Roberto Sfoglietta

Molto interessante su come opera OpenAI - pieno di perle. Sto ragionando per capire cosa è utile per organizzazioni più piccole/crescita meno esplosiva. (link in commento) Perle: Teams at OpenAI are much more fluid than they might be elsewhere. When launching Codex, we needed some help from a few experienced ChatGPT engineers to hit our launch date. We met with some of the ChatGPT EMs to make the request. The next day we had two badass folks ready to dive in and help. There was no "waiting for quarterly planning" or "re-shuffling headcount". It moved really quickly. There's a strong bias to action (you can just do things). It wasn't unusual for similar teams but unrelated teams to converge on various ideas. I started out working on a parallel (but internal) effort similar to ChatGPT Connectors. There must've been ~3-4 different Codex prototypes floating around before we decided to push for a launch. These efforts are usually taken by a small handful of individuals without asking permission. Teams tend to quickly form around them as they show promise Vale la pena leggerlo tutto

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Italian startup Wayla Italia will launch a €1 million crowdfunding campaign to scale vanpooling across Italy. Currently active in Milan, Monza and Brianza, Wayla’s platform allows passengers to share trips during evening and nighttime hours. “In Milan, as in Rome and all the major cities of our country, there is a profound gap in the market: the lack of safe, accessible, and widely available alternatives to private transport when the sun goes down…We asked ourselves: why shouldn't there be an efficient system for those who move around after sunset in a modern city?” Wayla CEO and Co-Founder Carlo Bettini told Zag Daily. Read more: https://lnkd.in/emQEGF5u 

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#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

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Como 1907 and The Players Fund launch startup accelerator program Italian Serie A club #Como1907 has teamed up with London-based #VC The Players Fund to launch #ComoVentures, a new accelerator designed to support early-stage startups. The program will focus on sectors closely tied to sports and entertainment, including health and human performance, hospitality and travel, media technology, retail, mobility, and sustainability. The initiative gives selected startups access to Como’s team, facilities, and stadium operations in exchange for equity, with the football club leveraging its entrepreneurial approach — which already includes ventures in brewing and tourism — to integrate innovation into its operations. Como’s Chief Revenue Officer C. Ryan Shelton noted that the program aims both to enhance fan experience, from ticketing to transport, and to identify new business opportunities for the club. The Players Fund, an athlete-backed investment platform, will lead startup selection and oversee daily management of the accelerator. According to Andy Marston, Head of Corporate Venture at The Players Fund, three to four startups will be chosen for the first cohort, beginning in January 2026 with a six-month program that concludes with a demo day alongside Como’s commercial partners. Applications remain open until October, with pitch day scheduled for November. The article on The Sport Business Journal in the first comment.

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Pack - The People Development Platform, the HR tech startup helping companies build and strengthen human capital with its all-in-one platform, has secured €3.5 million. The round was supported by the team led by Giulia Bianchi Frangipane of Bonelli Erede, with senior associate Enrico Goitre assisting Pack in the legal structuring of the transaction. Alessandro Profumo | Pietro Maria Picogna | Giacomo Gentili | Selene Santacaterina 🔗 Read full article link in comment #HRTech #StartupFunding #FutureOfWork #HumanCapital #AIinHR #VentureCapital #WorkplaceInnovation #HRPlatform #TeamGrowth #eustartups #news

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Thrilled to see my perspective on emerging customer behavior making headlines on Italy's #1 business newspaper (Il Sole 24 Ore) Giampaolo Colletti and Fabio Grattagliano perfectly synthesized what I've been observing: the lines between gaming, commerce, and brand engagement are dissolving before our eyes. The article highlights three game-changing trends that every marketer should understand: ☝️ Virtual worlds as marketing frontiers: Platforms like Fortnite, Roblox, and Minecraft aren't just games anymore, but act like immersive marketing ecosystems where brands can create authentic experiences that resonate with Gen Alpha and Gen Z. ✌️ The rise of new forms of "advergame": We're witnessing the emergence of advertising that doesn't interrupt the experience but enhances it. Brands are becoming part of the gameplay itself (aka creating value rather than disrupting it). 🫶 Community-driven commerce: These platforms are proving that the future of retail isn't selling products, it's building COMMUNITIES WHERE COMMERCE HAPPENS NATURALLY. What fascinates me most is how these gaming environments are teaching us new rules for customer engagement: 1. authenticity over promotion, 2. experience over transaction, 3. community over audience. The implications for traditional retail and marketing are profound and they apply beyond Fortnite, Roblox and Minecraft. 😉 -gs

