelli Tyres
in the 1907 Peking-Paris Motor Race

On 31 January 1907, the French newspaper Le Matin announced an extravagant challenge: “Is there anyone who agrees to go from Peking to Paris by car next summer?” Twenty-five teams responded to the call, but only five turned up, in what was then called Peking, on 10 June: a 6hp Contal three-wheeler and two 10hp De Diou-Boutons, each with a French crew, a 15hp Spyker with a Dutch crew and a 40hp Itala with an Italian crew consisting of Prince Scipione Borghese, the mechanic and chauffeur Ettore Guizzardi, and a Corriere della Sera journalist, Luigi Barzini. Borghese was a mountaineer and traveller, born on 11 February 1871 in Castello di Migliarino, in the province of Pisa, the son of Paolo Borghese, the ninth Prince of Sulmona, and the Hungarian Countess Ilona Apponyi. He had already journeyed in 1900 from Syria, through Mesopotamia and Persia to the Persian Gulf, and he later reached the Pacific Ocean. He was elected to Parliament in 1904, and the following year he founded a political magazine called Lo Spettatore. With a passion for motoring, he decided to take part in the Peking-Paris adventure in 1907. As he himself recalls in the introduction to Peking to Paris: A Journey Across Two Continents in 1907, the book written by Luigi Barzini at the end of the journey, “when I took up the challenge laid down by the Matin I had this intention before my eyes: to demonstrate that a well-built car, driven with prudence and care, is capable in practice of replacing animal traction on long journeys, with or without roads. […] And the Peking-Paris showed I was right.”

Unlike his opponents, Scipione Borghese chose a car of great power and of considerable weight – two tonnes – while the heaviest of the other cars, the Spyker, weighed 1.4, for his experience convinced him that it would be more likely to withstand the difficulties posed by such a journey. The prince wanted everything to be made in Italy and for the tyres he turned to Pirelli: they were to be of the maximum diameter, to ensure greater resistance to sinking, and he wanted the front and rear wheels to be the same size, so they would be easier to change around. After starting up production of bicycle tyres in 1890, Pirelli had begun the experimental production of “pneumatic trimmings for automobiles” in 1899. Although these were derived from bicycle tyres, there were considerable technical difficulties to be overcome, since the company had to keep up with the constant progress being made by manufacturers of cars, of which tyres were viewed as the weakest point. After years of research and after filing a number of patents, Pirelli tyres emerged from their initial experimental stage in 1905 and the success achieved in the extreme conditions of the Peking-Paris race proved their quality in the eyes of the whole world. Borghese recalled that “The Itala completed the long journey without abnormal wear, on roads that were almost always bad, often terrible, in weather conditions and temperatures that put the entire mechanical organism to a very harsh test […]. All the components […] were tested to the extreme. It was a test run like no other.”

The prince studied the route in meticulous detail, plotting a way across Mongolia and Siberia, where some passes were wide enough to let cars go through, and he organised all the logistics without leaving anything to chance. They were able to carry three hundred kilos of petrol and one hundred kilos of oil on board, which was enough for them to drive for about a thousand kilometres. Supplies were placed along the route – at distances arranged so that they could fill the car to capacity – and Pirelli sent out the tyres to the various staging points. But very few changes were required and the Itala was the first to reach Paris, on 10 August 1907, having used a total of sixteen tyres on their 16,000-kilometre slog. When they reached Paris, the four tyres on the car still had plenty of life in them, and indeed Borghese and the Itala travelled all the way back to Milan with them. It was an excellent result, and Scipione Borghese personally congratulated Giovanni Battista Pirelli. The company was now on its way towards a long history of sporting successes.

On 31 January 1907, the French newspaper Le Matin announced an extravagant challenge: “Is there anyone who agrees to go from Peking to Paris by car next summer?” Twenty-five teams responded to the call, but only five turned up, in what was then called Peking, on 10 June: a 6hp Contal three-wheeler and two 10hp De Diou-Boutons, each with a French crew, a 15hp Spyker with a Dutch crew and a 40hp Itala with an Italian crew consisting of Prince Scipione Borghese, the mechanic and chauffeur Ettore Guizzardi, and a Corriere della Sera journalist, Luigi Barzini. Borghese was a mountaineer and traveller, born on 11 February 1871 in Castello di Migliarino, in the province of Pisa, the son of Paolo Borghese, the ninth Prince of Sulmona, and the Hungarian Countess Ilona Apponyi. He had already journeyed in 1900 from Syria, through Mesopotamia and Persia to the Persian Gulf, and he later reached the Pacific Ocean. He was elected to Parliament in 1904, and the following year he founded a political magazine called Lo Spettatore. With a passion for motoring, he decided to take part in the Peking-Paris adventure in 1907. As he himself recalls in the introduction to Peking to Paris: A Journey Across Two Continents in 1907, the book written by Luigi Barzini at the end of the journey, “when I took up the challenge laid down by the Matin I had this intention before my eyes: to demonstrate that a well-built car, driven with prudence and care, is capable in practice of replacing animal traction on long journeys, with or without roads. […] And the Peking-Paris showed I was right.”

