Communicating as a Leader: the power of storytelling and the importance of feedback

Communicating as a Leader: the power of storytelling and the importance of feedback

The power of storytelling: telling stories that inspire

Everyone loves stories. From childhood, our minds are programmed to pay attention to stories that have a beginning, an unfolding and an end. Stories engage us on an emotional level, help us remember concepts and invite us to action. For this reason, storytelling is a most powerful tool in a leader’s communication.

Storytelling does not mean making up fairy tales. It means knowing how to enhance real episodes, or metaphorical examples, to illustrate a point of view, to teach a leadership principle, or to inspire the team to overcome an obstacle. A well-constructed story can condense into a few minutes a teaching that would otherwise require pages of theoretical explanation.

A leader who wants to motivate the team to invest time and energy in a new project might, for example, tell about how, in the past, a similar gamble (perhaps in another company or in a previous experience) led to great results. Or he might narrate a situation in which the innovation came from a small idea of a little-known collaborator, demonstrating that “everyone can contribute if they really believe in it.”

Stories, moreover, are a vehicle for values. If you want your team to embrace the value of collaboration, you can tell an episode in which a project fell apart because members were at war with each other, or describe how a cohesive group achieved unexpected success through the coming together of diverse skills. In either case, through storytelling, you are fixing a message that goes beyond words: you are showing the practical importance of the value you want to convey.

Giving and receiving feedback: a virtuous circle

One of the most powerful tools in leadership communication is the practice of feedback. Giving feedback effectively means helping people to grow, become aware of their strengths and correct weaknesses. Receiving feedback, on the other hand, means accepting that you are not infallible and being open to the possibility of continuous improvement.

Feedback is often experienced as criticism, thus generating anxiety or even resentment. In reality, well-crafted feedback is always constructive: it starts with the observation of a specific behavior (“I noticed that in yesterday’s meeting you responded abruptly to a colleague”), describes the impact of that behavior (“This created tension and shifted the conversation to a personal level”) and proposes solutions or suggestions (“You might try rephrasing the criticism in a kinder, fact-based way.”). In this way, the criticism is never about the person, but about a circumscribed behavior.

On the other hand, a leader should also seek feedback from his or her staff. Ask, “How am I handling the meetings? Are you feeling heard? What could I do to improve communication in the team?” is an act of humility and, at the same time, of great courage. It shows that the leader does not perceive himself or herself as an “oracle” but as a person on a journey, eager to constantly learn and improve.

A practical tip: Establish recurring times for feedback, instead of letting it emerge only in crisis situations. It can be a brief discussion at the end of the week or a fixed form in monthly reviews, where everyone receives and provides feedback to the whole group. The important thing is to build a climate in which feedback is not experienced as a punitive process, but as a valuable resource for growing together.

Anna Tagliapietra holds a degree in International Communication from the University for Foreigners in Perugia, Italy, and a Master’s degree in Marketing and Business Communication.

To date, he is a Lean Six Sigma consultant and is involved in consulting and training in marketing and strategic communication at large industrial entities as well as for SMEs. She specializes in Lean Office for business process improvement and the application of Lean Six Sigma methodology to transactional processes. He also teaches learning techniques, speed reading, body language, sales techniques and public speaking.

To find out more about upcoming courses taught by the lecturer go here!

To read his insights go here!

 

Umbria Business School through Sistemi Formativi Confindustria Umbria (SFCU) is organizing the second edition of the course “AI and Customer Experience: creating personalized, effective and measurable digital experiences” to be held on June 10, 2025 as part of the Umbria Digital Data (UDD) project led by Confindustria Umbria.

Customer Experience-that is, the overall experience experienced by the customer in their relationship with the brand-can be significantly improved through artificial intelligence. AI makes it possible to answer questions in real time, reducing wait times and guiding customers through the purchase journey through personalized suggestions based on their interests or behaviors.

This course aims to provide practical tools to improve digital communication and make the customer experience more effective by making the best use of data, artificial intelligence and automation. Participants will learn how to better engage their audiences, increase conversions and build customer loyalty.

Lecturer for the course will be Robert Julian Smith, an international digital marketing consultant and lecturer at LUISS Guido Carli and LUISS Business School, who works with SMEs and large companies to integrate AI into communication and sales strategies.

The course is designed for marketing and corporate communications professionals, entrepreneurs and managers who want to innovate their digital strategy, sales and commercial managers, digital strategists, social media managers, and anyone who wants to integrate AI into business processes to improve customer relations.

Memberships will be accepted in the order of registration on the portal https://confindustriaumbria-landing.dp365.it/. To enroll, under “select the partner who will deliver the requested service” indicate “SFCU,” and under “select the requested services” indicate “8 – catalog or tailor-made collective training, up to 24 hours.”

SFCU staff are available to help companies with all activities related to portal registration.

