Category: Events

FT Executive Education Rankings 2025: POLIMI Graduate School of Management climbs the Financial Times rankings and strengthens its global standing

Posted on | by Veronica Colombo

Significant progress in Open programmes and solid performance in Custom ones confirm the high quality of executive education offered by the Business School of Politecnico di Milano

 

POLIMI Graduate School of Management, part of the POLIMI School of Management at Politecnico di Milano, has once again stood out on the international executive education stage, thanks to its results in the Financial Times Executive Education Rankings 2025. The School is listed in both of the rankings dedicated to executive education: Open-enrolment and Custom programmes.

In the Open programme ranking, the School made a significant leap forward, moving up 12 places compared to 2024 and securing 57th place out of 85 institutions evaluated globally. This improvement reflects the School’s ability to deliver learning experiences that are increasingly innovative, hands-on, and tailored to the evolving needs of managers and professionals. A particularly strong indicator in this category is Overall Satisfaction, where the School ranks 15th globally, with a score of 9.67 out of 10, a substantial improvement over last year. This result highlights the perceived quality and positive impact of the educational experience offered by the School.

As for Custom programmes, which are developed in close partnership with companies to meet specific needs, the School has reinforced its international presence, ranking 67th out of 95 business schools worldwide. This placement is especially significant given the growing number of institutions included in this year’s ranking.
Among the most notable performance indicators in the Custom category are:

  • Follow-up, which measures the support provided to participants even after the programme ends, with the School ranking 37th;
  • Future Use, which reflects how likely companies are to renew their collaboration for future programmes, where the School ranks 39th globally.

Additional improvements were recorded in the perception of the value of the educational experience (Value for Money) and the faculty diversity, showing the School’s continued investment in creating a high-quality, global, and inclusive learning environment.

“The results of the FT 2025 ranking confirms the quality and relevance of our executive training offer, both for individual professionals and for companies“, commented Federico Frattini, Dean of POLIMI Graduate School of Management. “We are particularly proud of the jump in the Open ranking, the result of constant work on the front of educational innovation and personalisation of courses. At the same time, the consolidation in the Custom area demonstrates our ability to design tailor-made, high-impact solutions, in an increasingly competitive context.”

With a steady and growing presence in major international rankings, POLIMI Graduate School of Management continues to stand out in the field of executive education – thanks to an offering that combines innovation, international outlook and real impact for individuals and organisations.

Discover the second issue of SOMe, the POLIMI School of Management’s eMagazine

Posted on | by Veronica Colombo

The second issue of SOMe, the POLIMI School of Management’s eMagazine, is now available with a new issue full of insights, in-depth articles and projects that showcase our School’s commitment to innovation, sustainability and social impact.

 

Entrepreneurship, business models and innovation

In this edition, we explore how data-driven strategies are transforming maintenance services and how business model design can shape consumers’ perception of value. We also examine how innovation contests help cultivate entrepreneurship inside organizations.

Other highlights include a focus on digital agriculture through the European Farmtopia project, an analysis of workplace safety in the digital age with the PrePaRa project and the latest findings from the Open Innovation Lookout and Minibond Observatories.

We also share updates on the upcoming EurOMA 2025 conference and the new POLIMI School of Management Impact Report – BSIS Assessment, which highlights our School’s tangible impact on society, local community and businesses.

 

To read previous issues of SOMe, click here.

To receive it directly in your inbox, subscribe here.

European Union Week 2025 is coming: an event to explore the EU’s role and future

Posted on | by Veronica Colombo

The European Union Week 2025 will take place from May 12 to 19, an initiative designed to promote dialogue, innovation and international cooperation within the framework of the European Union

 

Now in its fifth edition, the European Union Week has become a prominent event in the international academic landscape. With the goal of celebrating the European Union, the event will offer a series of in-person and online activities aimed at students, alumni, public and professionals interested in exploring the EU’s role, significance and evolution in a time of profound change.

 

Growth and collaboration for the Europe of the future

Launched in 2021 by TUM School of Management (Germany) and HEC Paris (France), the European Union Week has seen continuous expansion in terms of participating institutions. After the inclusion of Kozminski University (Poland) and other academic organizations, the initiative is now supported by a strong network of academic international partners. Among the participating institutions are Bucharest University of Economic Studies (Romania), Estonian Business School (Estonia), Vlerick Business School (Belgium) and, new this year, ESADE, Ramon Llull University, Barcelona (Spain) e Corvinus University of Budapest (Hungary). This intercultural network reflects the shared commitment to promoting European cooperation through discussions on current issues.

For this year’s edition, our business school renews its commitment to the organization of the European Union Week, actively contributing to fostering a shared reflection on the role and value of the European Union.