Unlike his opponents, Scipione Borghese chose a car of great power and of considerable weight – two tonnes – while the heaviest of the other cars, the Spyker, weighed 1.4, for his experience convinced him that it would be more likely to withstand the difficulties posed by such a journey. The prince wanted everything to be made in Italy and for the tyres he turned to Pirelli: they were to be of the maximum diameter, to ensure greater resistance to sinking, and he wanted the front and rear wheels to be the same size, so they would be easier to change around. After starting up production of bicycle tyres in 1890, Pirelli had begun the experimental production of “pneumatic trimmings for automobiles” in 1899. Although these were derived from bicycle tyres, there were considerable technical difficulties to be overcome, since the company had to keep up with the constant progress being made by manufacturers of cars, of which tyres were viewed as the weakest point. After years of research and after filing a number of patents, Pirelli tyres emerged from their initial experimental stage in 1905 and the success achieved in the extreme conditions of the Peking-Paris race proved their quality in the eyes of the whole world. Borghese recalled that “The Itala completed the long journey without abnormal wear, on roads that were almost always bad, often terrible, in weather conditions and temperatures that put the entire mechanical organism to a very harsh test […]. All the components […] were tested to the extreme. It was a test run like no other.”

The prince studied the route in meticulous detail, plotting a way across Mongolia and Siberia, where some passes were wide enough to let cars go through, and he organised all the logistics without leaving anything to chance. They were able to carry three hundred kilos of petrol and one hundred kilos of oil on board, which was enough for them to drive for about a thousand kilometres. Supplies were placed along the route – at distances arranged so that they could fill the car to capacity – and Pirelli sent out the tyres to the various staging points. But very few changes were required and the Itala was the first to reach Paris, on 10 August 1907, having used a total of sixteen tyres on their 16,000-kilometre slog. When they reached Paris, the four tyres on the car still had plenty of life in them, and indeed Borghese and the Itala travelled all the way back to Milan with them. It was an excellent result, and Scipione Borghese personally congratulated Giovanni Battista Pirelli. The company was now on its way towards a long history of sporting successes.

Multimedia

Images

Social media for business

A thesis presented at the Catholic University of Milan gives a picture of the relationships that companies have with this crucial area of the internet

 

Cultivating a corporate image and the digital tools with which to disseminate it, along with information on the company’s business activities: this is a goal that most companies now succeed in achieving, yet one which is still to be explored and understood. This is what Glenda Corbo attempts to do with “Social Media e imprese: stato dell’arte e implicazioni psicologiche” (Social media and companies: state of the art and psychological implications), a thesis presented at the Catholic University of Milan, which, as the title suggests, looks at the relationships between social media and production organisations.

Corbo explains that the idea for her research was inspired by her personal interest in Social Media (SM) and the way it is used by businesses. As such, her work is based on the observation that the use of these technologies is driven by different management strategies, which in turn have a positive impact on productivity, competitiveness and innovative performance. On the other side of things, Corbo notes that SM has become a tool for communicating and interacting with customers for a lower cost and more effectively than traditional channels.

The “knowledge base” for the thesis, therefore, is the observation that generally social media is used for a range of different purposes, including building corporate image, responding to customers, collaborating with other companies, recruiting staff and exchanging opinions. However, Glenda Corbo’s work focuses on the economic and psychological aspects of social media presence in businesses.

In real terms, her study begins by providing an overview of the current levels of social media use by European companies, using macro-data from a Eurostat survey as a base. In the second chapter of her work, Corbo attempts to understand which psychological variables drive entrepreneurs to use social media, while in the third, she turns her focus to web marketing strategies.

Glenda Corbo’s thesis succeeds in condensing a large amount of useful information into a small space, giving an overall picture of the relationships that exist between social media and Italian and European companies in general. It is a good knowledge base of an area of the current economic and productive structure that needs to be better explored and understood to gain a deeper understanding of the evolution of today’s business network.