At this link you can download the full course brochure with all the details.

For all information you can contact Maria De Fazio at the following references: T. 075582741; e-mail formazione@sfcu.it.

How do you build a work environment where people feel free to express themselves, where even conflict becomes an opportunity and collaboration creates a sense of belonging?
This is the heart of the course “Manufacturing Trust. A new approach to relationships in organizations”, sponsored by our School and scheduled for October 7, 2025, from 9 a.m. to 1 p.m. and 2 p.m. to 6 p.m.

Designed for those who want to make their work environment more open, participatory and cohesive, the course provides practical tools to strengthen team trust and improve organizational effectiveness.

The course is based on the Swallow Method, an internationally recognized approach that helps transform conflicts into opportunities for dialogue and collaboration. The method stems from the experience of Rondine Cittadella della Pace, a reality that for years has been training leaders capable of building healthy and lasting relationships.

Leading the day will be Stefano Isacchi, general manager of Rondine, with more than 30 years of experience in human resources and organizational development.

Download the full program!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

Umbria Business School through Sistemi Formativi Confindustria Umbria (SFCU) is organizing the second edition of the course “Artificial Intelligence for Marketing: practical solutions for SMEs” to be held on June 11 as part of the Umbria Digital Data (UDD) project led by Confindustria Umbria.

The 8-hour course will provide practical skills for leveraging artificial intelligence in marketing, allowing processes to be automated and quality content to be created more effectively. The operational approach will enable immediate application of the acquired knowledge, optimizing business activities with innovative and data-driven solutions.

The lecturer will be Robert Julian Smith, a marketing consultant with extensive international experience in implementing AI-based digital strategies. A lecturer atLUISS Guido Carli University and LUISS Business School, he works with SMEs and international companies to facilitate their expansion and adoption of advanced technologies.

The course is aimed at marketing and communications professionals, managers, entrepreneurs, sales and commercial managers, digital strategists and social media managers, and anyone who wants to integrate AI into their business processes.

Memberships will be accepted in the order of registration on the portal https://confindustriaumbria-landing.dp365.it/. To enroll, under “select the partner who will deliver the requested service” indicate “SFCU,” and under “select the requested services” indicate “8 – catalog or tailor-made collective training, up to 24 hours.”

The staff of Umbria Business School and SFCU are available to help companies with all activities related to registering for the portal.

At this link you can download the full course brochure with details.

For all information you can contact Maria De Fazio at the following references: T. 075582741; e-mail formazione@sfcu.it.

 

The Habit of Trust: the value of conflict in organizations, edited by Stefano Isacchi

In an increasingly complex and interconnected world of work, the concept of trust emerges as central to building healthy and productive organizational environments. But trust is not generated spontaneously, it is not something that can be taken for granted: it requires time and commitment, it is built, nurtured and, above all, tested in moments of difficulty and conflict. It is precisely here that the idea of a true“trust habitat” is born, a third space with respect to the people who relate, in which confrontation and dissent are not destructive elements, but sources of growth and innovation.

Conflict is often seen as a problem to be avoided, yet it is a natural component of every relationship and organization. Differences of opinion, divergent goals and tensions between teams are part of everyday business life. However, when conflict is addressed constructively, it becomes a strategic lever to stimulate creativity, strengthen relationships and improve overall performance.

Business leaders have a crucial responsibility to create environments in which trust can thrive. This means adopting an approach that values open dialogue, promotes transparency and encourages a culture of continuous feedback. Organizations must develop spaces where employees feel free to express opinions and criticism without fear of negative repercussions.

A concrete example of this view is the Swallow Method, which views relationship and conflict as two sides of the same coin. Through an authentic relationship environment, companies can foster the building of a lasting covenant of trust between colleagues, managers and stakeholders, creating a trapeze-like network of mutual support: only by leaving the safety of the bar and trusting the other can extraordinary developments be achieved.

The habitat of trust is not a physical place, but a mindset that must permeate every aspect of personal and professional life. Trust is not an act of blind confidence in the other, but a conscious choice to believe in the possibility of understanding each other and finding common ground despite differences. Companies that succeed in integrating trust into their internal dynamics build more cohesive, resilient and motivated teams capable of meeting challenges in a spirit of collaboration.

In an era characterized by growing distrust, success will no longer be determined solely by the quality of products or services offered, but by the ability to create and maintain trusting relationships within and outside the organization. It is in this space of relationship and confrontation that the strongest ties and most meaningful experiences are born.

 

Stefano Isacchi. With more than 30 years of experience in human resource management and organizational development, he has held leadership roles as HR Manager and Education Manager in for-profit organizations of different sizes and sectors.