Many events to explore the opportunities and future of the European Union

European Union Week 2025 offers a diverse and engaging program, featuring seminars, events and themed talks by outstanding professionals and speakers who share a passion for innovation, sustainability and the future of the European Union. Experts from various fields will share their insights and perspectives on the current challenges and opportunities facing the EU. This initiative is a valuable opportunity to network and gain a deeper understanding of the significance of the European project.

All events, which are free of charge, will be organized by the partner institutions and will be accessible both in person and online.

Have a look at the events organized by our school:

  • 13 May | 3.30 – 5.00 PM (CEST)
    Speaker: Maurizio Molinari, Head of European Parliament Liaison Office in Milan
    “The EU in a digital world: where to next?”
    Event in English; in person or online
    Click here to register.

 

  • 14 May | 6.00 – 7.00 PM (CEST)
    Speaker: Matteo Villa, Senior Research Fellow at ISPI and co-heads the ISPI Data Lab
    “Could the European Union aspire for Global Market Leadership in the current turbulent times?”
    Event in English; online
    Click here to register.

 

  • 19 May | 11.30 AM – 1.00 PM (CEST)
    Speaker: Michela Nardo, Deputy Head of unit at the Joint Research Centre in the Unit of Economic and Financial resilience
    “Is globalisation coming to an end? The EU amid current geopolitical challenges”
    Event in English; in person or online
    Click here to register.

 

To view the complete program and register for the events organized by European partners, visit the TUM Business School website.

POLIMI School of Management’s New Impact Report: data that tells the story of change

Posted on | by Marta Re Ferrè

The POLIMI School of Management presents the new Impact Report developed as part of the BSIS evaluation. An in-depth analysis of the School’s impact on society, the region and companies. Concrete data and measurable results to reinforce a daily commitment to the future.

 

Following the recent launch of the Impact Committee, the POLIMI School of Management of the Politecnico di Milano is pleased to announce the publication of the summary document “POLIMI School of Management Impact Report – BSIS Assessment”.

With the aim of informing stakeholders of the progress made and celebrating the results achieved over the past year, following the completion of the BSIS (Business School Impact System) assessment process, the School presents some key elements of activities that promote a positive impact on society.

The BSIS assessment is a tool promoted by the EFMD (European Foundation for Management Development) – one of the three main accreditation bodies in the world – which analyses the impact of business schools on their geographical areas and on society as a whole. Through this process, the School has had its commitment to making a positive contribution to society certified and measured through academic, research and collaborative activities with local businesses and institutions.

This short document summarises the results of the evaluation by highlighting the School’s contribution to the ecosystem in which it operates, demonstrating the value of the work that takes place within the institution on a daily basis, and specifically examining its impact according to seven spheres of influence.

Below is an overview of the key findings of the report, with data up to 2022:

Financial Impact:

  • Total Financial Impact: €105 million in direct and indirect costs.
  • Revenue Growth: 92% increase from 2015 to 2022.
  • Main Income Sources: Research funds (36%), postgraduate tuition fees (26%), Executive Education (16%).
  • Digitalisation Investment: Improved efficiency and staff skills.

Educational Impact:

  • Alumni: 13,700 working locally, also contributing to industrial development.
  • Graduates: 1,923 in the past year, 595 entering the regional job market.
  • International Students: 80% in the International MBA, 32% staying in the region.
  • Company Partnerships: 203 companies involved in part-time programmes.

Business Development Impact:

  • Internships and Projects: Equivalent to over 700 full-time jobs, €10.5 million impact.
  • Entrepreneurship: Supported by PoliHub, 219 new jobs, 17 start-ups in 2022.
  • Notable Ventures: Fybra, improving air quality and energy efficiency.

Intellectual Impact:

  • Research Output: 370+ articles, 90+ books, 81+ research projects.
  • Events: 1,300 participants at conferences, 10,700 at 120 dissemination events.
  • Research Impact Assessment: Framework for assessing research impact.

Regional Ecosystem Impact:

  • Collaborations: With local academic institutions, public authorities and businesses.
  • Local Professionals: 443 professionals sharing expertise.
  • Community Integration: Significant contributions to the regional ecosystem.

Societal Impact:

  • Sustainability Initiatives: 59% of MSc and other masters students receive sustainability instruction.
  • Public Events: 85 events open to public, 5,500 participants.
  • Environmental Projects: “Zero Sprechi” and “Ambassador in Green Technologies.”

Image Impact:

  • Reputation: Triple crown accreditation, strong national and international reputation.
  • Dissemination Events: 400 events, 50,000 attendees, 11,500 press citations.
  • Social Media: Strong presence on LinkedIn, Facebook, and Instagram.

