Table A2 Illustrative quotes... | Emerald Publishing

Table A2

Illustrative quotes

Strengthening internal competencies and skills – Illustrative quotes
Theme: Need of developing both sustainability- and digital-related skills (twin transition)
Hearing all these different viewpoints has made me realise that there's another problem I face, even at 53: the gap created by new technology. My mother, for example, can't turn on a smartphone, and she is one of many people who are not digitally literate. So, when things move too fast, a whole group of people gets left behind. At work, I bought VR headsets for everyone to try, but some people were a bit scared and wondered if a “future world” where you sit at home drinking virtual beer with friends might replace real human interaction. That's part of sustainability, too: ensuring technology doesn't isolate people or replace human contact. (I1, Managing Director of a small home appliances company)
At my manufacturing company, you can really see what we mean about the sustainability of the technological transition. … There's a real generational fracture. On one side, you have people close to retirement, who you mainly try to accompany. But then there's the 50–60 group who still have a long way to go, and it's tough for them to adapt to new tech—collaborative robots included. Ironically, they're also the ones who've damaged their backs doing repetitive work for years, when robots weren't around, and now that robots exist, they can't use them. (I2, HR Director of a furniture company)
Younger employees prioritise work-life balance, shorter working weeks and hybrid or fully remote working arrangements. Today's job applicants are less concerned with salary and more interested in flexible working conditions. Entrepreneurs must therefore recognise these shifting expectations and develop strategies to address them effectively. (I2, HR Director of a furniture company)
Technology is interesting today, for example in homes and factories, but there has been no real cultural shift yet. Even when measurement systems or other digital tools are introduced, they only work if people know how to use them and recognise their value. Many people still lack the knowledge to understand how these technologies can improve comfort, energy efficiency and processes, so we still lack the ability to truly engage with this new concept of living and working sustainably. Without these skills, innovation struggles to take root. (I11, Entrepreneur, plant contractor)
In many cases, the fiscal incentive triggers technological investment, but we observe that companies still need to develop the skills to understand these tools properly. The introduction of technology is not intended to replace personnel, but rather to enhance safety, productivity and service quality. However, without the right competencies, many firms cannot leverage digital systems and sustainable innovations to their full potential. (I9, Corporate Area Manager, bank 2)
Theme: Need of attracting and retaining skilled workers
While the territory does not lack skilled individuals, it struggles to attract sustainable entrepreneurs, who tend to be more concentrated in advanced innovation hubs such as Milan or Rome. (I3, Managing Director of a silver economy startup accelerator)
Small entrepreneurs, who have long served as training grounds, struggle to retain workers due to competition from big players … Losing even two or three key workers is a huge issue. (I9, Corporate Area Manager, bank 2)
There are plenty of opportunities here because the quality of life is very high. However, the critical issue is that people are missing. New generations view work completely differently, and there is an increasing divide between them, companies and institutions. As we expected, the research revealed that we lack people, especially those motivated to stay in this territory. (I2, HR Director of a furniture company)
The key issue is attractiveness. Although the number of companies in our sector has decreased due to consolidation, we produce more furniture than in the past. However, international players are now showing more interest than ever in the Pesaro district. This is why we need to make the area appealing to talent; otherwise, we won't be able to maintain this positive trend. (I5, Managing director certification 1)
Theme: Need to continue value traditional know-how
You have to start with what firms know and are able to create. Within industrial districts, firms know how to manufacture products. This is what makes our territory attractive, even to large companies that rely on local firms as subcontractors. (I5, Managing Director certification 1)
When it comes to competencies, it almost feels too obvious to say, but they're all here: In training, manufacturing and services. We lack nothing. The expertise in this region is solid and deeply rooted. (I6, Innovation manager of an industry accelerator)
The district used to be a paradise. However, it was demonised due to issues such as closure and self-sufficiency. Then, due to international competition, it was forced to open up. Now, we're in a phase where we don't really know what the district is anymore. Each situation should be analysed separately. However, the district's heritage — its know-how, mindset and production culture — still matters and must not be lost. (I7, Managing director certification 2)
Traditional craftsmanship is disappearing, and companies are feeling the loss acutely. Consider [name of a company], for example: despite having an annual turnover of almost one billion, they are struggling because artisanal skills are fading. They have responded by creating in-house training schools for young people, mostly from abroad, because many Italian young people no longer want to work in these roles, even when the working conditions are excellent. This demonstrates the importance of preserving and regenerating traditional expertise. (I4, Corporate Area Manager of Bank 1)