Social Media e imprese: stato dell’arte e implicazioni psicologiche (Social media and companies: state of the art and psychological implications)

Glenda Corbo

Thesis, Catholic University of Milan, Milan, 2020-2021

A thesis presented at the Catholic University of Milan gives a picture of the relationships that companies have with this crucial area of the internet

 

Cultivating a corporate image and the digital tools with which to disseminate it, along with information on the company’s business activities: this is a goal that most companies now succeed in achieving, yet one which is still to be explored and understood. This is what Glenda Corbo attempts to do with “Social Media e imprese: stato dell’arte e implicazioni psicologiche” (Social media and companies: state of the art and psychological implications), a thesis presented at the Catholic University of Milan, which, as the title suggests, looks at the relationships between social media and production organisations.

Corbo explains that the idea for her research was inspired by her personal interest in Social Media (SM) and the way it is used by businesses. As such, her work is based on the observation that the use of these technologies is driven by different management strategies, which in turn have a positive impact on productivity, competitiveness and innovative performance. On the other side of things, Corbo notes that SM has become a tool for communicating and interacting with customers for a lower cost and more effectively than traditional channels.

The “knowledge base” for the thesis, therefore, is the observation that generally social media is used for a range of different purposes, including building corporate image, responding to customers, collaborating with other companies, recruiting staff and exchanging opinions. However, Glenda Corbo’s work focuses on the economic and psychological aspects of social media presence in businesses.

In real terms, her study begins by providing an overview of the current levels of social media use by European companies, using macro-data from a Eurostat survey as a base. In the second chapter of her work, Corbo attempts to understand which psychological variables drive entrepreneurs to use social media, while in the third, she turns her focus to web marketing strategies.

Glenda Corbo’s thesis succeeds in condensing a large amount of useful information into a small space, giving an overall picture of the relationships that exist between social media and Italian and European companies in general. It is a good knowledge base of an area of the current economic and productive structure that needs to be better explored and understood to gain a deeper understanding of the evolution of today’s business network.

Social Media e imprese: stato dell’arte e implicazioni psicologiche (Social media and companies: state of the art and psychological implications)

Glenda Corbo

Thesis, Catholic University of Milan, Milan, 2020-2021

Working culture

A newly published book seeking to combine good business and good working, production organisation and people management practices

The culture of production and the culture of working. Two areas without limits, which if cultivated with a measured, prudent approach and treated as “responsible cultures”, can do good, including well beyond their usual scope of activities. However, these cultures must be fully assimilated, and before that, understood, to fully comprehend all their possible aspects. And, in relation to the world of work, this is precisely what Eva Giudicatti (a consultant and expert in organisational cultures) and Marco Grazioli (president of The European House-Ambrosetti) have attempted in their recently published and fascinating book “Il lavoro non ha età. Stili vocazionali e leadership in azione” (Work has no age. Vocational styles and leadership in action).

The basis for Giudicatti’s reasoning (supported by a series of contributions by Grazioli) is the observation – as the book’s title suggests – that work is ageless, and as such is motivated not by age but rather by multiple biographical and cultural factors, along with the link existing between the individual and the organisation. This is a special kind of alchemy which brings people closer to the company first and foremost, and then unites them through work. The two authors explore the various characteristics and tendencies before identifying 8 approaches to work, which are in turn expressions of different motivational structures. They then develop various models which serve to provide the reader with a special “lens” through which to view and focus on worker behaviour, choices and expectations. These models, among other things, appear particularly useful in the current complex and uncertain period that we are living in.

More specifically, the book begins with a snapshot of the relationships that exist between work and organisations, before continuing with a series of in-depth analyses of the various reasons that motivate people to work. It then goes on to analyse current working styles (with a particular focus on Italy). Following this, the authors identify the 8 working styles, each of which is given an unusual and evocative name, which embodies their key traits and characteristics. Indeed, these names are worth noting here: “Heroes for All Seasons,” “Saviours of the World,” “Social Engineers,” “Artisans of the Possible,” “Controllers of Fate,” “Sowers of Abundance,” “Wizards of Organisation,” and “Warriors of Knowledge.”

Everything in Giudicatti’s (and Grazioli’s) book serves to demonstrate just how much care must be taken in building profitable working relationships (and not only from an economic perspective). Reading the book, as it lays out the details of this objective, is not always easy or straightforward, but it is certainly helpful for everyone.

