Author: Veronica Rafaniello

Knowing how to learn: the biggest challenge for tomorrow’s leaders

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Soft Skills: why they are important

 

In an increasingly uncertain and rapidly evolving world, it becomes more and more important for a manager to have the ability to learn and to adapt to new situations. This is why soft skills are destined to become more important than hard skills

 

Managers of the future can’t do without soft skills. This becomes clear when reading the Future of Jobs Report 2018, the lengthy white paper published by the World Economic Forum that takes stock of global trends in the world of work. According to forecasts, by 2022 the market will favour a workforce able to think critically, to innovate, to create, to learn. This is true for everyone, but even more important for those who prepare to fill a leadership role.

A rapidly changing context

The fine-tuning of artificial intelligence and of machine learning, along with the explosion of big data, will shift the man-machine balance. And the political and economic future of the planet will be increasingly difficult to predict. It’s easy to see why the acronym coined in 1987, VUCA, is once again in vogue with its terms that perfectly describe both today’s world and that of the future: Volatility, Uncertainty, Complexity and Ambiguity. It’s due to these factors that hard skills are no longer enough.

Watchword: reskilling

It’s not surprising, therefore, that the Future of Jobs Report talks about imperative reskilling: where hard skills are no longer enough, the watchword becomes requalification. But, to do that, it’s important to be equipped with the right tools. This is how skills such as analytical thinking, learning strategies, creativity, originality, spirit of initiative will surpass in the rankings both hard skills and soft skills that previously had dominated (the “classic” example of problem solving is a case in point): learning and knowing how to learn is by far the most important ability, especially if we think of a leader who, like it or not, will be forced to deal regularly with VUCA situations. The leaders of tomorrow, as the US magazine Forbes also notes, “must be agile and able to embrace and celebrate change (…) they won’t see change as a burden, but as an opportunity for growth and innovation”. A challenge that’s certainly complex, but unavoidable: according to the World Economic Forum, the reskilling process will involve at least 54% of managers.

Leading people, orienting yourself in the world

All this without forgetting that the qualities of leaders also involve and will continue to involve abilities that are strictly tied to their role, like strategic vision, the ability to communicate objectives to one’s team and to motivate it, to give a few examples. Also on this front, old leadership models soon will no longer work, because the composition of the workforce will change: Millennials have different expectations than their grandparents and parents, and they tend to be much less “faithful”, if they perceive a lack of stimuli and gratification. The leader of the future must also take this into account, in addition to being able to navigate in the world that surrounds them, they must understand its changes, even sudden ones, and know what possibilities are offered by new technologies. Objectives that can be aimed for only by those who have the appropriate soft skills. The World Economic Forum explains clearly that “a skills deficit (…) can significantly hinder the adoption of new technologies and, therefore, the growth of the company”.

Financial Times Masters in Management 2019 Ranking

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The School of Management of Politecnico di Milano among the top 5 technical schools in the world for its Master of Science in Management Engineering

 

Politecnico di Milano’s School of Management holds its place among the world’s leading business schools and is in the top five for schools belonging to a “technical” university with a specific focus on engineering and technology, with its Master of Science in Management Engineering.

This is according to the Financial Times, which has published its Masters in Management Ranking 2019, placing the Milanese school’s long-standing program among the top 94 in absolute terms and among the top five for programs taught at business schools connected to technical universities, as is Politecnico di Milano. And that is not all, the School’s Master of Science in Management Engineering is also among the top five globally for Management Engineering, that is, among programs with a similar structure and set of contents.

The ranking examined a series of aspects, giving high scores for the graduate’s career prospects, both in Italy and abroad, the pay levels that this program can lead to and the opportunity for students to be offered internships in leading companies during their studies. Other factors include the School’s excellent price-quality ratio, its highly international faculty and the study and placement opportunities offered outside Italy.

“Very few Masters in Management Engineering can be measured directly against ours”, confirms Stefano Ronchi, President of the degree course in Management Engineering at Politecnico di Milano. “Our distinctive feature is that we place courses in management, economics and finance alongside our teachings in engineering and technical subjects, which are indispensable to understand and oversee the digital transformation that will increasingly permeate throughout company development. We are able to give our students a strong grounding in management while helping them to cultivate an analytical and engineering mindset that can be applied to identifying and solving problems”.