In our district, most entrepreneurs are, above all, excellent craftsmen. Many built their companies based on a specific skill. However, this expertise is at risk of disappearing, particularly where there has been no generational turnover. It is essential to safeguard these skills because many manufacturing activities simply cannot be delegated to machines. (I9, Corporate Area Manager, bank 2)
Cultivating an appreciation for beauty and aesthetics from an early stage in education could serve as a significant yet underutilised competitive advantage for these industries. While technological advancements, such as immersive experiences enabled by devices like the Oculus Rift [a virtual reality technology manufactured by Oculus VR], open up new possibilities, physical living spaces remain essential. The design and character of one's home play a critical role in personal expression and overall well-being. (I2, HR Director of a furniture company)
There is a significant shortage of skilled workers in many sectors, including plumbing, electrical work and artisanal crafts. While a structured enterprise can offer more value thanks to its technical knowledge and ability to guide clients, if we lose the traditional skills that underpin these sectors, technology alone won't be enough to replace them. (I11, Entrepreneur, plant contractor)
Many of our entrepreneurs are highly skilled craftsmen, and they built their companies on those skills. However, if generational change does not take place, we risk losing this heritage. Young people often do not want these roles, even when the working environment is excellent. This makes preserving craftsmanship a real challenge for the future of the area. (I8, Marketing Corporate Manager of Bank 2)
Theme: Need of developing training programs
In the manufacturing sector, it is becoming increasingly difficult to keep up with the pace of change, particularly with regard to training. Digital technologies and sustainable initiatives are developing at such a fast pace that, in order to train the entire workforce, the company would have to stop working. The core of the problem is that interrupting production is not an option for us. This is why training programmes must be redesigned to integrate directly into existing workflows, enabling employees to develop new skills without compromising operational efficiency. (I1, Managing Director of a small home appliances company)
We organised training courses for everyone, which were funded by the region. Training is essential, but each time a new system or technology is introduced, it requires a significant learning effort from the staff. There is a risk of slowing down operations while trying to keep everyone up to speed. (I1, Managing Director of a small home appliances company)
There is a significant cultural divide. Many of our entrepreneurs are aged between 65 and 70, and their business is often an extension of themselves. They lack structured administrative or managerial support, and when faced with Industry 4.0 or sustainability initiatives, they only consider the tax benefits rather than the long-term strategic value. Training is essential for both entrepreneurs and consultants because, without the right skills, no one can guide companies in understanding their environmental impact, identifying areas for improvement, and structuring a real plan. (I8, Marketing Corporate Manager of Bank 2)
The most virtuous examples are those in which companies have created internal schools to train workers. Without proper training, it is impossible to replace traditional skills that are being lost or to prepare employees for new technological environments. This is becoming a strategic necessity across many sectors. (I4, Corporate Area Manager of Bank 1)
Honestly, the only way forward is to invest as much as possible in training, especially that supported by public funding. We participate in these programmes from time to time, but the system tends to be too superficial at first and then becomes overly bureaucratic, which is a typical Italian problem. Simplifying access to training funds would make a huge difference. The challenge is that manufacturing companies operate to tight schedules and have strict workflows, so it is difficult to find time for necessary training. I'm fortunate to work with an entrepreneur who recognises the value of training, but many smaller firms simply can't afford to halt production for half a day or request that employees come in on a Saturday. That's why targeted training, especially for the age group I mentioned earlier that is struggling the most with new technologies, would help both workers and companies learn to navigate this technological transition together. (I2, HR Director of a furniture company)

Strengthening internal competencies and skills – Illustrative quotes
Theme: Need of developing both sustainability- and digital-related skills (twin transition)
Hearing all these different viewpoints has made me realise that there's another problem I face, even at 53: the gap created by new technology. My mother, for example, can't turn on a smartphone, and she is one of many people who are not digitally literate. So, when things move too fast, a whole group of people gets left behind. At work, I bought VR headsets for everyone to try, but some people were a bit scared and wondered if a “future world” where you sit at home drinking virtual beer with friends might replace real human interaction. That's part of sustainability, too: ensuring technology doesn't isolate people or replace human contact. (I1, Managing Director of a small home appliances company)