Il lavoro non ha età. Stili vocazionali e leadership in azione (Work has no age. Vocational styles and leadership in action)

Eva Giudicatti

Guerini Next, 2021

A newly published book seeking to combine good business and good working, production organisation and people management practices

The culture of production and the culture of working. Two areas without limits, which if cultivated with a measured, prudent approach and treated as “responsible cultures”, can do good, including well beyond their usual scope of activities. However, these cultures must be fully assimilated, and before that, understood, to fully comprehend all their possible aspects. And, in relation to the world of work, this is precisely what Eva Giudicatti (a consultant and expert in organisational cultures) and Marco Grazioli (president of The European House-Ambrosetti) have attempted in their recently published and fascinating book “Il lavoro non ha età. Stili vocazionali e leadership in azione” (Work has no age. Vocational styles and leadership in action).

The basis for Giudicatti’s reasoning (supported by a series of contributions by Grazioli) is the observation – as the book’s title suggests – that work is ageless, and as such is motivated not by age but rather by multiple biographical and cultural factors, along with the link existing between the individual and the organisation. This is a special kind of alchemy which brings people closer to the company first and foremost, and then unites them through work. The two authors explore the various characteristics and tendencies before identifying 8 approaches to work, which are in turn expressions of different motivational structures. They then develop various models which serve to provide the reader with a special “lens” through which to view and focus on worker behaviour, choices and expectations. These models, among other things, appear particularly useful in the current complex and uncertain period that we are living in.

More specifically, the book begins with a snapshot of the relationships that exist between work and organisations, before continuing with a series of in-depth analyses of the various reasons that motivate people to work. It then goes on to analyse current working styles (with a particular focus on Italy). Following this, the authors identify the 8 working styles, each of which is given an unusual and evocative name, which embodies their key traits and characteristics. Indeed, these names are worth noting here: “Heroes for All Seasons,” “Saviours of the World,” “Social Engineers,” “Artisans of the Possible,” “Controllers of Fate,” “Sowers of Abundance,” “Wizards of Organisation,” and “Warriors of Knowledge.”

Everything in Giudicatti’s (and Grazioli’s) book serves to demonstrate just how much care must be taken in building profitable working relationships (and not only from an economic perspective). Reading the book, as it lays out the details of this objective, is not always easy or straightforward, but it is certainly helpful for everyone.

Il lavoro non ha età. Stili vocazionali e leadership in azione (Work has no age. Vocational styles and leadership in action)

Eva Giudicatti

Guerini Next, 2021

Draghi’s commitment to schools and the memory of the reformism championed by his teacher Federico Caffè

In the era of the knowledge economy and of international competition built on quality and innovation, the core resource on which we must focus is people – the “human capital” of a country that also takes great care of its “social capital”, and the positive relationships that exist between the values of an open community, civil responsibility, enterprise, commitment to shared assets and solidarity. This is the new ambitious political and cultural horizon. Mario Draghi, who is now tasked with forming a new government to extricate us from the dual crisis of pandemic and recession, is well aware of this, as demonstrated by the things he has said and done over the years, which demonstrate his intelligence, foresight and ability to get things done. For Draghi it is clear, for example, that the Recovery Fund has a priority objective, towards which we must move quickly and effectively. That priority is the Next Generation, our children and grandchildren, for whom we must create better conditions for sustainable development. And the two core values that inspire investment choices – namely the green economy and the digital economy – are entirely consistent with this perspective.

Reforms, therefore, are needed to ensure that the 209 billion euros granted to Italy are well spent and those reforms must focus on public administration, tax, justice, school, work, and welfare. Not forgetting investments in the infrastructure (both technological and physical) that supports the sustainable development strategies. This means stepping away from subsidies and sectoral protection measures. What we actually need are initiatives that can create an environment that is conducive to competitive business growth and productivity. A true Keynesian style economic policy, where the State exerts its influence on processes that improve general economic conditions and the quality of people’s lives, stimulating private companies to be creative, innovative and competitive. According to Draghi, we need a “plan for social cohesion” and economic development. A challenge not only for the new government, but for Italy above all.

Alberto Orioli astutely observed in an article in the “Il Sole24Ore” newspaper (6 February) that in relation to “Education and human capital, young people will represent the real party led by Draghi”. And Ferruccio de Bortoli, in an article on new policy priorities in the “Corriere della Sera” (7 February), noted that the “Human capital that must be protected is young people, women and training”. Elsa Fornero suggests that “The future of young people is pitted against geographical, generational and gender gaps, low social mobility, insufficient regard for and promotion of education, professional training and research, and poor recognition of merit.”