The School of Management of Politecnico di Milano brings together the Department of Management Engineering and MIP, the Business School of the Milan-based university.

In a joint statement, Alessandro Perego and Andrea Sianesi, the Department’s Director and the President and Dean of MIP, respectively, explain: “The FT’s recognition is, as always, extremely important for all our Master students, alumni and graduates. For years, we have concentrated on an international approach to our courses and on competencies linked to digital transformation. The Financial Times’ conclusions show that we are on the right path, as it places us among the best management schools in the world with a strong emphasis on technology and engineering”.

 

What are the differences between an MBA and an Executive MBA?

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difference MBA and Executive MBA

 

The Master’s programmes offered by the School of Management of the Politecnico di Milano differ in the seniority of the students (and thus also in teaching approach). But the objective is always the same: to create genuine business leaders

 

The Executive MBAs and the MBAs of the School of Management of the Politecnico di Milano are intensive Master’s courses with a specific focus on general management. The main objective of both programmes is to enable participants to develop the extensive managerial skills required to become a true business leader. The substantial difference between an Executive MBA and an MBA is instead the seniority of the course participants. An MBA is aimed at students and graduates who have between three and five years of experience, while an Executive MBA is aimed at those who have more than five years’ seniority, i.e. managers and professionals who want to improve their professional career in business.

 

New graduate or experienced manager? We have a Master in Business Administration to suit both

Antonella Moretto, Deputy Director of the MBA & EMBA area, explains that, in reality, the seniority found in Executive MBAs can even be much higher. “On an Executive course, the average seniority in the classroom is 13-14 years’ experience. This affects the teaching approach: given that we are talking about individuals with a great deal of experience, the objective is not only to transfer knowledge, but also to work a lot on brainstorming within the classroom, on opportunities for discussion, on heterogeneity. The expertise of the students themselves is a resource that we exploit.”
Therefore, the level among participants is very high: you learn to read the current macrotrends in enterprises and in international scenarios, so that management figures can become more effective decision makers.

 

The teachers are managers with vast experience

Another difference concerns the figures engaged in the classroom. The traditional lessons of the MBA and Executive MBA are complemented by learning by expert and learning by doing activities. “The Executive MBA courses engage teachers who hold the top corporate positions, such as managing directors and director generals,” explains Moretto. “These are recognized leaders, with particularly advanced soft skills. This allows participants to build a valuable network, by learning from persons of recognized reputation.”
“The MBA course is similar but different. The principle is the same but the management figures involved are younger,” continues Moretto. “Their experience in the classroom can be an added incentive towards understanding how to reach the same objective. In addition, in the MBA courses, learning also involves role play: students can immerse themselves in simulated situations with complex problems that they have not yet had the opportunity of tackling in their everyday real work.”

 

A sole objective: to create business leaders

Aside from these two aspects, the subjects covered and the objectives are the same. “Our MBAs and Executive MBAs cover all the specific issues on how businesses work. Students come to understand all the processes and the different functions. The objective is to understand how a company works, inside and outside, the main managerial decisions to be taken,” explains Moretto. “In both courses, the issues covered start from basic business economics, organizational issues, innovation management, process management, project management, strategy and finance. The objective is not to create a specialist in a certain area; on the contrary, we want to create a figure who has the ability to become a business leader and manager, who understands the whole of the company, who knows how to interpret the dynamics of all functions and can speak a transversal language. This manager will be able to communicate effectively with any stakeholder, any function, any actor inside or outside the company.”

 

 

What skills do you gain with an MBA?

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Skills MBA

From understanding the business environment to process management, innovation planning and the ability to launch a startup: the Master’s degree programmes of the Politecnico’s School of Management turn out the managers of tomorrow

 

Today’s international scenarios offer a panorama characterized by enormous competitiveness and incessant transformation. A big challenge for those who have set a professional objective to become a capable and efficient manager. The MBAs of the School of Management at Politecnico di Milano aim to train people who are seeking to make a change in their career, starting from what is most important: skills.