At my manufacturing company, you can really see what we mean about the sustainability of the technological transition. … There's a real generational fracture. On one side, you have people close to retirement, who you mainly try to accompany. But then there's the 50–60 group who still have a long way to go, and it's tough for them to adapt to new tech—collaborative robots included. Ironically, they're also the ones who've damaged their backs doing repetitive work for years, when robots weren't around, and now that robots exist, they can't use them. (I2, HR Director of a furniture company)
Younger employees prioritise work-life balance, shorter working weeks and hybrid or fully remote working arrangements. Today's job applicants are less concerned with salary and more interested in flexible working conditions. Entrepreneurs must therefore recognise these shifting expectations and develop strategies to address them effectively. (I2, HR Director of a furniture company)
Technology is interesting today, for example in homes and factories, but there has been no real cultural shift yet. Even when measurement systems or other digital tools are introduced, they only work if people know how to use them and recognise their value. Many people still lack the knowledge to understand how these technologies can improve comfort, energy efficiency and processes, so we still lack the ability to truly engage with this new concept of living and working sustainably. Without these skills, innovation struggles to take root. (I11, Entrepreneur, plant contractor)
In many cases, the fiscal incentive triggers technological investment, but we observe that companies still need to develop the skills to understand these tools properly. The introduction of technology is not intended to replace personnel, but rather to enhance safety, productivity and service quality. However, without the right competencies, many firms cannot leverage digital systems and sustainable innovations to their full potential. (I9, Corporate Area Manager, bank 2)
Theme: Need of attracting and retaining skilled workers
While the territory does not lack skilled individuals, it struggles to attract sustainable entrepreneurs, who tend to be more concentrated in advanced innovation hubs such as Milan or Rome. (I3, Managing Director of a silver economy startup accelerator)
Small entrepreneurs, who have long served as training grounds, struggle to retain workers due to competition from big players … Losing even two or three key workers is a huge issue. (I9, Corporate Area Manager, bank 2)
There are plenty of opportunities here because the quality of life is very high. However, the critical issue is that people are missing. New generations view work completely differently, and there is an increasing divide between them, companies and institutions. As we expected, the research revealed that we lack people, especially those motivated to stay in this territory. (I2, HR Director of a furniture company)
The key issue is attractiveness. Although the number of companies in our sector has decreased due to consolidation, we produce more furniture than in the past. However, international players are now showing more interest than ever in the Pesaro district. This is why we need to make the area appealing to talent; otherwise, we won't be able to maintain this positive trend. (I5, Managing director certification 1)
Theme: Need to continue value traditional know-how
You have to start with what firms know and are able to create. Within industrial districts, firms know how to manufacture products. This is what makes our territory attractive, even to large companies that rely on local firms as subcontractors. (I5, Managing Director certification 1)
When it comes to competencies, it almost feels too obvious to say, but they're all here: In training, manufacturing and services. We lack nothing. The expertise in this region is solid and deeply rooted. (I6, Innovation manager of an industry accelerator)
The district used to be a paradise. However, it was demonised due to issues such as closure and self-sufficiency. Then, due to international competition, it was forced to open up. Now, we're in a phase where we don't really know what the district is anymore. Each situation should be analysed separately. However, the district's heritage — its know-how, mindset and production culture — still matters and must not be lost. (I7, Managing director certification 2)
Traditional craftsmanship is disappearing, and companies are feeling the loss acutely. Consider [name of a company], for example: despite having an annual turnover of almost one billion, they are struggling because artisanal skills are fading. They have responded by creating in-house training schools for young people, mostly from abroad, because many Italian young people no longer want to work in these roles, even when the working conditions are excellent. This demonstrates the importance of preserving and regenerating traditional expertise. (I4, Corporate Area Manager of Bank 1)
In our district, most entrepreneurs are, above all, excellent craftsmen. Many built their companies based on a specific skill. However, this expertise is at risk of disappearing, particularly where there has been no generational turnover. It is essential to safeguard these skills because many manufacturing activities simply cannot be delegated to machines. (I9, Corporate Area Manager, bank 2)
Cultivating an appreciation for beauty and aesthetics from an early stage in education could serve as a significant yet underutilised competitive advantage for these industries. While technological advancements, such as immersive experiences enabled by devices like the Oculus Rift [a virtual reality technology manufactured by Oculus VR], open up new possibilities, physical living spaces remain essential. The design and character of one's home play a critical role in personal expression and overall well-being. (I2, HR Director of a furniture company)
