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AI must not only cut costs. It must create revenues
After a 2025 marked by continuous increases in the prices of stocks most exposed to Artificial Intelligence – an enthusiasm that also lifted the valuation of less exposed companies – 2026 began in a very different way. Within a few days, the share prices of firms producing software for services fell by more than 20%, influenced in part by a report from analysts at Citrini Research and by a blog ...
Job crafting: redesigning work to unlock individual potential
In the context of modern organizations, the concept of job crafting represents one of the most advanced and promising developments in the field of role redesign. It is an approach that places the individual at the center as an active agent in shaping their own role, moving beyond both the rigidity of traditional job descriptions and the top-down logic of organizational change. Job crafting is not ...
From research to practice: game-based learning for knowledge transfer
Introduction In recent years, the impact – and thus the vital nature – of effective knowledge transfer between academia and the real world has been the focus of increasing attention from scholars (e.g., Wickert et al., 2021). While management research aims to generate valuable insights, a persistent challenge lies in embedding this knowledge into organizations in ways that foster change in managerial ...
More projects, less time: why managing them well makes all the difference
If we were to reduce to the bare essentials the kind of activities organizations carry out—all organizations—we could simply say: processes and projects. In some organizations, the process component is predominant: think of producers of fast-moving consumer goods, banks, or energy utilities. In others, the project component is more relevant: think of plant engineering companies, software developers, ...
The impact of non-financial risks: processes for strengthening organizational resilience
In recent years, corporate priorities have been homing in on non-financial risks as major sources of organizational vulnerability. This category includes geopolitical, cyber, business continuity, reputational, technological, and data management risks. Although they many manifest in various ways across sectors and geographical contexts, international risk rankings reveal a clear convergence: most of ...
Non-Standard Employment Seeking Representation
The question of representation for non-standard labor has been a subject of debate for a long time among labor sociologists, researchers into industrial relations, and labor lawyers. To understand this in greater detail, we need to examine it within the more general crisis of trade unionism. The last few decades have also seen a change in the employment structure and the professional composition of ...
The Long Autumn in Italy’s History
In the 1970s, Italy lived through an unprecedented cycle of labor conflict, that started with the Fiat strike in September 1969, and ended with the “March of 40,000” in Turin in October 1980.#The dynamics of industrial relations in Italy had previously seen moments of particularly strong conflict which had been followed by a retreat of the unions: the occupation of the Red Biennial (1919-1920), ...
The Ambivalence of Industrial Relations
Trade unions in Italy are currently facing certain critical problems that derive from the exhaustion of the previous phase of industrial relations, based on policies of consultation with employers’ associations and public representatives, and the difficulty of sharing a “synthesis” of the transformations underway with the other actors in industrial relations.#In the new scenario of the gig economy, ...
The Profile of a Pioneer in an Era of Transition
CEOs are increasingly called on to face the historic challenge of deconstructing the old structures of the past, to then construct new organizational approaches oriented towards sustainability. In this context, the role of the CEO takes on particular importance because the CEO is the person who can emanate cultural, strategic, and value imprinting, but also operative and managerial imprinting, able ...
Being a Strategy Maker in the Digital Era
In the context of the broad digital transformation currently underway, CEOs must represent the engine of corporate change. In the role of the “strategy maker,” the CEO first of all has the role of defining how artificial intelligence can support strategic decisions at multiple levels, and secondly, to promote and guide the digital transformation. The CEO is also required to renew the strategies ...