 

A Master’s degree between hard and soft skills

It’s Riccardo Mangiaracina, Director of the International Flex EMBA (i-FLEX) programme, who explains to us what hard skills you learn in the MBA programmes: «We can identify four main areas. The first involves the context in which the company operates; in other words, everything akin to macroeconomic disciplines, that involve the national or international sphere».
Staying in this area but shifting our attention to actual business activity and the management of its typical processes, «the hard skills are the classic ones: corporate finance, financial accounting and management accounting. The latter is the discipline that seeks to understand how to effectively manage company performance. Lastly, the ability to define the strategic brainwork of the company is essential».
The second area is tied more to the management of activities, processes and people. «People management is fundamental, where soft skills are needed, but we can also mention marketing management, supply chain management and operations management» explains Mangiaracina. That is, from people to marketing, including communications, purchasing, planning, distribution.

 

A Master’s for managers who want to innovate

An equally crucial area is that involving innovation and transformation planning. As Mangiaracina explains, «it’s a typically cultural theme. The innovation leadership course explores the strategies with which innovation is introduced within the company. The challenge consists in passing on the benefits and advantages tied to change to the people who work in the organization, while at the same time alleviating their fear of it».
A task that’s anything but easy, but fundamental, whatever shape innovation takes, incremental or radical. The problem is always having people accept it. «And then there are mistakes that companies often make, and that must be corrected, like the conviction that innovation can be introduced in small areas, without having an overall vision. Innovation strategy serves precisely for this».
Tied closely to this theme, continues Mangiaracina, is product management: «Today projects are particularly complex and must be managed, even more so when you’re talking about innovation. Projects turn the company upside down and shape it. For this reason, a rigorous methodology is indispensable. Our courses provide the necessary tools to manage complex projects».

 

A good manager is also a good entrepreneur

We conclude with a glance at the fourth subject area covered by the MBA programme. «The innovation we just spoke about can be realized from a managerial point of view and an entrepreneurial point of view. In the first case, it’s important to have knowledge of design thinking, a discipline that investigates how to actively bring innovative ideas into an organization. In the second case, we have organized courses that seek to teach how to set up a startup, how to draw up a business plan and how to look for and obtain sources of financing» concludes Mangiaracina.

 

What skills do you acquire in an Executive MBA?

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Making decisions requires critical thinking and a solid understanding of your field. Without forgetting personal relations skills, which, in the long term, can make the difference between a simple manager and a true leader of change

 

“Few things give us more satisfaction than hearing from students who, after having attended one of our Executive MBA courses, contact us years later to tell us how relevant the skills they learned continue to be,” states Antonella Moretto, Deputy Director of the MBA & EMBA area of the School of Management of the Politecnico di Milano.
“People who choose to follow an Executive MBA have high expectations. It is aimed at professionals with significant seniority, already established in the world of work and willing to sacrifice a considerable part of their time. It is therefore an important commitment as well as a real investment in the future. This is why it is crucial to develop managerial skills that can be exploited in the long term.”

 

The first skill is the critical thinking

But even before the skills, the educational approach common to all our Executive MBAs involves the development of a primary capacity: of all the course objectives, critical thinking is fundamental. “All the subjects covered by the Master’s course are tackled from this perspective,” explains Antonella Moretto. “Students learn to take decisions mindfully, thanks to a critical approach that enables them to analyse situations rapidly and thus find solutions to even the most complex issues.”
This forms the essential basis for the actual skills: “We go from analysing and interpreting business procedures to the ability to draw up a business plan, read a financial statement, understand the dynamics of business and identify the channels in which investors may be found. But a particularly important aspect, from our point of view, is innovation management.”
In international scenarios, competition is at its highest levels, fuelled in part by increasingly invasive digital transformation: knowing how to manage and exploit it is fundamental. “Innovation should be planned carefully. It cannot be implemented without having fully understood the existing dynamics,” warns Moretto. “Only on the basis of this expertise can you revolutionize existing projects, products and business models.”

 

The soft skills of a competitive manager

Don’t imagine that, being a technical school, the Politecnico overlooks soft skills in favour of hard skills. Quite the opposite. The Future of Jobs Report, produced by the World Economic Forum in 2018, shows clearly that, in 2022, it will be precisely soft skills that will be the most in demand on the labour market, especially in those areas with a noticeably fast growing economy.
The MIP follows this path. “We have always believed in hard skills and continue to do so,” explains the Deputy Director of the MBA & EMBA area, “but it has been demonstrated that, in the long term, the difference between a manager and a true leader of change within your company is given by the ability to develop excellent soft skills.” Within this same context, these skills can branch out in multiple directions: “We go from the multicultural team management to team management in increasingly virtual environments, more traditional and also more emotional leadership skills. Not forgetting public speaking and time management. All these skills were once regarded as an added benefit, whereas today they are considered indispensable for anyone aiming towards career development.”