Those who have had the insight and patience to reread Mario Draghi’s public speeches and lectures – as Governor of the Bank of Italy, then as president of the ECB and, recently (having resigned from his role as a civil servant), as a citizen who is aware of social issues and the need for an adequate political response – will have found a number of key points on which to reflect, in the knowledge that these will be present in future government plans.

“Young people,” Draghi said in September 2017 during a speech delivered at Trinity College in Dublin, “do not want to live on benefits. They want to work and to increase the opportunities in their lives.” And the commitment of those in government is to take responsibility and face “a legacy of dashed hopes, anger and, ultimately, distrust in the values of our society and in the identity of democracy. This trust must be rebuilt, without ‘feeding false hope’, but rather with ideas and decisions that give rise to solid hope”. This brings us back to the Recovery Fund and the government commitments that are in line with Europe.

Among these hopes, school is fundamental. In last week’s blog, we talked about the “educational poverty” that burdens Italy (13 million people who are only educated to secondary school level, grave “functional” illiteracy and the lowest graduate percentages in Europe, just 19.6%, against a European average of 33.2%), and a school system that has been neglected by years of political disregard and bad choices, with serious corporate failings and a negligent lack of attention to teaching quality. Today, this issue surfaces once again, backed by even greater evidence. Life-long education is one of the fundamental objectives for the recovery and in creating a more balanced and fair society, that moves away from anger, frustration and resentment.

Quality public spending is needed, we must make prudent and forward-thinking use of the “good debt” that Draghi is so in favour of. There must also be political agreement that knowledge is the fundamental tool that we need to get out of the crisis. All of this is the polar opposite of populist rhetoric, of the propaganda of welfare payments, bonuses designed to satisfy immediate demands but which serve to compromise the future of the new generations.

When it comes to the decisions to be made in relation to young people, training and work, there is another issue that is close to Draghi’s heart and that is women. Increasing the female employment rate (currently standing at just 48.5%, compared to the European average of 62.4%) by doing everything possible to bridge the gap in salaries, careers and responsibilities, will ensure that Italy is able to fully enjoy the extraordinary human and social capital that the female workforce represents – rich in intelligence, skill, passion and the desire to grow.

Draghi is well aware of the impact of the four women whose efforts have produced some of the most impressive results in Western economies and societies, namely Angela Merkel, Ursula von der Leyen, Christine Lagard and Janet Yellen, who was chair of the Federal Reserve for an extended period before becoming the U.S. Secretary of the Treasury in President Biden’s government. This world view and an understanding of the capabilities of women is also present in the thinking of the new Italian government, and these ideas will prove to be a fundamental stimulus for the growth of millions of young Italian women.

Draghi once again notes “Depriving a young person of their future is one of the gravest forms of inequality.” And therefore, “school is the primary productive expenditure in which we must invest”.

Naturally, this is not empty rhetoric (of which we’ve heard far too much in recent years), but rather, a political declaration. And Draghi is well aware of how and to what degree it must be translated into solid government decisions, laws, measures and rapid and concrete implementation policies.

As we know, the reference political-cultural horizon is defined by Europe’s liberal democratic values and here, his thinking is that of a true reformer. Once again, the lesson of Draghi’s teacher, Federico Caffè, comes to mind “Reformists prefer a little to everything, the achievable to the utopian, gradual transformation to a sudden transformation of the ‘system’ that is always postponed.”

In the era of the knowledge economy and of international competition built on quality and innovation, the core resource on which we must focus is people – the “human capital” of a country that also takes great care of its “social capital”, and the positive relationships that exist between the values of an open community, civil responsibility, enterprise, commitment to shared assets and solidarity. This is the new ambitious political and cultural horizon. Mario Draghi, who is now tasked with forming a new government to extricate us from the dual crisis of pandemic and recession, is well aware of this, as demonstrated by the things he has said and done over the years, which demonstrate his intelligence, foresight and ability to get things done. For Draghi it is clear, for example, that the Recovery Fund has a priority objective, towards which we must move quickly and effectively. That priority is the Next Generation, our children and grandchildren, for whom we must create better conditions for sustainable development. And the two core values that inspire investment choices – namely the green economy and the digital economy – are entirely consistent with this perspective.