Since 2019, he has been the Managing Director of Swallow Citadel of Peace, an organization internationally recognized for its innovative approach to conflict management, the Swallow Method. This method focuses on building trust and authentic relationships through a mix of education, training and research. Swallow trains new generations of leaders capable of promoting dialogue, peaceful coexistence and international collaboration, creating real impact in conflict transformation and improving organizational and social relationships.

To find out about upcoming courses taught by the lecturer click here

 

Registration is now open for the course “Change Management. Winning Energies and Strategies.” aimed at executives, strategic project managers and professionals involved in organizational transformation paths.

The two-day, residential course will take place in Assisi, Italy, on September 25 and 26, 2025, and is an intensive, hands-on, immersive training opportunity to address change in a structured and effective way. Participants will delve into tools and methods related to organizational change, program management, cultural analysis, and performance management, with the goal of fostering positive and adaptive work environments.

Topics include managing complex programs, assessing the impact of change on the organization, adaptability, and building a corporate culture open to involvement. Ample space will be devoted to Change Readiness, or preparing the organization to deal with change in an active and shared way, overcoming resistance and valuing people. Mindfulness practices, useful for increasing awareness, reducing stress and improving the quality of decisions, will also be proposed.

The course adopts a practical and interactive approach, integrating theory, concrete cases and moments of discussion among participants. The first day will be devoted to theoretical content, while the second will combine training and experiential activities on the ground. The overnight stay in Assisi contributes to making the course completely immersive, encouraging learning through context as well.

Leading the course will be Franco Bertoli, mental coach, trainer and former captain of the Italian national volleyball team in Luca Costa, a consultant and lecturer at the University of Bologna and Bologna Business School, an expert in Project and Change Management.

Download the full program!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

Interview with Alessandro Bussotti, Coordinator of the HSE management community of Confindustria Umbria.

On the occasion of World Occupational Safety Day 2025, we interviewed Alessandro Bussotti, Coordinator of the HSE management community of Confindustria Umbria, to take stock of the evolution of the role of the RSPP, the main current and future challenges in the world of occupational safety, and the fundamental importance of quality training for accident prevention.

How has the role of the RSPP changed in recent years? How do you see the world of safety evolving in the near future?

In recent decades, the role of the RSPP has been shaped around new requirements for prevention and safety in the workplace. Technological innovations such as robotics and automation, the increasing presence of personnel who do not speak Italian and adopt uncommon working methods, has resulted in a necessary push toward professionalization of the RSPP. The most prominent areas have certainly been those related to staff training and safety communication. The RSPP, nowadays, cannot avoid having knowledge of general psychology and also related to communication.

Security is also effective human relationship.

These issues will become increasingly important in the coming years, and the arrival of A.I. will force us to support organizations in reshaping work processes. I would also add that all organizations will be faced with the major issue of an aging work population. The RSPP will have the daunting task of keeping prevention intrinsically linked to all aspects of corporate governance.

What are the main challenges for those involved in workplace safety today?

The main challenge is certainly that of transferring all those concepts related to occupational safety to middle managers and workers. The first and most fundamental concept is certainly that of the inextricable link between safety and value generation. This is a link that is not only inextricable but also directly proportional.

New technologies are changing the way work is done and monitored. What are the advantages and disadvantages of this development, from an occupational safety perspective?

The use of new technologies brings with it reduced wear and tear on the body and allows workers to produce while staying away from sources of risk. I would also add the great risk control capabilities that A.I. and increasingly sophisticated control sensors have. One example out of all: the obstacle identification technologies that equip industrial vehicles are now very useful tools in avoiding accidents. Personally, I see no major disadvantages to new technologies. At least for the time being.

What is the most common mistake companies make with respect to security?

Not understanding that prevention well embedded in a company is prodromal to value generation. I repeat myself, but I think this is the biggest problem. Still, unfortunately, occupational health and safety are considered obstacles to business process management.

In your experience, how important has quality training, in injury prevention, been compared to other measures (e.g., PPE, procedures, …)?

Quality training, that is, training that succeeds in stimulating the awareness of workers and company executives, is worth far more than any procedure or PPE. It is the worker who ultimately must understand the meaning and principles of safe work.

What really makes a safety training course effective?

Field training, concrete examples, exercises, data, testimonies.

Imagine having people understand during a training what happens to the body after a fall from a height of 6m, for example.

What does “working safely” mean to you?

I can say that working safely means being free. Free from the risk of permanently ruining one’s own life or the lives of others, and also freedom from the risk of destroying a company.

The course will be held on Thursday, September 18, 2025 at the headquarters of Confindustria Umbria

In today’s landscape of geopolitical uncertainties, accelerated technological transformations and increasing market complexity, adaptability is no longer an option-it is a strategic competency. Organizations that succeed in innovating their operational and cultural models gain a real and lasting competitive advantage.

Innovation, however, is not just the result of new technologies; it is a way of thinking, an attitude that enables managers to respond with agility to emerging challenges and opportunities .

