Camilla Minervini

👓 What the eyewear industry teaches us about successful #growth and bold and impeccable #corporate #strategy #ideation and #execution? Based on my recent SDA Bocconi #Insight contribution, here are five key lessons: 1️⃣ Vertical integration is a launchpad for innovation, not just control. 2️⃣ Proprietary brands strengthen portfolios beyond licensing logic. 3️⃣ Global listening matters, growth requires local insight, not just distribution. 4️⃣ Italy (and Veneto) is more than a supply chain: it’s an R&D lab in motion. 5️⃣ Eyewear is an important gateway to Made in Italy, cultural and emotional. Eyewear proves that heritage sectors can be reimagined, with the right balance of craft, scale, and vision. ➡️ Full article here (Italian version available): https://lnkd.in/d6M-WsRN #Eyewear #LuxuryStrategy #MadeInItaly #B2B #Innovation #SDAInsight #GrowthStrategy #Symbolicindustries

129

#Duediligence Alert: The Italian Competition Authority (AGCM) has fined #GiorgioArmani SpA and GA Operations SpA €3.5 million for misleading ethical and social responsibility statements that didn't reflect the actual working conditions at suppliers and subcontractors to whom production had been outsourced. This follows the #Dior case a few months ago. The AGCM cited declarations in the Armani Code of Ethics, the Armani Values website (www.armanivalues.com) and the Armani website (www.Armani.com). Giorgio Armani SpA responded with surprise and plans to challenge the decision in the Regional Administrative Court (TAR), stating that they have always operated in fairness and transparency. This is the latest in the growing list of cases brought by competition authorities in France and Italy against companies whose #humanrights and #environmental claims are vague, unsubstantiated or false. It's important to note that the crux of the matter in each case was the failure to conduct due diligence, including the tracing and verification of production sites and standards. EU due diligence laws may be in flux, but prosecutors and competition authorities are reminding us that the risks to consumers, investors, companies and stakeholders are real. What should companies do now? Doubling down on announced audits of known suppliers will achieve nothing. This is not about the knowns, it's about the unknowns, the risks of subcontracting, of price-driven corner-cutting. Companies need to ask themselves how they may be causing or contributing to supplier attempts to evade labour laws, collective agreements, taxes and social security contributions. In short, companies need better risk identification, then they can target their audits. Michael Posner Dorothee Baumann-Pauly Justine Nolan Markus Löning Christine Kim Equiception Business and Human Rights Simone Cipriani Matteo Ward Ken Pucker

198

9 commenti

The Sustainable Mobility Side Event, held as part of Italian Tech Week, has drawn to a close, confirming once again CA Auto Bank’s role as a key player in mobility innovation. Alberto Conrotto, Digital Manager at CA Auto Bank, joined a panel organized by EIT Urban Mobility and OGR Torino, which explored how strategic collaborations and targeted investments can accelerate the development of Europe’s mobility sector. The discussion was moderated by Alessandro Di Stefano of StartupItalia. The debate featured contributions from: Matteo Consonni, Investment and Portfolio Manager at EIT Urban Mobility; Francesca Cavanna, Managing Director Europe at Mind the Bridge; and Marco Parlani, Project Manager at LIFTT. CA Auto Bank’s participation reaffirmed its strategic focus on the future of mobility, which involves actively seeking out new innovations and forging partnerships with disruptive startups to accelerate the transition to a more sustainable and technologically advanced world.

54

2 commenti

🌐 In today’s hyperconnected world, inertia is a greater risk than disruption.   📗 In “Market Strategies in a Hyper-Connected World” (EgeaEditore, 2025), Alessandro Arbore argues that strategy must become a living process—constantly evolving, rarely fixed. The core lesson? Success lies in dynamic adaptation, not static plans.   What does this mean in practice?   👉​ Leaders must decide when to initiate change, when to join existing movements, and when to co-evolve, aligning boldness with defensibility. (Egea Online)   👉​ Marketing must reclaim its place as a strategic engine, not a downstream function. It’s no longer enough to execute plans—you must lead experiments, interpret signals, and shift course when data and intuition demand.   👉​ AI is a powerful ally—but one that must be steered. In marketing, generative AI should augment human insight, not replace it; success depends on preserving judgment, reputation, and tacit knowledge.   Arbore calls for new mindsets in leadership, marketing, and innovation. The environments we compete in are no longer linear or predictable.   📌 Only organizations that embed learning, agility, and “abductive” thinking (a way of reasoning that starts from incomplete or ambiguous information and generates the most plausible hypothesis to explain it) into their core will thrive.   👉 For those who lead, market, or design strategy in any capacity, this book can be a strategic guide to staying relevant when change is the only constant.   Discover more on SDA Bocconi insight: https://lnkd.in/dS53QqG3

84