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Just read Alberto Dalmasso's take on unlimited PTO at Satispay. It got me thinking... 🚨𝐔𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐏𝐓𝐎 (𝐚𝐤𝐚 𝐡𝐨𝐥𝐢𝐝𝐚𝐲𝐬) 𝐨𝐟𝐭𝐞𝐧 𝐦𝐞𝐚𝐧𝐬 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐠𝐮𝐢𝐥𝐭, 𝐧𝐨𝐭 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐫𝐞𝐬𝐭 Here's what we learned the hard way at Coverflex: When you remove PTO limits, you don't remove constraints, you remove clarity. -> High performers see time off as weakness signalling -> Managers give mixed messages about coverage -> People take fewer days than with traditional policies -> Humans hate ambiguity more than strict rules. "Take as much as you need" becomes "how little can I get away with?" At Coverflex, we stopped asking "How do we give maximum flexibility?" and started asking "What makes people actually feel safe to disconnect?" ✅ 25-day minimum (not maximum) ✅ Manager training on coverage planning ✅ Milestone sabbaticals every 5 years 𝐋𝐨𝐨𝐤, 𝐬𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐚𝐫𝐞 𝐢𝐧𝐭𝐞𝐧𝐬𝐞. We're David fighting Goliath with limited resources and unlimited ambition. But intensity without recovery isn't sustainable. It's just burnout with better marketing. The best teams I know work hard and rest hard. They understand that peak performance requires both gas and brakes. 👉 𝐖𝐡𝐚𝐭 "𝐩𝐫𝐨𝐠𝐫𝐞𝐬𝐬𝐢𝐯𝐞" 𝐩𝐨𝐥𝐢𝐜𝐲 𝐚𝐭 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐬𝐨𝐮𝐧𝐝𝐬 𝐠𝐫𝐞𝐚𝐭 𝐢𝐧 𝐭𝐡𝐞𝐨𝐫𝐲 𝐛𝐮𝐭 𝐜𝐫𝐞𝐚𝐭𝐞𝐬 𝐮𝐧𝐢𝐧𝐭𝐞𝐧𝐝𝐞𝐝 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐢𝐧 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞? Similar to unlimited PTO. Maybe flexible hours without clear communication norms. Maybe "results-only" cultures that still reward visible busy work. The pattern is the same: we announce progressive policies, then wonder why the outcomes don't match our intentions.

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Excited for the new batch of the I-Tech Innovation Program! This program, promoted by Fondazione Golinelli and CRIF and managed by G-Factor, incubator-accelerator of Fondazione Golinelli, supports early-stage teams working on real-world problems with high-growth potential It’s not just about acceleration it’s about helping startups build the right partnerships, get funding-ready, and scale internationally The program will support 12 startups across 6 key verticals: •EdTech in Life Science •AI & Data in Finance & Green Economy •AgriTech & FoodTech •Industry 4.0 •Social Impact •TravelTech & Smart Mobility Applications are open to •innovative startups •spin-offs •newcos •entrepreneurial teams with just an idea Activities will take place between January and May 2026 with sessions both online and in Bologna What I appreciate most is how this program connects research, industry, and venture with the goal of building scalable, investable solutions, not just prototypes Applications are open until October 15 and there is an info webinars coming up on October 8th at 17:00 If you’re building something in one of these areas or supporting a team that is take a look, this might be the right platform Link in first comment

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🌐 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

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