This training is designed for team leaders, innovation managers and entrepreneurs who want to strengthen their ability to generate new ideas, overcome cognitive blocks and translate creativity into concrete results. Through experiential workshops and structured approaches, participants will learn how to stimulate lateral thinking, foster cross-collaboration, explore future scenarios , and incorporate creativity into decision-making processes.

The course aims to offer practical tools to overcome organizational rigidities, promote experimentation and build work environments that value diversity of thought. Participants will develop useful skills to make business processes more agile, engage internal and external stakeholders and adopt collaborative innovation methodologies.

The course will be led by Simone Budini, founding partner and Impact Manager of Humanistic ESG, lecturer and project leader of Luiss Business School’s CeSID, and lecturer of the Labs on Business Ethics, CSR and Sustainability.

Download the full brochure!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

 

 

London Immersion 2025: skills and vision to lead businesses and organizations in the changing global environment.

In an era marked by increasing geopolitical uncertainty, global trade tensions, and rapid technological change, the ability to anticipate and guide complex and rapidly evolving scenarios has become essential for leaders and decision-makers.

It is in this context that the third edition of the London Immersion, the training program of excellence promoted by our School in collaboration with the UCL School of Management, one of the best universities in the world, was born, scheduled for November 18-21, 2025.

The London Immersion offers entrepreneurs, managers and professionals the opportunity to:

The London Immersion represents a unique opportunity for those who wish to adapt quickly to current changes and make informed decisions to maintain competitiveness in the global marketplace.

The initiative is eligible for funding from interprofessional funds(Fondirigenti and Fondimpresa).

Download the full brochure!

Places are limited. For more information you can contact Maria De Fazio at 075582741 or e-mail formazione@umbriaschool.it.

Because communication is everything (or almost everything)

Picture this scene: the head of a team walks into the office, ready to share a new project with co-workers. He has a plan in mind, some ideas on how to carry it out, and a lot of enthusiasm. Yet, when he starts talking, he notices puzzled or blank stares. Someone huffs, someone else keeps looking at their cell phone. At the end of the meeting, he realizes that almost no one really grasped the meaning of what he wanted to convey. What went wrong?

The answer is quite simple: communication. This element, often taken for granted, is actually one of the fundamental pillars for any leader who wishes to inspire and motivate his or her team. We are not just talking about “passing information,” but about creating an emotional and strategic channel through which people can feel involved, listened to, and, as a result, driven to take purposeful action.

Being a leader, in fact, does not just mean having a nice title on your business card or having a bigger office. It means being able to lead, and leading necessarily means communicating: giving clear direction, nurturing motivation and building trust. If communication fails, everything else falls apart: goals become fuzzy, employees do not feel empowered, and overall performance drops.

In the following pages (and in future insights), we will explore in depth the different aspects of communication for a successful leader. We will see how to cultivate active listening skills, how to create high-impact messages, how to manage the emotional component in teams, and how to turn communication into a real tool for multiplying people’s potential. Because whether you are dealing with a small team or an entire organization, the basic principles remain the same: communication is the engine that ignites the spark of leadership.

Before we delve into practical tips and strategies, it is important to keep two key concepts in mind. The first: communicating is not just talking, but also – and most importantly – knowing how to listen. The second: a leader’s communication is never neutral. It has the power to ignite enthusiasm or to extinguish any passion. To create a sense of belonging or to generate frustration. The good news? We can train, improve and discover that communicating better, after all, also means becoming better people.

The role of communication in leadership: beyond words

When we think of the word “communication,” we often imagine simply the exchange of jokes between two or more people. In reality, communication is much more: it includes nonverbal language (gestures, facial expressions, posture), tone of voice, the ability to listen deeply and interpret what the other person is conveying to us.

For a leader, communication is the bridge between strategic vision and concrete team action. If there is no clarity about where you want to go, who is doing what, and why, employees get lost in a flood of doubts and half-information. And an interesting vision or ambitious goal can remain a dead letter because it lacks translation into understandable and engaging messages.

Think, for example, of a company that wants to launch a new product in record time. The leader has a clear idea in mind, knows that the market is ripe, but does not invest enough time in explaining to the team what steps need to be taken and what strategic role each person plays within the project. The result is a generalized confusion, in which some collaborators proceed by hypothesis, others wait for more precise instructions (which do not come), and still others – just to feel useful – begin to deal with activities that are perhaps useless or even counterproductive to the success of the launch. All this results in slowdowns, frustrations and, inevitably, in a product that comes out late or with features that do not meet market needs.

In contrast, a leader who knows how to communicate effectively organizes a brief initial meeting in which he or she explains, in clear words and a passionate tone, the ultimate goal (“We want to gain 10 percent market share in six months!”), the motivation (“The market is ready and we can really stand out with our skills!”) , and the concrete actions (“Luca will take care of the user research part, Marta will manage the product design, Marco will take care of the contacts with the first pilot customers…”). This clear communication shapes an overall picture in which everyone feels important and oriented toward the same goal.