 

More details: POLIMI School of Management Impact Report BSIS Assessment.

The “hybrid” condition of organizations as a key tool for sustainable business development

Posted on | by Marta Re Ferrè

Companies are no longer focused exclusively on profits: a study by the Politecnico di Milano and the University of Bologna analyses hybrid organisations, companies that integrate sustainability and economic logics. Focus on B Corporations, with two key approaches: internal social mission or market strategy. A model for the future of sustainable business.

 

In today’s economic landscape of growing environmental and social crises, companies can no longer limit themselves to maximising profits. There is a growing awareness that business success should be measured not only in financial terms, but also in terms of the social and environmental impact generated. This is the context for hybrid organisations, or those companies that integrate both social and economic logic into the way they do business.

But what does it really mean to be a hybrid organisation? The study carried out by Leonardo Boni, Assistant Professor at the POLIMI School of Management of the Politecnico di Milano and afferent of the TIRESIA research centre, together with Riccardo Fini and Laura Toschi of the University of Bologna, analyses the nature and measures the various facets of the hybrid condition within a sample of Italian companies that have B Corp certification, a standard obtained by for-profit companies that have a high level of social and environmental performance.

The study proposes a scale for measuring hybridisation that has three main levels:

  • The emergence of the hybrid condition – Why does a company decide to pursue social objectives alongside economic ones? Motivations can be strategic (improving reputation, attracting new customers sensitive to sustainability) or deeper, linked to the ethical vision of the company and the influence of external stakeholders.
  • Integrating the social dimension – It is not enough to declare a commitment to sustainability, it must be translated into concrete actions. Hybrid companies must be able to develop specific skills to better manage the dual economic and social objectives, adopt internal processes to align governance and business strategy, and create incentive mechanisms for employees.
  • Developing an impact thesis – Hybrid companies should not only mitigate the negative impacts of their activities, but also aim to create a lasting positive impact. This approach requires the development of a clear impact thesis: what social and environmental goals do you want to achieve? How will they be measured?

From the analysis of 101 Italian B Corporations, the study identified and validated a measurement scale with four factors: (i) strategic interpretation of social impact; (ii) individual and entrepreneurial dynamism; (iii) diffusion of organisational capabilities; and (iv) influence of external actors.

From this scale, the study identified two macro-types of hybrid companies:

  • Internally identity-oriented B Corporations – companies that are born with a strong social mission and integrate it into every aspect of their strategy. For them, profit is a means to amplify positive impact.
  • Market-driven B Corp – companies that adopt the B Corp model to differentiate themselves, attract investment and respond to external pressures (customers, suppliers, institutions).

This study contributes to the understanding of how and to what extent a company embraces a hybrid state, supporting the path of innovation and adaptation of practices and processes fundamental to the generation of positive social impact. From this paper, it is suggested that the divide between for-profit and non-profit is overcome, but that the two souls can coexist in organisational models that can be measured and implemented.

A new look for SOMe, the POLIMI School of Management’s e-magazine

Posted on | by Marta Re Ferrè

A new layout and lots of valuable content for the new issue of SOMe, the e-magazine of the POLIMI School of Management.

The latest edition offers an in-depth look at the research, innovation and strategic initiatives that characterise our School.

 

Between research, purpose and digital transition

In this issue, we explore the School’s latest scientific publications, with a focus on disclosure in R&D, workplace safety in manufacturing SMEs and the strategic value of data in the insurtech sector.

We feature the findings of the Purpose in Action Observatory, innovative projects on hydrogen and maritime sustainability, and initiatives to support young NEETs.

We close with an in-depth look at the digital transition, thanks to the insights from our HumanTech Day event and the latest news on Milan’s food policy, in which we are actively involved.

 

To read previous issues of SOMe, click here.

To receive it directly in your inbox, subscribe here.

Platform Thinking as a Driver of Innovation for Established Companies: evidence from Italy

Posted on | by Marta Re Ferrè
Platform thinking is a strategic lever for innovation in established companies, allowing them to create value ecosystems and exploit network effects. A recent study analysed the adoption of this approach by Italian companies in the FTSE MIB.

 

Platform Thinking is emerging as a crucial strategy for established companies aiming to innovate and remain competitive in an increasingly digitalized market. Inspired by the business models of leading platforms such as Uber, Airbnb, and Amazon, this approach enables companies to orchestrate value ecosystems, scale through network effects, and leverage underutilized assets.