There is a significant shortage of skilled workers in many sectors, including plumbing, electrical work and artisanal crafts. While a structured enterprise can offer more value thanks to its technical knowledge and ability to guide clients, if we lose the traditional skills that underpin these sectors, technology alone won't be enough to replace them. (I11, Entrepreneur, plant contractor)
Many of our entrepreneurs are highly skilled craftsmen, and they built their companies on those skills. However, if generational change does not take place, we risk losing this heritage. Young people often do not want these roles, even when the working environment is excellent. This makes preserving craftsmanship a real challenge for the future of the area. (I8, Marketing Corporate Manager of Bank 2)
Theme: Need of developing training programs
In the manufacturing sector, it is becoming increasingly difficult to keep up with the pace of change, particularly with regard to training. Digital technologies and sustainable initiatives are developing at such a fast pace that, in order to train the entire workforce, the company would have to stop working. The core of the problem is that interrupting production is not an option for us. This is why training programmes must be redesigned to integrate directly into existing workflows, enabling employees to develop new skills without compromising operational efficiency. (I1, Managing Director of a small home appliances company)
We organised training courses for everyone, which were funded by the region. Training is essential, but each time a new system or technology is introduced, it requires a significant learning effort from the staff. There is a risk of slowing down operations while trying to keep everyone up to speed. (I1, Managing Director of a small home appliances company)
There is a significant cultural divide. Many of our entrepreneurs are aged between 65 and 70, and their business is often an extension of themselves. They lack structured administrative or managerial support, and when faced with Industry 4.0 or sustainability initiatives, they only consider the tax benefits rather than the long-term strategic value. Training is essential for both entrepreneurs and consultants because, without the right skills, no one can guide companies in understanding their environmental impact, identifying areas for improvement, and structuring a real plan. (I8, Marketing Corporate Manager of Bank 2)
The most virtuous examples are those in which companies have created internal schools to train workers. Without proper training, it is impossible to replace traditional skills that are being lost or to prepare employees for new technological environments. This is becoming a strategic necessity across many sectors. (I4, Corporate Area Manager of Bank 1)
Honestly, the only way forward is to invest as much as possible in training, especially that supported by public funding. We participate in these programmes from time to time, but the system tends to be too superficial at first and then becomes overly bureaucratic, which is a typical Italian problem. Simplifying access to training funds would make a huge difference. The challenge is that manufacturing companies operate to tight schedules and have strict workflows, so it is difficult to find time for necessary training. I'm fortunate to work with an entrepreneur who recognises the value of training, but many smaller firms simply can't afford to halt production for half a day or request that employees come in on a Saturday. That's why targeted training, especially for the age group I mentioned earlier that is struggling the most with new technologies, would help both workers and companies learn to navigate this technological transition together. (I2, HR Director of a furniture company)

Strengthening relationships within a broader ecosystem of actors – Illustrative quotes
Theme: Need to bring end users closer to adopting sustainable innovation
We are used to having consumption, comfort and air quality metres in our cars. Yet when we buy a house, do we really ask if there is a metre to measure consumption? We only obtain the APE (the Italian Energy Performance Certificate) because it's mandatory. There is also a lack of consumer engagement in this evolving concept of living. As end users, we are not sufficiently involved in shaping and embracing these changes, which limits the potential impact of innovative approaches to design, sustainability and functionality in our living spaces. Citizens still need to understand what sustainable living means. (I11, Entrepreneur, plant contractor)
You can design projects and ideas to improve rural areas, such as e-bike trails, but to implement them you may need to acquire land, and locals can pose a significant obstacle. Even if there is money to improve these areas, it is far from easy. (I10, Managing Director of a building engineering firm)
Municipalities and even banks often lack the technical knowledge to understand sustainability projects. If institutions struggle with this, imagine how difficult it is for end users, who find it even more challenging to understand what it means to adopt new solutions. They need someone who can structure projects clearly and ensure they are feasible; otherwise, innovation remains theoretical. (I4, Corporate Area Manager Bank 1)