Let us also not forget that a leader’s communication must have an emotional element. People are motivated not just because “it’s right to do it” or because “someone decided it,” but because they feel involved and are able to connect their individual aspirations with a common goal. A good communicator knows how to strike deep chords, appealing to values, personal challenges and the desire to grow. And in a business context, this can make the difference between a team that works “because it has to” and a team that works “because it believes.”

 

Anna Tagliapietra holds a degree in International Communication from the University for Foreigners in Perugia, Italy, and a Master’s degree in Marketing and Business Communication.

To date, he is a Lean Six Sigma consultant and is involved in consulting and training in marketing and strategic communication at large industrial entities as well as for SMEs. She specializes in Lean Office for business process improvement and the application of Lean Six Sigma methodology to transactional processes. He also teaches learning techniques, speed reading, body language, sales techniques and public speaking.

To find out more about upcoming courses taught by the lecturer go here!

Innovating with creativity: methods, tools and strategies.

Edited by Simone Budini

Today more than ever, the ability to innovate is the main competitive advantage for companies. Innovation is not just about technology or new products-it is a way of thinking, an attitude that enables companies to respond with agility to emerging challenges and opportunities . In an increasingly dynamic and uncertain environment, developing a creative approach is critical to staying relevant and generating sustainable value.

There are various approaches to developing this aptitude that Edward de Bono called “lateral thinking,” i.e., a methodology for tackling complex problems by exploring alternative, out-of-the-box solutions. While traditional logical thinking follows a linear and analytical path, lateral thinking encourages unexpected connections and innovative approaches. There are various techniques for developing lateral thinking: provocation and perspective shifting: (questioning basic assumptions to explore new possibilities); the use of analogies (comparing seemingly unrelated situations to generate new insights); and inversion (reversing the perspective of a problem to discover unthinkable solutions).

The purpose of these techniques is the generation of novel ideas. This, too, is not mere unstructured creativity, but a crucial process for any company that wants to innovate. It is not just about having brilliant insights, but about building an environment in which ideas can be born, developed and transformed into concrete solutions. Among the most effective methodologies for idea generation are structured brainstorming (focused sessions in which participants come up with ideas unfiltered, fostering collective creativity), brainwriting (a variation of brainstorming in which ideas are written down before being discussed, to reduce the influence of group dynamics) the SCAMPER (a method that helps generate new ideas by modifying existing elements, through operations such as replacing, combining, adapting, modifying, eliminating and rearranging), or De Bono ‘s own famous “Six Hats for Thinking” (a tool for exploring a problem from different cognitive perspectives, stimulating richer, more multifaceted thinking).

A special way of approaching challenges in innovative ways, especially in a world of rapid change such as ours, futures thinking is an interesting discipline for companies that want to anticipate emerging trends and proactively prepare for the challenges to come. Futures thinking is not an exact prediction of the future, but a method of exploring alternative scenarios. Various avenues are pursued for this exercise: horizon scanning (identifying weak signals of change to capture emerging trends); scenario planning (constructing possible future scenarios to evaluate appropriate strategies and action plans); reverse engineering the future (starting from a possible desired future and tracing the actions needed to achieve it); and backcasting (analyzing what present decisions can positively influence the future).

Regardless of which methodology one prefers, the point is to adopt a creative and innovative approach no longer as the prerogative of startups or technology companies, but as a necessity for any business that wants to thrive in an ever-changing world. Managers and business leaders must develop soft skills that include lateral thinking, the ability to generate ideas, and strategic vision about the future.

An innovative organization creates a work environment that stimulates creativity, fostering diversity of thought and experimentation; develops flexible business processes that can adapt quickly to new ideas and opportunities; adopts collaborative innovation tools, involving multidisciplinary teams and external stakeholders in the creative process; and integrates the future into decision-making, using foresight methodologies to anticipate change.

A company’s ability to constantly reinvent itself depends not only on the resources at its disposal, but on the mindset it adopts. Innovation is not an isolated event, but an ongoing process that requires curiosity, courage and openness to change. The future belongs to those who can imagine it and build it with creativity and strategic vision.

 

Simone Budini is Founding Partner and Impact Manager of Humanistic ESG benefit company; Project Leader of CeSID (Center on Sustainability, Inclusion and Digitization) at Luiss Business School, and lecturer at Umbria Business School. Co-manager of SDNS Italy, the leading United Nations network on Sustainability Research. He is a member of the CTS of NeXT (New Economy X All) and a board member of the International Humanistic Management Association.

To find out more about upcoming courses taught by the lecturer go here!