A truly multicultural experience

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A whole year has already gone by! Time has flown so fast due to the usual strict work schedule, MBA commitments and family matters. I am now enjoying some free time on vacation and am able to think over this first part of my journey with MIP.

One of the most valuable things I have experienced so far is the strongly multicultural environment. Before starting this Master I was a bit skeptical about having a truly international experience; however, I was lucky enough to encounter an incredible variety of cultures.

First of all, in my class, this was the case with both my classmates and my professors. Our class is, in fact, composed of multiple numbers of different nationalities (Brazilian, Portuguese, Albanian, Turkish and Indonesian nationals, to cite just some), boosting the possibility of creating a network (but especially friendships), not only limited to the local but also at an international level. All the conversations and the sharing of personal issues have made me grow, both personally and professionally. Also, the coterie of professors is made up of many international individuals (or at least, they have a strong international background), allowing us to see diverse methodologies of approaching matters and relating to students.

This aspect is, in my opinion, particularly important because nowadays we are (luckily) more and more forced to face different cultures with their particular beliefs and traditions and we should be able to interact and create relationships, both at human and professional level, in this multicultural environment.

Also, the bootcamp experience has shown me how important it is to work in a global organization (even in a group with few people), and has given me the opportunity to exchange views with people with different values, cultures and behaviors in a genuinely international environment.
The last aspect is the international week we experienced in Barcelona (we are also leaving for Monaco in a month’s time!), that helped, in a real sense, to add an international breath to the whole MIP journey.

Once again, I feel that this MBA represents a great experience; it is giving us an intense and useful academic education and an incredible international network.
Second year, I am ready for you!

 

About the author
 Pietro Cavallo

My name is Pietro and I grew up in Milan, where I am currently living. I work in Switzerland, in the Supply Chain division of a clothing multinational. I am the husband of an incredible wife and father of 2 crazy kids.

 

 

People define our experience!

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Tossing your mortarboard in the air is the triumphant symbol to celebrate a new success hanging on the personal “wall” of one’s academic and professional life. I have always considered it as a moment of strength and integrity, while figuratively, the mind is flying high on the horizon but the feet are rooted on the ground to seize new opportunities. My dear 2017 International Flex EMBA classmates at MIP Politecnico di Milano Business School, TOGETHER WE DID IT! From today we are MIP Alumni. Congratulations to everyone!

It is not by chance that I chose this title for my last article as a MIP student. People might be concerned about the social networking aspect when talking about online study programs. I was, too, at the very beginning of this journey. But, reaching at the end of this wonderful and challenging experience, I am glad about the decision I made two years ago. Today, more than ever, I know the real meaning of these few simple words “people define our experience”. It doesn’t matter where you come from or what your background is, it is of little importance how often you meet someone in person, what really matters is the effort you put into a relationship and how open you are to learning something new from everyone you encounter during your life.

To explain the importance of networking better, I will cite one of my classmates, Jevan Malan from South Africa, who said: “The Full-Time MBA students may know each other better because of the extra time they spend together, but I don’t believe that their relationships are more real than ours. I don’t think it’s necessarily easier or more difficult to socialize online, it’s just different, because all relationships take some form of effort from all parties, irrespective of whether meetings are in a real class or a virtual one”.

Bonding and socializing are matters of culture, value, tradition and, of course, personal commitment. During these EMBA studies, I have had the chance to meet two other MBA classes: during one week in Milan with the MIP Politecnico di Milano 2018 Full-Time MBA class and the second in Provence, with the 2018 Part-Time EMBA class at the Aix-Marseille Graduate School of Management. These two experiences were completely different in terms of the learning process and social activity while, at the same time, both were great experiences from the point of view of my academic and professional networking. Having said that, the decision to go for an Executive MBA is based on a mix of personal factors and circumstances. Like many of my peers, I had to work to finance my studies; my opportunities were therefore limited to part-time or online programs. I decided on the online program and, in making this decision, I tried to put in the maximum commitment so as to gain the greatest benefit. This is so important. It is a relationship where you must give in such a manner as to get what you want out of it, to enlarge your own personal compass and to get the best return possible from your investment.

