Internal Audit: recognition for Professors Arena and Azzone

An article by Professors Arena and Azzone on the subject of “internal audit” is among the most cited in the world.

 

The Accounting, Auditing & Accountability Journal published the paper “Mapping of internal audit research: A post-Enron structured literature review”, which examines how research on auditing has developed since 2005 and which works have most influenced the debate in this field.

The article by Professors Marika Arena and Giovanni Azzone of the Department of Management, Economics and Industrial Engineering, “Identifying organisational drivers of internal audit effectiveness”, published in 2009, was one of the most relevant: in fact, it is third in the world for total number of citations and second for average number of citations per year.
This study analyses data from 153 Italian companies, showing which factors influence the effectiveness of internal audit and providing empirical evidence of which organisational choices could help increase it.

The study by Professors Arena and Azzone

Arena, M. and Azzone, G. (2009),
Identifying Organizational Drivers of Internal Audit Effectiveness,
International Journal of Auditing, 13: 43-60.

The Study


Post-Enron internal audit sector analysis

Kotb, A., Elbardan, H. and Halabi, H. (2020),
Mapping of internal audit research: a post-Enron structured literature review,
Accounting, Auditing & Accountability Journal, Vol. 33 No. 8, pp. 1969-1996.

The Study

QS EXECUTIVE MBA RANKING 2021: MIP POLITECNICO DI MILANO’S EXECUTIVE MBA AMONG THE BEST IN THE WORLD

The School of Management of Politecnico di Milano takes 73rd spot worldwide and 31st in Europe, as per the Quacquarelli Symonds ranking published today

MIP Politecnico di Milano, the Graduate School of Business at Politecnico di Milano’s School of Management, again rated one of the best business schools in the world. QS Executive MBA Rankings 2021, published today by global higher education consultants Quacquarelli Symonds (QS), lists MIP in 73rd place out of 176 business schools worldwide for the outstanding quality of its Executive MBA, and it tops the list in Italy. In Europe, MIP is placed 31st out of 60 business schools. This year, QS has included the highest ever number of schools in its rankings, 35 more than last year, so this achievement is even greater, and the School has been firmly in the rankings since it first made its entrance in 2018.

On analysing the individual parameters used to determine the rankings, MIP has improved its score in employability and post-MBA salaries. The score given by QS in Career Outcomes (Promotions and Salary Increase) confirms the efficacy of MIP’s programmes in accelerating the professional growth of managers and entrepreneurs. MIP’s internal surveys show that, in 75% of cases, having a Master can lead to promotion, and post-MBA salaries rise by about 50% after three years. MIP also scored well in Diversity, and compared to 2020, more students from different nationalities are now studying at Politecnico di Milano’s Business School.

MIP’s Executive MBA also stood out for Employer Reputation, at 43rd place (19th in Europe) and for Thought Leadership / Academic Reputation, in 74th place (31st in Europe). The first of these categories measures how tens of thousands of employers in companies across the world rate the programmes, and the second measures the reputation of an MBA programme, according to the national and international academic world.

In the words of Vittorio Chiesa and Federico Frattini, President and Dean of MIP Politecnico di Milano, respectively: “The continuing inclusion of our school over the years in authoritative rankings such as the one published by QS is a formal endorsement of the high quality of our programmes, in this case our Executive MBA. The professionals and managers who take our courses understand that upskilling and reskilling are essential to help them emerge in today’s continuously advancing job market. The excellent results achieved this year in the QS Ranking are a great source of pride, especially as they underline the value of our reputation in the eyes of employers from across the world. The name and strength of the MIP – Politecnico di Milano brand are key elements in attracting all the many professionals who wish to invest in their lifelong learning. In the past few weeks, we have welcomed 80+ new participants to our Executive MBA lecture rooms, from a variety of positions and industries.”

Go to  www.topmba.com to see the complete QS Executive MBA Rankings 2021.

