Fotogrammi

2020-04-29 Olga Annushkina

Action plans and uncertainty

These days, we are all looking for ways to cope with a future that looks increasingly uncertain. Uncertainty creates fear. Fear blocks energy, proactivity, and rational thinking; it is capable of completely taking over our mind and derailing our thoughts. Many of us respond to fear and uncertainty with optimism. Optimism is an integral part of our nature: research has shown that neuromodulator dopamine enhances people’s ability to think positively about their future. We are more inclined to change our beliefs when presented with positive pieces of information about the future than to review ...

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2020-04-29 Zenia Simonella

Please, Let's Not Call It “Smart Working”

It's already clear. What we are experiencing is not "smart working," as promoted by its supporters and then designed by lawmakers in the law of 2017.[1] We are adopting an "extreme" mode of work (not voluntary, from home, without any spatial-temporal flexibility) that has led to the emergence, and amplification, of the possible risks related to its adoption. First: isolation - we must remember - is not the same for everyone, since some categories of workers suffer more than others ("Isolation [is] a dimension that has a very different impact on different people: I'm thinking of my colleagues with ...

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2020-04-21 Simona Cuomo

Why It's Necessary to Reflect on Identity, Especially Now

In this and the next blog posts, we will discuss some comments that were left by the participants in our streaming event last April 1, "Smart Working: Are We Really Working Smartly?" Taking our cues from those comments, we will address some important social and managerial themes. Today we will talk about transformation of identity. We will then deal with living conditions, the impact of smart working, and "possible new leadership models." "The backgrounds behind the colleagues (or the speakers) during smart working are phenomenal, and we could even create links between colleagues that were previously ...

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2020-04-16 Stefano Basaglia

Covid-19 and the Prison of Categories

A broad debate is developing in Italian media on the so-called "phase 2" of the coronavirus emergency. This period will involve the gradual opening of non-essential activities (remember that essential ones are already open) and the reduction of the restrictions on mobility for citizens. In this debate, various categories are used to distinguish between businesses and workers. For businesses, the first major distinction is that between those that operate in essential sectors and non-essential sectors. This division into categories can be problematic, because while on the one hand it is possible ...

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2020-04-14 Fabrizio Perretti

The Cardinal Points of Phase 2

In recent weeks, the debate has focused exclusively on the need for reopening the economy and the beginning of what is called "phase 2." Many businesses and commercial activities are demanding this, along with their institutional representatives as well. In various cases this is an unjustified request, because for many sectors there is a crisis of demand that will last for months, until people feel safe. For example, if the entire tourism sector were to open up again in two weeks, there would not be sufficient customers to sustain it. Yet there are other sectors (especially intermediate and capital ...

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2020-04-14 Fabrizio Perretti

The Cardinal Points of Phase 2

In recent weeks, the debate has focused exclusively on the need for reopening the economy and the beginning of what is called "phase 2." Many businesses and commercial activities are demanding this, along with their institutional representatives as well. In various cases this is an unjustified request, because for many sectors there is a crisis of demand that will last for months, until people feel safe. For example, if the entire tourism sector were to open up again in two weeks, there would not be sufficient customers to sustain it. Yet there are other sectors (especially intermediate and capital ...

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2020-04-08 Roberto Ruozi

In Search of Lost Profitability

The lead articles in the Financial Times from last February 25 and 26[1] show that European banks are having increasing difficulty finding top managers, since such figures are strongly attracted by the lavish salaries received by their counterparts in the United States. Such managers have become rare on the market in Europe, and almost non-existent within individual banks, that are said not to have adequately prepared for the substitution of those human resources. It is difficult to say if the problem exists for Italian banks as well, but the fact that when a choice must be made they always end ...

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2020-04-06 Fabrizio Perretti

Great Evils and Great Errors

To improve, it is necessary to recognize one's mistakes. This is a basic, simple principle that we all learn when we are children, for example while at school: when you make a spelling mistake in a dictation, the teacher highlights it in red. Here you made a mistake, don't do it again. And it doesn't matter if out of a hundred words, seventy were right. You must concentrate on the thirty that you got wrong. We have all been there, yet it seems that many forget this simple principle. The events of recent weeks have tragically highlighted the fact that many errors have been made. We see this in ...

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2020-04-06 Fabrizio Perretti

Great Evils and Great Errors

To improve, it is necessary to recognize one's mistakes. This is a basic, simple principle that we all learn when we are children, for example while at school: when you make a spelling mistake in a dictation, the teacher highlights it in red. Here you made a mistake, don't do it again. And it doesn't matter if out of a hundred words, seventy were right. You must concentrate on the thirty that you got wrong. We have all been there, yet it seems that many forget this simple principle. The events of recent weeks have tragically highlighted the fact that many errors have been made. We see this in ...

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2020-04-02 Roberto Ruozi

Competition and Concentration between Banks, Neobanks, and Payment Institutions

Competition and concentration are phenomena that simultaneously regard traditional banks, “neobanks,” and payment institutions. The first are proper financial intermediaries; the third are service companies that at least for now, do not intermediate anything; while the second are relatively hybrid entities, although it is difficult to generalize because they are very varied. The evolution of the context in which these three categories of operators act starts from the idea of being able to produce new financial services of various types, especially payment services, in a simple, low-cost, efficient, ...

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