I am not sure about other online-class experiences, but I am trying to share our own experience, where almost everyone contributed in turn to make the online collaborative learning process at MIP so valuable, joyful and unforgettable. I may say we were lucky, because the synergy of the group was formed from the very beginning, during the first kick-off week in Milan. The positive energy created during that week was the fuel essential to motivating us for a long time, to make us put all our efforts into this online study program, while working and fulfilling family responsibilities. During the whole program we proved to be a real team by gaining and sharing knowledge, by helping and supporting each other in achieving tasks and deadlines, by being joyful in celebrating each other’s personal and professional achievements and, more importantly, by caring for each other in difficult moments in our personal lives. Behind the professional suits, we are all human beings!

Of course, the emotion you get when meeting in person is something very special and unique. No means of communication will ever replace the warmth of a hug. That’s why, during our EMBA program, MIP offered us several occasions on which to choose times, based on our availability, for meeting up with all our classmates, or at least some of them. Finally, during the graduation ceremony, we had the chance to meet each other’s loved ones in person. It feels like we have known each of them for a long time, because they have been part of our online meetings and discussions. Without their support and encouragement, it is almost impossible to succeed in such demanding undertakings. I am proud of my family and humble too; they have always been with me, they had my back, supporting, pushing and inspiring me during this winning path. Together in difficult and joyful moments, they have been the source of my strength, my courage and my motivation: united, we can always do better!

Last, but not least, my gratitude goes to MIP Politecnico di Milano for giving us the opportunity to grow and improve. Thank you, MIP professors and all the staff, for supporting and facilitating our learning process. What I take with me from this amazing journey, other than great memories, is the passion for innovation, the respect for diversity, integrity and the importance of failure. Every experience, encounter and failure is there to strengthen us to be more of who we are. As Mandela said: do not judge me by my successes, judge me by how many times I fell down and got back up again! The best is yet to come …

 

About the author
 Elivar Golemi

Elivar Golemi is an Albanian candidate at MIP International Flex EMBA. She is working as an Executive Director in the dairy industry, after a long experience in the banking system. Skilled in Financial Analyses, Risk Management and Internal Audit. Nature lover, passionate photographer and mountain climber.

 

 

A New Awareness promotes responsibility in fashion and fosters engagement for an inclusive fair change in the fashion industry

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The first edition of A New Awareness was held at 10 Corso Como Tazzoli on the 18th – 20th of September 2019. Awareness Infinitum, Com.i.stra, Greenpeace Detox Campaign, Helen Kirkum, Duran Lantink, Manteco, Marini Industrie, Fashion Revolution, Bethany Williams, and Design Studio Wrad were exclusively featured to provide cutting edge solutions for a sustainable lifestyle. This first edition clearly illustrated how linear business models could be transformed through radical material and process innovation, circular design principles and multi-disciplinary collaborations.

On the 20th of September, A New Awareness hosted two panels to discuss the challenge of sustainability. The first talk explored how radical change can be made actionable in the context of fashion. With the participation of Sara Sozzani Maino (Deputy Editor in Chief of Vogue Italia, Head of Vogue Talents and International Brand Ambassador of Camera Nazionale della Moda Italiana), Marina Spadafora (Country Coordinator of Fashion Revolution Italia and the United Nations Ambassador) and Matteo Ward (Founder and CEO of Wrad Living) under the moderation of Hakan Karaosman (Researcher at Politecnico di Milano School of Management), it was concluded that innovation, commitment, leadership and multi-actor collaborations are the initiating factors to the beginning of a sustainable fashion world.

“Today we all need to think in a more responsible way for a better future. Big changes do not happen in one day, but we need to convert our way of consuming to make this happen. A New Awareness wants to bring consciousness to consumers” comments Sara Sozzani Maino. Creating systemic changes requires an inclusive and interdisciplinary dialogue. Therefore, designers, academia, brands, NGOs, governments and civil society must come together to be part of the change. “Humankind is finally awakening to the reality of climate emergency” says Marina Spadafora, and adds “A unique scenario will have designers, artists, activists, opinion leaders and policy makers meet to discuss how we can all join forces to create a viable transition towards a sustainable future”. More than ever fashion now needs more innovative and engaging methods to communicate this new narrative for which transparency, truthfulness and reality appear to be the main ingredients. “Today the truth is the only key to set the tone for a responsible, inspiring and functional communication strategy” states Matteo Ward.