SER Social Energy Renovations

The H2020 project to finance sustainable construction in the service sector has begun

 

Financing sustainable building renovations in the service sector with an innovative tool that will accelerate the ecological transition and counteract energy poverty: This is the objective of the European project SER-Social Energy Renovations, which sees the participation of the Italian CGM Finance, the School of Management of the Politecnico di MilanoENEA, and Fratello Sole, a consortium of non-profit entities dedicated to fighting energy poverty. Other partners include the Spanish company GNE Finance, the project leader, Secours Catholique-Caritas France, and the Bulgarian branch of Econoler.

Financed under the Horizon 2020 programme, the project will last three years, in which a de-risking mechanism will be designed and developed to reduce the risk associated with financing and allow access to credit, even for subjects with limited economic capacity. The mechanism will include analysis and technical standardization when defining interventions to make buildings more energy efficient.

The projects will be consolidated and subject to social impact assessment and then financed, allowing investors to access safe, effective investments in line with ESG criteria. It will also allow social companies to carry out green renovations at accessible prices with the necessary technical assistance.

ENEA and Fratello Sole will involve service entities and select buildings used for non-profit activities, intervening with energy-efficient and sustainable restorations. Energy renovation will be carried out by Fratello Sole Energie Solidali – ESCo, a joint venture between Fratello Sole Scarl and Iren Energia.

Within the project, the School of Management will identify indicators to assess and analyse the social impact of the financed projects.

“The question of evaluating social impact is as current as it is complex, growing from a topic of interest to few people into an integral part of business strategy and an essential issue in finance”, explains Mario Calderini, Professor of Social Innovation in the Department of Management, Economics and Industrial Engineering.
He adds: “This project aims to improve not only the environmental impact generated by building efficiency interventions, but also the social impact generated by service-sector organizations, which will be able to offer better services due to the benefits of such interventions.” 

Finally, Secours Catholique-Caritas France, together with the Bulgarian branch of the energy efficiency consultation company Econoler, will explore the possibility of replicating of this tool in other European countries.

 

“Innovation with a human touch”: now online the new issue of SOMeMagazine

SOMe Issue #6 has been released, the eMagazine of our School which shares stories, points of view and projects around key themes of our mission.

This issue is focused on “Innovation with a human touch”, discussing the role of human and humanities in technological progress and innovation.

We interviewed  Giovanni Valente, who explains how much human and social sciences are essential to face any innovative challenge in the scientific and technological field, making the interdisciplinary approach fundamental in scientific studies.

Man must be at the centre of digital transformation and technologies have to be developed for and not instead of humans, as Raffaella Cagliano, Claudio Dell’Era and Stefano Magistretti tell in their editorials about Industry 4.0 and Design Thinking.

But can technological innovation be truly on a human scale? Giovanni Miragliotta tries to answer to this question considering how much new technologies deeply changed our society and work.

Finally, we feature some of our recent research ”Stories”: the economic impact of climate change, the re-use of electronic waste to create eco-compatible products, the distribution of Venture Capital in Europe.

 

 

To read SOMe’s #6 click here.

To receive it directly in your inbox, please sign up here.

Previous issues of SOMe:

  • # 1 “Sustainability – Beyond good deeds, a good deal?”
  • Special Issue Covid-19 – “Global transformation, ubiquitous responses
  • #2 “Being entrepreneurial in a high-tech world”
  • #3 “New connections in the post-covid era”
  • #4 “Multidisciplinarity: a new discipline”
  • #5 “Inclusion: shaping a better society for all”

ERS European Research Seminar 2021

 

On June 10th and 11th Politecnico di Milano hosted the sixteenth edition of the European Research Seminar (ERS) on Logistics and Supply Chain Management (https://www.ers-conference.org/).

Due to the COVID emergency, the conference was entirely held online, but this did not make it less interactive and stimulating, and it offered great opportunities for exchange.

50 professors and researchers from all over the world participated, presenting their works and providing interesting elements for discussion about the main trends in the sector of logistics and supply chain management.
Several topics were touched: innovation, technology, circular economy, economic, environmental and social sustainability.