A study conducted by the Platform Thinking HUB at the POLIMI School of Management of Politecnico di Milano, led by Professors Daniel Trabucchi and Tommaso Buganza, analyzed the adoption of Platform Thinking among major Italian companies listed in the FTSE MIB index, the index in the Italian Stock Exchnage that list the 40 companies with highest market capitalization. The findings reveal that 88% of companies have initiated platform-related projects, yet only 22% have truly adopted a multi-sided model capable of generating value through network effects and co-creation with users.

The research highlights three key benefits of Platform Thinking for traditional businesses:

  1. Improving efficiency in existing transactions– As seen in Klöckner’s case, which transformed steel sales with a digital platform open even to competitors.
  2. Enabling new transactions– Like AXA’s model, which leverages data and external collaboration to enhance corporate risk management.
  3. Strategic use of data– Demonstrated by John Deere, which developed a platform for agricultural data analysis, creating value for farmers and new business opportunities.

However, the study also identifies three common mistakes that companies should avoid when adopting Platform Thinking: treating customers merely as suppliers, managing the platform with a linear approach without leveraging network effects, and investing in technology without a clear value creation strategy.

The analysis conducted by POLIMI School of Management confirms that Platform Thinking is not just a trend but a genuine strategic opportunity for established businesses seeking innovation. To succeed, companies must adopt a conscious approach, leveraging platform potential not only to enhance efficiency but also to redefine their role in the economic ecosystem.

These findings were recently published in the March edition of Harvard Business Review Italia, highlighting the importance of Platform Thinking for the future of business innovation.

From the Pandemic to geopolitical tensions: how risks in the pharmaceutical supply chain are evolving

Posted on | by Marta Re Ferrè

Health crises, geopolitical instability and raw material shortages are redefining the priorities of the pharmaceutical sector. A study by the POLIMI School of Management analyses how recent global turmoil has changed the perception and management of risk in the pharmaceutical supply chain, highlighting the urgency of integrated strategies, new technologies and increased collaboration between supply chain stakeholders.

 

In recent years, the pharmaceutical sector has faced unprecedented challenges. Brexit, COVID-19, geopolitical tensions, and raw material shortages have put immense pressure on the pharmaceutical supply chain, highlighting the need for effective risk management to ensure the continuity in the production and distribution of medicines.

A recent study conducted by Claudia Ciceri, Camilla Borsani, Michela Guida, Marco Farinelli, and Federico Caniato from the School of Management of Politecnico di Milano delves deep into these issues. Published in the International Journal of Operations & Production Management, the research, titled “Impact Pathways: Navigating Risks in the Pharmaceutical Supply Chain – A Multi-Actor Perspective”, provides an overview of the risks affecting the pharmaceutical supply chain and how they are perceived by different supply chain actors.

According to the study, recent geopolitical events have reshaped perceptions of the most critical risks. While logistics delays and cost fluctuations were previously considered the most severe threats, new priorities have emerged in response to the rapidly changing global landscape. Among the most relevant risks today are the scarcity of raw materials, insufficient manufacturing capacity and compliance to regulations. Additionally, different stakeholders within the supply chain perceive risks differently and often adopt fragmented risk management strategies, increasing the sector’s vulnerability. The study therefore outlines new research directions to address real and unmet needs in pharmaceutical supply chain risk management.

First, the study highlights the importance of developing risk assessment models that integrate probability estimations and economic and social impact evaluations, enabling companies to allocate resources more effectively for risk mitigation.

The role of digital technologies such as artificial intelligence, blockchain, and the Internet of Things is also deemed crucial. These technologies could enhance traceability and supply chain monitoring, increasing transparency and responsiveness to disruptions.

Furthermore, the analysis underscores the need to incorporate macroeconomic and geopolitical factors, such as international conflicts and trade policies, into risk management strategies to anticipate potential supply chain disruptions.

Finally, the study encourages regulatory bodies to include all relevant stakeholders in their initiatives, as their on-the-ground experience could provide valuable insights for a more integrated and effective risk management approach. A systemic approach is essential to building a more resilient pharmaceutical supply chain capable of tackling future challenges.

This research paves the way for new perspectives in risk management, stimulating discussion among academics, industry professionals, and regulators to better address the challenges of tomorrow.

Read the full article here: https://doi.org/10.1108/IJOPM-06-2024-0458

How to make e-Grocery Home Delivery sustainable and flexible with on-demand vehicles

Posted on | by Marta Re Ferrè

The growth of online grocery retailing has amplified the challenges of last-mile delivery. A study published in Computers & Industrial Engineering proposes an optimisation model that balances cost, sustainability and operational flexibility.

 

The rapid growth of the e-grocery sector, accelerated by the COVID-19 pandemic, has led to a surge in demand for efficient home delivery services.