The second talk focused on how fashion’s sustainability transition could be accelerated. Three strong fashion leaders, Orsola de Castro (Co-founder and Creative Director of Fashion Revolution), Chiara Morelli (Group Operations Sustainability Manager at Kering) and Clare Press (Sustainability Editor-at-large at Vogue Australia and the Presenter of the Wardrobe Crisis Podcast) explained if, why and how fashion could become a catalyst for a responsible change. “Change is truly coming, I am quite optimistic”, states Clare Press. Even though the fashion industry has made progress in terms of environment, social sustainability is yet to be ensured throughout supply chains. Business priorities need to be merged with moral principles to spread social sustainability across upstream levels.

“We need to disinvest in growth and invest in social and environmental prosperity throughout the supply chain” addresses Orsola de Castro while pointing out “there is an elephant in the room and we cannot talk about the democratization of luxury in supply chains where democracy does not exist”. Fashion supply chains are complex, fragmented and globally dispersed; hence, providing the supply chain partners with knowledge, tools, and methodologies are as important as setting sustainability goals at the corporate level. Collaborations and capacity development are fundamental actions to reduce fashion’s footprint. “We translate our vision into action by directly working with our supply chain members to guide and support them to spread sustainability across the chain” highlights Chiara Morelli. Systemic transformations are required to change the way fashion business is coordinated; relatedly, “Practitioners, academics, consumers and policy makers need to act together” cites Hakan Karaosman.

It is also acknowledged that Generation Z and Generation Y will represent 45% of the global personal luxury goods market by 2025. The purchasing habits of young customers are shaped by intangible values such as diversity, equality and transparency. Thus, the fashion industry needs innovative and engaging ways to bring people into a responsible future. However, there is hope! Awareness is increasing and people are asking for transparency, ethical and environmental care.

Working at a public company before-during-after my MBA

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I work in Automotive Product Marketing at u-blox AG. u-blox is a Swiss company that creates wireless semiconductors for consumer, automotive and industrial markets. u-blox has grown organically over the last few years, also through several successful acquisitions. Some examples of these were connectblue in 2014 and Lesswire in 2015. u-blox was founded in 1997 in Switzerland, and since their IPO in 2007 the company has been listed on the Swiss Stock Exchange (SIX:UBXN). u-blox has several R&D and Sales offices in the USA, the Asia-Pacific region, Europe, the Middle East and Africa.

I could not imagine a better environment for proceeding with my MBA program than that of such a high-tech multinational company.
Let’s start from the beginning. The MBA welcomes you with nothing other than an express course in Financial Accounting. In my case, it was my first contact with this field. After managing the initial shock, as it’s not that easy to come back to the classroom after several years out, the first image in my mind was reviewing u-blox’s own Financial Statements. After several days of working on this, I understood how lucky I was to be in such an enriching environment. Being able to discuss those reports with our financial experts brought a completely new dimension to this course — one where the MBA is opening up your interest to new fields and making you a far more involved member of your company.

The case of Financial Accounting was far from being an isolated one. Personal development and HR Management allowed me to review the current strategy of our company’s organization so that I could understand the reasons for such organization, not only from a purely human management point of view but also from a financial one. The use of Cost Centers, Service Teams and Business Units made a lot of sense from then on.

Two of the courses that impacted the most on my view of the company day-to-day were those in Marketing and Finance. Starting with Finance, I was able to review different firms in my sector and understand their strategies. I reviewed the u-blox IPO, the reasons for it and its impact on the company and was able to understand the changes in the share price and the importance for the different entities connected to the company. As an engineer, I must admit that my views on marketing were really limited. I was sceptical about this course but the outcome was everything but trivial. I could now understand the reasoning behind our marketing campaigns, how we manage our KPIs and the different activities linked to public communication.

Last but not least, at the Innovation course I was able to study the reasons for the different acquisitions made over the years, the background on why we are currently proceeding with our joint venture activities and, overall, how such a high-tech leader firm is innovating to remain at the top of its industry.

My conclusion is the following: firms need to see the value of their employees proceeding with programs such as the International Part Time MBA. First, because their employees will increase their skills and capabilities but second, and even more important in my view because of their involvement and interest in the overall development of the company will be much greater. This will reinforce the links between the employer and the employee, leading to a stronger bond.