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On February 2, 2025, the new provisions of theAI Act, the European Artificial Intelligence Regulation, which aim to ensure the ethical and safe use of AI in the European market. These regulations introduce specific prohibitions on practices considered high-risk and an important digital literacy requirement for organizations and companies, with the aim of promoting appropriate skills for the use of artificial intelligence in a conscious and responsible manner.

Prohibitions on high-risk AI practices.

Section 5 of the AI Act identifies several prohibited AI practices, including the use of systems that:

These prohibitions reflect the AI Act’s commitment to ensuring that the use of artificial intelligence technologies complies with the principles of safety, fairness and respect for fundamental rights.

AI literacy requirement.

Article 4 of the AI Act introduces a requirement for suppliers and users of AI systems to take measures to ensure an appropriate level of competence in artificial intelligence. This applies not only to internal staff, but also to all people who work with the organization and are involved in the operation and use of AI systems.

Training measures must be calibrated to the technical knowledge, experience, education level, and work context of the people involved. In addition, it is crucial to take into account the characteristics of the people or groups of people on whom AI systems will be used. This approach aims to ensure that staff are prepared to use AI responsibly and inclusively, respecting the needs of all social groups and promoting equity.

Organizations must implement tools such as workshops, trainings, and other educational initiatives to raise awareness about how AI systems work and the possible risks. This is an important obligation that also sets the stage for more inclusive AI, reducing disparities and ensuring that systems are designed and used in a way that is accessible to all.

 

A step toward a more equitable and conscious future

The introduction of mandatory training makes the AI Act not only a regulatory framework, but also a tool to promote cultural change. Companies are required to invest in the skills of their staff, contributing to a more responsible and inclusive use of artificial intelligence. This ensures that AI does not become a factor of exclusion, but an opportunity to improve the lives and work of all people.

Umbria Business School has already taken up this challenge, offering the course “The ethics of decision-making: when philosophy, management and AI meet.” An initiative that brings together different disciplines to offer professionals the tools they need to make ethical and informed decisions in the age of artificial intelligence.

After the success of past editions, the course is back. “Sustainable Performance: improving results by unleashing your potential” organized by our School in collaboration with Franco Bertoli and FAI- Bosco di San Francesco. A unique immersive experience of personal and professional growth that combines training and nature to develop leadership, resilience and management of mental and emotional energy.

Set in the beautiful setting of the Bosco di San Francesco, the only FAI property in Umbria, participants will benefit from the quiet and energy of the place, creating the ideal context for deep work on themselves.

During the course, trainer, Mental Coach and former Olympic champion Franco Bertoli will use his method to enhance leadership and goal-oriented skills, teaching how to recognize and “train” fundamental energies such as motivation, concentration, resilience and passion for sustainable performance focused on individual and collective well-being.

The course is developed in two phases: in the morning classroom activities to deepen the concepts, followed in the afternoon by hands-on outdoor training that will allow participants to apply the acquired knowledge in the natural and stimulating context of the Bosco di San Francesco.

The course is intended for anyone who wants to improve concentration and performance skills in a “sustainable” way. Upon request, the course can be addressed to corporate teams (single- and multi-company) of any area or role.

Download the full brochure!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

On Friday, May 9, the course “Data Science and Artificial Intelligence for Finance,” led by Prof. Donatella Taurasi, will be held in Assisi.

A professor atUC Berkeley‘s Haas School of Business, Chief Science Officer of Lumen Global Investments LLC and a consultant for numerous Silicon Valley companies, Donatella Taurasi will provide participants with her extensive experience in the field of artificial intelligence applied to finance. The course is a unique opportunity to learn more about the evolution of the financial sector, which is increasingly characterized by the integration of human expertise and advanced technologies.

Through a hands-on, immersive approach, participants will explore the potential offered by data science and artificial intelligence for financial decision making. The program will be structured to provide concrete tools, allowing them to understand how new technologies can transform business strategies and foster decisions based on rigorous analysis and reliable data.

Drawing on the lecturer’s international experience, the course will offer in-depth analysis of real-world cases, illustrating innovative methodologies for identifying, evaluating and exploiting new data-driven business opportunities. An unmissable opportunity for those who wish to acquire high-level skills and stay abreast of the most advanced developments in the financial industry.

Download the full brochure!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

AI & HR: revolution underway, but Italian companies are cautious.

According to a recent survey by the Polytechnic University of Milan, the market of theArtificial Intelligence (AI) in Italy has reached a value of 760 million, recording a annual growth of 52%. In the next 10 years, this technology could profoundly transform many industries and replace the activities of 3.8 million professionals in our country.

Among the areas undergoing the most significant changes is Human Resources (HR). But what is the state of AI adoption in this area in Italy? A detailed picture emerges from the annual report “The AI Impact,” produced by Osservatorio Imprese Lavoro INAZ and Business International, which analyzes how artificial intelligence is affecting HR management in Italian companies.

