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Angelo Cavallo, Federico Frattini, Tommaso Canonici

Persistent growth: why expanding is no longer enough

A recent scientific study shows that only 15% of the companies that exhibited high growth in 1985 were able to sustain it for at least thirty years. McKinsey reached the same conclusion in a study examining the performance of the world’s 5,000 largest companies. In particular, the study found that the median corporate growth rate was 2.8% (considering the ten years prior to Covid), and that only ...

Marco Sampietro

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, ...

Paola Tagliavini

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 ...

Andrea Beltratti, Alessia Bezzecchi

AI, the market, and the value of possible worlds

The high valuations of AI stocks are fueling debate over a possible new technology bubble. A few figures explain why. In 2026, Nvidia surpassed a market capitalization of $5 trillion, while the U.S. semiconductor sector posted gains of more than 100% over the past year. The U.S. market is trading at multiples that are very high by historical standards: the S&P 500’s Shiller P/E has risen above 40, ...

Elena Coffetti, Alfredo Biffi

Thinking in projects: the strategic lever for companies that want to innovate

Structuring corporate management around the project portfolio means, for management, undertaking a path of transformation—or clarification—of how the company operates through projects. The reasons behind this choice are multiple, foremost among them innovation. Today, the need to generate innovation and channel it into its various forms of expression is felt—albeit with varying intensity—by ...

Kirsimarja Blomqvist, Snejina Michailova, Charles C. Snow

Creating value in global knowledge networks. Trust as a strategic lever for collaboration

Introduction Imagine a meeting of fiercely competing Finnish telecom operators, major TV channels, a terminal manufacturer, information and communication technology (ICT) integrators and public-sector officials. They were all sitting together around a table, all deeply engaged in an open discussion about the potential of a new business opportunity. They collaborated intensively to co-create a systemic ...

Antonio Giannino

The “nervous system” of cybersecurity: data, automation, and response to reduce risk

Today’s companies face a paradox: a greater number of security tools has led to greater complexity, data overload, and critical visibility gaps, effectively increasing the risk of breaches. The average Security Operations Center (SOC) is flooded with more than 10,000 alerts per day, with an estimated 30% not even reviewed due to volume and a high false-positive rate. This phenomenon, known as alert ...

Andrea Beltratti, Alessia Bezzecchi

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 ...

Bruno Busacca

Marketing, Quo Vadis?

The metaphorical meanings of the expression Quo vadis? are often associated with uncertainty and doubts around the path to take, as well as about one’s role and identity. In short, Quo vadis? is a question that invites deep reflection on direction and purpose. These interpretations aptly capture the ongoing reflections on the future of marketing, particularly in light of the role that big data (Wedel ...

Gianluca Meloni, Daniele Astrella

Rethinking Risk Assessment: A Systemic Approach to Risk Measurement

Company management, understood as the balanced governance of the relationship between risk and return, is not a new topic, although it has evolved dramatically over time. While from a traditional perspective, this relationship was mainly interpreted in economic and financial terms, with the development of corporate governance models, the concept of return has gradually broadened to encompass a company’s ...