However, the last-mile delivery of groceries presents unique logistical and environmental challenges, requiring companies to balance speed, cost efficiency, and environmental sustainability. Last-mile delivery is the most complex phase of the e-grocery supply chain due to several factors: Customers demand faster and reliable deliveries, with increasing operational pressures. The perishable nature of grocery products often forces companies to schedule deliveries by agreeing on narrow time windows with customers, ensuring both freshness and food safety while reducing the likelihood of missed deliveries.

This requirement can limit the scope for optimizing delivery routes, as vehicles must adhere to strict schedules, often necessitating the allocation of additional resources. The increase in delivery vehicles raises emissions and urban congestion. Moreover, maintaining an in-house fleet is expensive, making flexible solutions like 3PL partnerships attractive. These factors collectively create a complex operational environment where maintaining a high level of customer satisfaction—through timely and reliable delivery—must be balanced against the pressures of cost efficiency and the imperative to reduce environmental impact.

A recent study, “Sustainable E-Grocery Home Delivery: An Optimization Model Considering On-Demand Vehicles,” published in Computers & Industrial Engineering, explores how e-grocery retailers can leverage third-party logistics (3PL) providers and on-demand vehicle fleets to optimize delivery operations.

The research, conducted by Sara Perotti and Vittoria Tudisco of the POLIMI School of Management of the Politecnico di Milano, together with Banu Yetkin Ekren and Emel Aktas of the Cranfield School of Management, UK, presents an advanced optimization model integrating fleet composition, routing strategies, and sustainability objectives. It evaluates three different optimization approaches:

  1. Cost-Efficient Strategy: Focused on minimizing total delivery costs to reduce fixed expenses.
  2. Environmental-Effective Strategy: Prioritizing sustainability with biodiesel vans.
  3. Comprehensive Strategy: Balancing cost and environmental impact.

The study applies this model to a real-world Italian retailer. Results demonstrate that by leveraging biodiesel vans and optimizing fleet composition and routing jointly, companies can substantially cut emissions without drastically increasing operational costs.

The comprehensive approach shows that prioritizing green delivery methods does not necessarily lead to prohibitive costs. Moreover, by relying on 3PL providers and composing fleet with on-demand vehicles, retailers can avoid the capital expenditure of fleet ownership while maintaining service flexibility.

This research significantly contributes to academic literature and provides actionable insights for e-grocery retailers seeking to optimize their last-mile delivery operations.

 

For more detail: https://www.sciencedirect.com/science/article/pii/S0360835225000191?via%3Dihub

Funding and Profitability: Two Sides of FinTech Startup Growth

Posted on | by Marta Re Ferrè
Grow at any cost or pursue sustainability? FinTech start-ups face a crucial choice: raise funds to scale quickly or focus on profitability. A new study analyses how funding affects break-even, offering valuable insights for investors and founders.

 

FinTech startups are a driving force of innovation and competition in the financial sector. However, reaching break-even – the point at which revenue covers costs – is a crucial challenge for their sustainability and growth.

The study “Predicting break-even in FinTech startups as a signal for success”, conducted by Claudio Garitta and Laura Grassi from the POLIMI School of Management and published in Finance Research Letters, examines the impact of funding on break-even, providing valuable insights for investors, partners and founders.

Funding and Sustainability

Securing new capital is often a necessity for startups, not only to obtain financial resources but also to access expertise and strategic networks. However, the research highlights that FinTech startups receiving venture capital investments (funds specializing in startups) are less likely to reach break-even compared to those that grow without external support. This phenomenon can be attributed to several factors:

  • Focus on growth vs. profitability → External capital brings expectations of rapid growth and a longer time horizon, often at the expense of short-term financial sustainability.
  • Less rigorous financial management → The pressure to scale quickly may delay the adoption of structured financial management practices.
  • Impact of fundraising negotiations → Seeking investors requires complex and often prolonged negotiations, slowing down operational activities. In the early stages, founders must simultaneously manage product development, sales, and fundraising with limited resources.

Break-even: A Market and Partnership Signal

In the startup ecosystem, and particularly in financial services, break-even is not just an internal milestone but also a key signal for investors and potential industrial partners. Achieving it indicates a sustainable business model, reducing perceived risk and increasing opportunities for collaboration with financial intermediaries and established companies.

Conclusions and Implications

These findings do not suggest that external funding is an obstacle but rather emphasize the need for a balance between growth and sustainability. For investors and partners, understanding the relationship between funding and break-even is essential to evaluate not only a startup’s growth potential but also its ability to generate value in the present.

 

More details: Predicting break-even in FinTech startups as a signal for success