Reforms, therefore, are needed to ensure that the 209 billion euros granted to Italy are well spent and those reforms must focus on public administration, tax, justice, school, work, and welfare. Not forgetting investments in the infrastructure (both technological and physical) that supports the sustainable development strategies. This means stepping away from subsidies and sectoral protection measures. What we actually need are initiatives that can create an environment that is conducive to competitive business growth and productivity. A true Keynesian style economic policy, where the State exerts its influence on processes that improve general economic conditions and the quality of people’s lives, stimulating private companies to be creative, innovative and competitive. According to Draghi, we need a “plan for social cohesion” and economic development. A challenge not only for the new government, but for Italy above all.

Alberto Orioli astutely observed in an article in the “Il Sole24Ore” newspaper (6 February) that in relation to “Education and human capital, young people will represent the real party led by Draghi”. And Ferruccio de Bortoli, in an article on new policy priorities in the “Corriere della Sera” (7 February), noted that the “Human capital that must be protected is young people, women and training”. Elsa Fornero suggests that “The future of young people is pitted against geographical, generational and gender gaps, low social mobility, insufficient regard for and promotion of education, professional training and research, and poor recognition of merit.”

Those who have had the insight and patience to reread Mario Draghi’s public speeches and lectures – as Governor of the Bank of Italy, then as president of the ECB and, recently (having resigned from his role as a civil servant), as a citizen who is aware of social issues and the need for an adequate political response – will have found a number of key points on which to reflect, in the knowledge that these will be present in future government plans.

“Young people,” Draghi said in September 2017 during a speech delivered at Trinity College in Dublin, “do not want to live on benefits. They want to work and to increase the opportunities in their lives.” And the commitment of those in government is to take responsibility and face “a legacy of dashed hopes, anger and, ultimately, distrust in the values of our society and in the identity of democracy. This trust must be rebuilt, without ‘feeding false hope’, but rather with ideas and decisions that give rise to solid hope”. This brings us back to the Recovery Fund and the government commitments that are in line with Europe.

Among these hopes, school is fundamental. In last week’s blog, we talked about the “educational poverty” that burdens Italy (13 million people who are only educated to secondary school level, grave “functional” illiteracy and the lowest graduate percentages in Europe, just 19.6%, against a European average of 33.2%), and a school system that has been neglected by years of political disregard and bad choices, with serious corporate failings and a negligent lack of attention to teaching quality. Today, this issue surfaces once again, backed by even greater evidence. Life-long education is one of the fundamental objectives for the recovery and in creating a more balanced and fair society, that moves away from anger, frustration and resentment.

Quality public spending is needed, we must make prudent and forward-thinking use of the “good debt” that Draghi is so in favour of. There must also be political agreement that knowledge is the fundamental tool that we need to get out of the crisis. All of this is the polar opposite of populist rhetoric, of the propaganda of welfare payments, bonuses designed to satisfy immediate demands but which serve to compromise the future of the new generations.

When it comes to the decisions to be made in relation to young people, training and work, there is another issue that is close to Draghi’s heart and that is women. Increasing the female employment rate (currently standing at just 48.5%, compared to the European average of 62.4%) by doing everything possible to bridge the gap in salaries, careers and responsibilities, will ensure that Italy is able to fully enjoy the extraordinary human and social capital that the female workforce represents – rich in intelligence, skill, passion and the desire to grow.

Draghi is well aware of the impact of the four women whose efforts have produced some of the most impressive results in Western economies and societies, namely Angela Merkel, Ursula von der Leyen, Christine Lagard and Janet Yellen, who was chair of the Federal Reserve for an extended period before becoming the U.S. Secretary of the Treasury in President Biden’s government. This world view and an understanding of the capabilities of women is also present in the thinking of the new Italian government, and these ideas will prove to be a fundamental stimulus for the growth of millions of young Italian women.

Draghi once again notes “Depriving a young person of their future is one of the gravest forms of inequality.” And therefore, “school is the primary productive expenditure in which we must invest”.

Naturally, this is not empty rhetoric (of which we’ve heard far too much in recent years), but rather, a political declaration. And Draghi is well aware of how and to what degree it must be translated into solid government decisions, laws, measures and rapid and concrete implementation policies.

As we know, the reference political-cultural horizon is defined by Europe’s liberal democratic values and here, his thinking is that of a true reformer. Once again, the lesson of Draghi’s teacher, Federico Caffè, comes to mind “Reformists prefer a little to everything, the achievable to the utopian, gradual transformation to a sudden transformation of the ‘system’ that is always postponed.”