The analysis, conducted between March and May 2024 among a sample of 200 HR directors from some of the leading national and international companies operating in Italy, found that only 21.28 percent of companies use AI tools for HR management, while the remaining 78.72 percent do not. The main reasons for this lack of adoption include the lack of internal expertise (38 percent), the need for new leadership models and a corporate culture open to innovation (32 percent), and the difficulty in recognizing which processes to automate (43 percent).

So-called “pioneer” companies that have already implemented AI solutions in HR use it mainly for recruiting and selection processes, training planning, and evaluation systems. These companies indicate among the main benefits the possibility of saving time on routine activities (32.14 percent) and reducing the costs of processing bureaucratic-administrative paperwork (24.29 percent). Predictive performance analysis is another key area, useful for fostering professional growth and talent retention.

The report also points out that companies investing in AI are aiming not only for operational improvements, but for strategic transformation, with the goal of redefining the role of human resources in the organizational context. AI should be seen as a “sparring partner” for critical thinking, not a substitute for human decision-making.

As for, however, the main future challenges for Italian HR, according to the report, they include balancing the use of technology with maintaining a central role for human critical thinking, creating a corporate culture that can embrace innovation while overcoming resistance to change, investing in digital training to fill the technological and analytical skills gap, addressing the risks of bias and discrimination inherent in automated processes, and ensuring transparency and compliance with European regulations, such as theAI Act.

It will be held on May 9 and 23, 2025 in the beautiful setting of the 18th-century villa in Ponte Felcino, home of the RAI School of Journalism, the course “The Ethics of Decision Making: When Philosophy, Management and AI Meet.”

The goal of the course is to help participants develop a strategic vision that combines critical thinking, innovation and ethics. Through case study analysis and discussion time, central themes such as the meaning of effective decision-making, the values that guide managerial action, and the balance between efficiency and humanity will be addressed.

Leading the course will be Guido Baggio. Philosopher and Associate Professor in the Department of Philosophy, Communication and Entertainment atRoma Tre University. An internationally renowned expert in the intersection of philosophy, management and artificial intelligence, Baggio has taught at prestigious institutions such as King’s College London and Ca’ Foscari University of Venice.

Special attention will be paid toartificial intelligence, delving into its opportunities and limitations, to understand its integration into decision-making processes without compromising human creativity and intuition. The result will be training that combines reflection and pragmatism, geared toward creating leaders who can combine competitiveness and responsibility.

Download the full brochure!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

 

Our new educational offerings , with executive courses and innovative pathways designed to respond to the changes that are transforming the world of work and organizations, is online.

Among the major changes in 2025 is that the educational offerings were developed with the support of theAdvisory Board and in line with the principles of the Charter of Values of the School.

The first event, scheduled for Friday, March 14, is the course “Generation Z in Business: Recruitment, Onboarding and Retention Strategies,” led by Virginia Stagni, the youngest manager in the history of the Financial Times and current Chief Marketing Officer of Adecco.

This will be followed by the course “Data Science and Artificial Intelligence for Finance,” taught by Donatella Taurasi, who directly from the Berkeley – Haas School of Business, University of California, will be in Umbria next on March 28, 2025 , to provide practical tools to understand how Data Science and AI are revolutionizing financial management, improving business strategies and performance.

Other scheduled courses include “Building Trust: a New Approach to Relationships in Organizations” with Stefano Isacchi, Director of Rondine Cittadella della Pace; “The Ethics of Decision Making: When Philosophy, Management and AI Meet,” led by Guido Baggio, Associate Professor at Roma Tre University; and “Advanced Public Speaking Techniques with Media Training” in collaboration with RAI School of Journalism.

Also, the course “Innovating with creativity: methods, tools and strategies” with Simone Budini, Project Leader of CeSID (Center on Sustainability, Inclusion and Digitization) of Luiss Business School and “Communicating as a Leader: strategies to inspire and motivate the work team,” with Anna Tagliapietra expert in Lean Six Sigma and communication.

One of the flagship tracks in the 2025 offering is “Change Management: Winning Energies and Strategies,” an exclusive training experience created in partnership with Bologna Business School, one of Italy’s most prestigious business schools.

For those involved in sales and negotiation, the course , “Preparing for Sales Negotiation: Recognizing and Overcoming Buyer Tactics,” will provide practical tools to deal successfully with sales negotiations. The course will be led by Cristina Mariani, Adjunct Professor at the Catholic University of the Sacred Heart in Milan and Editorial Director of the Impresa Diretta series for Franco Angeli. Cristina in April, will also teach the course “From Costing to Pricing: tools to improve corporate profits and margins,” to optimize pricing strategies and maximize corporate profitability.

In collaboration with the Department of Economics of the University of Perugia, the courses “Finance for Non Finance Managers” and “Controlling in Action” will be offered.