I hope you have enjoyed this article. In the next and last one, I will focus on how doing my MBA Project Work with professionals from completely different sectors enriched this experience in ways I could not have predicted!

 

About the author
 Pedro López Estepa
I am Pedro López Estepa, an International Part-Time MBA student at MIP Politecnico di Milano. I received a Master in Telecommunication Engineering from Granada University in 2010, spending the last year, including the Master Thesis, at the Ecole Polytechnique Federale de Lausanne.My career has been focused on high-tech corporations, initially as part of their R&D departments and during the last few years, the focus has been on developing long-term strategic partnerships in different sectors, including IoT, Automotive, Robotics and Medical.

Being part of u-blox strategy team allows me to working with international cross-functional teams inside and outside the organization, key partners, investors and at the same time that contributing to worldwide projects as business opportunities arise.

 

 

With Epson and Re Mago, MIP Politecnico di Milano has created the first Smart Classroom in Italy, geared towards collaboration and encouraging brainstorming

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MIP has completed its digital classroom project. The most advanced video-projection and collaboration technology applied to the classroom delivers fully interactive and highly engaging lessons.

 

MIP, Politecnico di Milano’s School of Management, has completed its project to create fully digital lecture rooms, and today is inaugurating its first “special” Digital Classroom designed to share information visually and encourage brainstorming. This milestone underlines MIP’s continuous high commitment to tap into the opportunities provided by cutting-edge digital tools and offer its students the best possible learning experience.

Along with the other 13 lectures room in the Bovisa Campus equipped with similar tools, the Milan lecture room uses the most innovative technological solutions elaborated by Epson in partnership with Re Mago Ltd, a British company that worked with a largely Italian development team to create visual collaboration and brainstorming software, ideal for Smart Classrooms and Smart Working. This software can be used to share, add notes and present digital material (text, sound, graphics, video, links) and information in real-time using any personal or mobile device physically in the lecture room or connected remotely. All these actions are simple and intuitive, backed by a software user-interface designed with even the least keen technology user in mind.

The Smart Classroom has eight Epson EB-710U interactive laser video-projectors arranged in pairs along its four sides, transforming it into four shared work areas where teacher and students can write, share, take notes and modify documents, with every step being recorded, and everything saved at the end of each session, to retain a complete and fully usable digital copy.

In the words of Federico Frattini, Associate Dean for Digital Transformation: “MIP as a school of management is addressing the business world’s needs through specialised post-graduate and post-experience training courses, designed for people who are already embarking on their professional careers. By creating our Smart Classrooms, we intend to give our teachers and students ever more interactive, modern and engaging means for working together in the classroom.”

What is a Smart Classroom and how does it work?

In the educational and corporate worlds alike, the challenge for true and optimal collaboration is to ensure that all the parties involved can act using all the tools and functions available in a simple, intuitive and user-friendly way that does not upset their own personal methods of working but instead gives them that extra help and support.

Each of the two video-projectors placed along the four Smart Classroom walls can be used to project a range of material (for example, the teacher’s lesson and the students input) or to create a single large working area. In either case, the entire projected area is interactive, and people can join in using the pens provided with the video-projectors or even their fingers (using the Finger Touch function). Or, if they are connected remotely, they can write on their own devices – smartphones, tablets or PCs – connected via cloud to the session.

In this way, the area can be used for brainstorming sessions, for drawing and for sharing all sorts of files (images, videos, pdf files, MS Office documents, links to internet sites), and also for browsing purposes and to access and present apps. The full complexity of AI services (machine learning) is hidden behind simple tools, like Re Mago’s “Lasso Tool”. These advanced tools can, for example, recognise and suggest vector images that are as close as possible to the user’s original free-hand drawing, and these images are then used in presentations. Other special functions like recognition software for writing (OCR) and geometric shapes as well as online searches for images, videos and websites are all at the user’s fingertips or at their verbal request. The outcome of the search just needs to be dragged onto the work area for it to be used and consulted. Files can easily be shared between (to and from) any local storage system or cloud service.

Another benefit is that, during or at the end of a lesson, participants do not have to take photos of the work area or take notes, because the complete record of what was done (including sketches, notes, files, audio and video recordings etc.) can be saved, stored and shared through a number of channels.