In manufacturing, it is clear that older workers struggle with new technologies. If they cannot even handle basic digital tools, how can we expect the general population to embrace advanced, sustainable technologies at home? This generational divide needs to be addressed. (I2, HR Director of a furniture company)
End users find environmental sustainability harder to approach because it requires competencies they do not possess. In order to understand their environmental impact, identify improvement strategies and translate these into a project with associated costs, timelines and goals, they require the input of external experts. This is why adoption remains limited: a single consumer cannot do this alone. (I8, Marketing Corporate Manager Bank 2)
One challenge is ensuring that environmental sustainability is economically viable. When the adoption of green technologies increases short-term costs, many users become hesitant. While they may understand the long-term benefits, without a clear economic rationale it is difficult for them to engage with sustainable innovation. (I9, Corporate Area Manager, Bank 2)
Many of these relatively young companies pursue sustainability initiatives primarily to increase their visibility and market appeal, with the aim of being perceived as more competitive and recognised as a reference point by customers. Investments in employee well-being and improved working conditions often form part of this strategy. The direct impact of such initiatives on the final product is considered secondary; their value lies in how they are communicated and showcased. These efforts are usually displayed in the corporate social responsibility report, even for those firms that are not required to have such documents. (I9, Corporate Area Manager, Bank 2)
Theme: Need for strengthening the relationships between “traditional” SMEs and leading firms in sustainability
Many small and medium-sized companies were founded by one individual with a vision for the future. The entrepreneurial fabric is made up of excellent craftsmen with an average age of between 65 and 70. Yet these firms lack the structure to take the entrepreneur and their company into the future. These entrepreneurs do not see the value of sustainability and innovation. (I8, Marketing Corporate Manager, bank 2)
The arrival of major brands such as Louis Vuitton, Fendi and Gucci has increased competitive pressures on traditional SMEs, which have long served as training grounds for skilled labour. While larger, more structured firms can rely on advanced welfare and organisational practices, smaller firms are particularly vulnerable to losing key workers. This highlights the importance of strengthening the relationship between traditional SMEs and leading firms, particularly with regard to sustainability, in order to reduce structural imbalances and support the development of more stable and inclusive supply chains. (I9, Corporate Area Manager Bank 2)
What I have observed is a lack of knowledge. Engineers and designers from large companies should play a stronger role in informing entrepreneurs about the implications of their investments. (I2, HR Director of a furniture company)
Theme: Need of support by local stakeholders
ESG parameters are becoming increasingly important. We have already incorporated them into our company rating system, although current assessments are still quite basic. However, a major challenge remains: we need a concerted effort similar to Industry “4.0” to convert companies towards sustainability in terms of energy and the climate. … Italian companies suffer from low productivity and, above all, a limited willingness or ability to become sustainably oriented in the long term. Granting finance is increasingly linked to compliance with these rules. The rules of the game must be clear to all stakeholders. (I4, Corporate Area Manager, bank 1)
Sustainability today is a philosophy and a way of life. It is a necessity for companies and individuals alike to safeguard and improve the world. For an entrepreneur requesting a photovoltaic system or the technological modernisation of plant systems, the economic sustainability of such interventions must also be considered. A savvy entrepreneur knows that the bank wants its money back. Therefore, finding a bank that can assess the feasibility of investments is essential. (I11, Entrepreneur, plant contractor)
In my view, we need a comprehensive approach that starts with the mindset of an entrepreneur. Their consultant should be the first port of call. However, there is a void in this area, as most consultants are merely tax advisors who align themselves with the entrepreneur's wishes. (I8, Marketing Corporate Manager Bank 2)
In the past, we created a task force comprising experts in product development, certification, economics, finance and associations. Companies came and shared their needs. We need something like that again because companies cannot manage alone. Task forces of actors that adopt an interdisciplinary approach are needed. (I7, Managing Director certification 2)
We developed a catalogue of plug-in energy kits, but we had to source them from China because there are no local producers in Italy. The lack of responsiveness and industrial support at a local level restricts our ability to innovate. (I1, Managing director small home appliances)
Our main weakness is that we fail to operate as a system in our region. Bringing together our capabilities is the key challenge. Today, an individual company cannot succeed without an ecosystem of support. (I6, Innovation Manager Industry Association)
Even for a well-informed entrepreneur, it is difficult to understand what resources are available, how they can be used and what steps are required to implement them. Now imagine how much harder it is for those in disadvantaged areas with no infrastructure or nearby banks. A bank owned by a local foundation is good because part of its profits is reinvested in the local area. (I8, Marketing Corporate Manager, Bank 2)