After the success of past editions, “Sustainable Performance” with Franco Bertoli also returns, an immersive course, set in the beautiful setting of the Bosco di San Francesco (FAI), that combines training and nature to develop leadership, resilience and mental and emotional energy management.

Download the complete educational offerings!

For more information, Maria De Fazio can be contacted at the following references: T. 075582741; formazione@umbriaschool.it.

The future of work: skills, attracting new talent and opportunities for companies by 2030

How to seize the opportunities created by market evolution.

The World Economic Forum recently released the2025 edition of the “Future of Jobs Report,” a two-year study that examines the changing world of work and the skills required by companies. To prepare the report, 1,043 companies, each with at least 500 employees, distributed in 55 countries were surveyed. These companies, which account for 88 percent of the world’s GDP and employ more than 14 million people, offer insight into how technological, economic and social changes are shaping the global labor market.

The future of work: 170 million new jobs and the challenge of retraining

The report predicts a major shift in the employment landscape by 2030. An estimated 170 million new jobs will be created due to global trends in technology, economics, demographics and ecological transition. However, about 92 million jobs will also be displaced or changed, leading to an urgent need for workforce retraining.

Skills: the biggest challenge for companies

According to the report, the skills gap continues to be the main barrier to business transformation. 63 percent of employers recognize the skills gap as the most significant barrier to the future of their companies. Nearly 40 percent of in-demand skills are expected to change in the next few years, making appropriate training urgent.

The skills most in demand will be technology skills, such as artificial intelligence, big data and cybersecurity, but also human skills such as creative thinking, resilience, flexibility and the ability to collaborate. The combination of technical and life skills will become increasingly crucial to meet the challenges of the changing job market.

The difficulty in attracting new talent

Another significant challenge concerns talent attraction: 37 percent of companies highlight difficulties in finding suitable professionals to support growth and innovation. Faced with the difficulty of finding talent, companies are adopting new strategies to attract and retain a skilled and diverse workforce. Key measures include: training and retraining initiatives; supporting employee health and well-being; promoting diversity, equity and inclusion; and encouraging remote working and flexibility.

Artificial intelligence and the need for retraining

Artificial intelligence is profoundly transforming business models, with half of employers planning to reorient their businesses to take advantage of the new opportunities offered by the technology. However, 41 percent also plan to reduce their workforce due to automation. To meet these challenges, many employers are planning to upgrade the training of their workforce, with 77 percent planning to invest in retraining their employees. In addition, about half of companies plan to move staff from at-risk roles to other internal positions, seeking to mitigate social harm and help fill the skills gap.

Expectations, priorities and values of Gen Z and Millennials: what’s changing in the work of the future

By 2030, Millennials and Generation Z will represent the majority of the global workforce, consolidating their role as major players in business settings.

But what are the expectations and characteristics of these new generations that companies still struggle to understand? Revealing this is a recent Deloitte report , “Gen Z and Millennial Survey,” which surveyed more than 22,800 respondents in 44 countries to delve into their attitudes toward work and their perspectives on the world around them.

It is clear from the results that these generations place a high value on “purpose” in the world of work. The majority of Gen Z (86 percent) and millennials (89 percent) believe that having a sense of responsibility is critical to job satisfaction and well-being. These generations are increasingly likely to reject assignments or employers who do not share their values. For many, purpose in work translates intobelonging to an organization that has a positive impact on society beyond profit. However, less than half of them believe that companies have a positive impact on society, showing a gap between expectations and actual business results.

Environmental sustainability is a priority for 62 percent of Gen Z and 59 percent of millennials, who said they are concerned about climate change. About 20% of both groups have already changed jobs or industries to better align with their environmental values, and another 25% plan to do so in the future. They are also willing to pay more for sustainable products and actively inquire about the environmental practices of the companies they buy from.

Work-life balance is crucial for Gen Z and millennials, who consider it one of the most important aspects in choosing an employer. Although nearly two-thirds of respondents said their employers have introduced a requirement to return to the office, younger generations prefer more flexible work models.

Another important issue is mental health at work. In fact, an interesting finding emerges from the research: even though 51 percent of Gen Z and 56 percent of millennials rate their mental health as good or extremely good, about three in 10 respondents are concerned that expressing concerns about their mental health could lead to discrimination by managers.

The report also investigates for the first time young people’s perceptions of Artificial Intelligence, and in particular Generative AI (GenAI). GenAI elicits both enthusiasm and concern: young people who use it frequently are more likely to report feeling enthusiasm (e.g., believing that GenAI will improve work-life balance), while those who use it occasionally report being concerned about automation. Positive perceptions, therefore, increase with practical experience.

In addition, many feel that their employers are not yet adequately preparing them for the changes that GenAI will bring. This is precisely why 38 percent of Gen Z and 36 percent of millennials plan to do so themselves.