The technologies are impressive, but how many companies can actually use them? How many can invest consistently enough to keep up? This is where other stakeholders come into play, such as industry associations, certification bodies and other companies. (I2, HR Director of a furniture company)
Theme: Need to bring firms and institutions closer together
Sending a small firm to the European negotiation table is difficult. It takes time to understand the context in which it operates. This means that such a firm has to stop doing its job and learn to do something completely different. Firms lack the time to do so. (I5, Managing Director certification 1)
The distance between the state and businesses is always huge. Those of us who pay millions in taxes sit at the back of the room while councillors and officials sit at the front. Institutions should start thinking more like entrepreneurs; otherwise, we cannot keep up. The same issue arises again: institutions must be run by competent people in the right roles. How can someone represent an industry if they don't understand its products, companies or sector? (I1, Managing director of small home appliances)
Municipalities and banks often lack the necessary knowledge. I have never been contacted by a bank to inform me of a NRRP call for photovoltaic systems, for example. Things only come together today when we manage to work as a team. (I11, Entrepreneur plant contractor)
There is a cultural gap and a mismatch that we have not yet managed to bridge. A team of people should work in the territory on a constant basis, connecting entrepreneurs with institutional opportunities. (I8, Marketing Corporate Manager Bank 2)
This is an issue for companies and industrial districts, as they are unable to find an effective form of representation. Business associations are also unable to provide it. (I3, Managing Director of a silver economy startup accelerator)

Strengthening relationships within a broader ecosystem of actors – Illustrative quotes
Theme: Need to bring end users closer to adopting sustainable innovation
We are used to having consumption, comfort and air quality metres in our cars. Yet when we buy a house, do we really ask if there is a metre to measure consumption? We only obtain the APE (the Italian Energy Performance Certificate) because it's mandatory. There is also a lack of consumer engagement in this evolving concept of living. As end users, we are not sufficiently involved in shaping and embracing these changes, which limits the potential impact of innovative approaches to design, sustainability and functionality in our living spaces. Citizens still need to understand what sustainable living means. (I11, Entrepreneur, plant contractor)
You can design projects and ideas to improve rural areas, such as e-bike trails, but to implement them you may need to acquire land, and locals can pose a significant obstacle. Even if there is money to improve these areas, it is far from easy. (I10, Managing Director of a building engineering firm)
Municipalities and even banks often lack the technical knowledge to understand sustainability projects. If institutions struggle with this, imagine how difficult it is for end users, who find it even more challenging to understand what it means to adopt new solutions. They need someone who can structure projects clearly and ensure they are feasible; otherwise, innovation remains theoretical. (I4, Corporate Area Manager Bank 1)
In manufacturing, it is clear that older workers struggle with new technologies. If they cannot even handle basic digital tools, how can we expect the general population to embrace advanced, sustainable technologies at home? This generational divide needs to be addressed. (I2, HR Director of a furniture company)
End users find environmental sustainability harder to approach because it requires competencies they do not possess. In order to understand their environmental impact, identify improvement strategies and translate these into a project with associated costs, timelines and goals, they require the input of external experts. This is why adoption remains limited: a single consumer cannot do this alone. (I8, Marketing Corporate Manager Bank 2)
One challenge is ensuring that environmental sustainability is economically viable. When the adoption of green technologies increases short-term costs, many users become hesitant. While they may understand the long-term benefits, without a clear economic rationale it is difficult for them to engage with sustainable innovation. (I9, Corporate Area Manager, Bank 2)
Many of these relatively young companies pursue sustainability initiatives primarily to increase their visibility and market appeal, with the aim of being perceived as more competitive and recognised as a reference point by customers. Investments in employee well-being and improved working conditions often form part of this strategy. The direct impact of such initiatives on the final product is considered secondary; their value lies in how they are communicated and showcased. These efforts are usually displayed in the corporate social responsibility report, even for those firms that are not required to have such documents. (I9, Corporate Area Manager, Bank 2)
Theme: Need for strengthening the relationships between “traditional” SMEs and leading firms in sustainability
Many small and medium-sized companies were founded by one individual with a vision for the future. The entrepreneurial fabric is made up of excellent craftsmen with an average age of between 65 and 70. Yet these firms lack the structure to take the entrepreneur and their company into the future. These entrepreneurs do not see the value of sustainability and innovation. (I8, Marketing Corporate Manager, bank 2)
The arrival of major brands such as Louis Vuitton, Fendi and Gucci has increased competitive pressures on traditional SMEs, which have long served as training grounds for skilled labour. While larger, more structured firms can rely on advanced welfare and organisational practices, smaller firms are particularly vulnerable to losing key workers. This highlights the importance of strengthening the relationship between traditional SMEs and leading firms, particularly with regard to sustainability, in order to reduce structural imbalances and support the development of more stable and inclusive supply chains. (I9, Corporate Area Manager Bank 2)
What I have observed is a lack of knowledge. Engineers and designers from large companies should play a stronger role in informing entrepreneurs about the implications of their investments. (I2, HR Director of a furniture company)
Theme: Need of support by local stakeholders
ESG parameters are becoming increasingly important. We have already incorporated them into our company rating system, although current assessments are still quite basic. However, a major challenge remains: we need a concerted effort similar to Industry “4.0” to convert companies towards sustainability in terms of energy and the climate. … Italian companies suffer from low productivity and, above all, a limited willingness or ability to become sustainably oriented in the long term. Granting finance is increasingly linked to compliance with these rules. The rules of the game must be clear to all stakeholders. (I4, Corporate Area Manager, bank 1)
Sustainability today is a philosophy and a way of life. It is a necessity for companies and individuals alike to safeguard and improve the world. For an entrepreneur requesting a photovoltaic system or the technological modernisation of plant systems, the economic sustainability of such interventions must also be considered. A savvy entrepreneur knows that the bank wants its money back. Therefore, finding a bank that can assess the feasibility of investments is essential. (I11, Entrepreneur, plant contractor)
In my view, we need a comprehensive approach that starts with the mindset of an entrepreneur. Their consultant should be the first port of call. However, there is a void in this area, as most consultants are merely tax advisors who align themselves with the entrepreneur's wishes. (I8, Marketing Corporate Manager Bank 2)
In the past, we created a task force comprising experts in product development, certification, economics, finance and associations. Companies came and shared their needs. We need something like that again because companies cannot manage alone. Task forces of actors that adopt an interdisciplinary approach are needed. (I7, Managing Director certification 2)
We developed a catalogue of plug-in energy kits, but we had to source them from China because there are no local producers in Italy. The lack of responsiveness and industrial support at a local level restricts our ability to innovate. (I1, Managing director small home appliances)
Our main weakness is that we fail to operate as a system in our region. Bringing together our capabilities is the key challenge. Today, an individual company cannot succeed without an ecosystem of support. (I6, Innovation Manager Industry Association)
Even for a well-informed entrepreneur, it is difficult to understand what resources are available, how they can be used and what steps are required to implement them. Now imagine how much harder it is for those in disadvantaged areas with no infrastructure or nearby banks. A bank owned by a local foundation is good because part of its profits is reinvested in the local area. (I8, Marketing Corporate Manager, Bank 2)
The technologies are impressive, but how many companies can actually use them? How many can invest consistently enough to keep up? This is where other stakeholders come into play, such as industry associations, certification bodies and other companies. (I2, HR Director of a furniture company)
Theme: Need to bring firms and institutions closer together
Sending a small firm to the European negotiation table is difficult. It takes time to understand the context in which it operates. This means that such a firm has to stop doing its job and learn to do something completely different. Firms lack the time to do so. (I5, Managing Director certification 1)
The distance between the state and businesses is always huge. Those of us who pay millions in taxes sit at the back of the room while councillors and officials sit at the front. Institutions should start thinking more like entrepreneurs; otherwise, we cannot keep up. The same issue arises again: institutions must be run by competent people in the right roles. How can someone represent an industry if they don't understand its products, companies or sector? (I1, Managing director of small home appliances)
Municipalities and banks often lack the necessary knowledge. I have never been contacted by a bank to inform me of a NRRP call for photovoltaic systems, for example. Things only come together today when we manage to work as a team. (I11, Entrepreneur plant contractor)
There is a cultural gap and a mismatch that we have not yet managed to bridge. A team of people should work in the territory on a constant basis, connecting entrepreneurs with institutional opportunities. (I8, Marketing Corporate Manager Bank 2)
This is an issue for companies and industrial districts, as they are unable to find an effective form of representation. Business associations are also unable to provide it. (I3, Managing Director of a silver economy startup accelerator)

[ViewLarge]

Sharing Unavailable