Carl Marcus Wallenburg (WHU – Otto Beisheim School of Management, Germany) and Andreas Wieland (Copenhagen Business School, Denmark) were the conference co-chairs. Angela Tumino and Riccardo Mangiaracina were the local hosts of the conference, as well as members of the scientific committee. Arianna Seghezzi, Chiara Siragusa and Elena Tappia chaired some of the main sessions.

The conference closed with great satisfaction of all the participants.

Luxury and sustainability: that’s Closet Relay, winner of The Mark Challenge

They are four, they have a deep knowledge of the luxury industry, and their business project is quite promising.  Their names are Marco Di Salvio, Alessandro Calvino – International Part Time MBA candidates at MIP, Marco Postorino and Elisa Serra, and they have won The Mark Challenge 2021. This business competition is held by the International University of Monaco and connects students, Alumni, academics, and business leaders from around the world.

Closet Relay – that’s the name of the project awarded in Monaco – explores the niche of the luxury clothing for kids (0-12 years) through a new sustainable business idea.
The project was born at MIP, inspired by the Innovation Leadership course attended by Marco and Alessandro, which taught them new ways to innovate.
Just as they learned in class, they started from a disruptive idea to conceived Closet Relay. Actually, they pushed it ahead, creating a business project that meets consumers’ and market’s needs.
Costumers are more and more concerned about sustainability, and this also affects the fashion industry. Moreover, fast fashion almost halved the life cycle of products, increasing the surplus. A trend that is even more significant for kids’ luxury clothing.

Closet Relay offers to companies a sustainable – both economically and environmentally – solution to companies, while exploring the niche of luxury clothing for kids and the trend of clothing as a service.

Closet Relay aims at buying the surplus from luxury brands at discounted rates to lease them. As baby clothes are usually dismissed after few months, their life cycle would be substantially increased. Closet Relay’s marketplace would also sell second-hand items.

The idea is innovative also because of the financial and strategy tools that our Part Time MBAs applied. Thanks to the skills developed at MIP, they applied advanced techniques that highlighted risk, profits and potential of this business. An approach awarded also by The Mark Challenge’s jury.

Gool luck to our MBA candidates and their teammates for their entrepreneurial challenge! Be this award just the first step towards success.

Technology and innovation, on a human scale

Scientific progress, the availability of technical facilities, cross-fertilisation between different research communities and combined innovation are giving us an unstoppable progression of human capabilities. But how much, and more importantly, which innovation is really on a human scale?

 

Giovanni Miragliotta, Professor of Advanced Planning, Co-Director of the Industry 4.0 Observatory, Politecnico di Milano

 

Everywhere we look, as citizens and as researchers, we read about the “magnifiche sorti e progressive[1]” that, by means of new technologies, are changing our society and our lives. From the more familiar ones, such as broadband communication networks, to the more advanced, such as bioengineering, to those operating behind the scenes, such as cryptography, it all comes together to the point where it is almost difficult to realise the potential for change in the research and innovation system we have built up in developed countries. This potential is realised from time to time by some unexpected  discontinuities, such as the pandemic we are currently experiencing, which, by combining the various existing innovations, show us how the way we work, teach, plan and treat can be overturned in just a few months. A very powerful reflection in this sense, also and above all because it comes from a man of letters and not from a scientist, is the one recently published by Alessandro Baricco[2].

This occasion, which has shown us the extent and speed of possible change, can be used to elaborate on what innovation is at a human scale; it more important than ever to do so right now, in view of what is being developed in universities and laboratories all over the world, since the forthcoming technological breakthroughs could materialise a change, which many believe (and I am one of them) could be disruptive to the very core of our society.

If we consider western democratic states as the main scope, our society rests on a set of pillars, a mix of worldview ideology, morals and common sense, which form the glue. Some technological innovations (first and foremost bioengineering and artificial intelligence) are, so to speak, on a collision course with these pillars, and could lead to new societies, the extent to which they will be on a human scale is difficult to predict, at least as we currently interpret that scale.

Let’s us consider the central role that the work plays in the structure of society, even just focusing on its economic value and disregard the psychological aspects or that of personal fulfilment; for the first time in history we are beginning to glimpse a possible future in which not only we can no longer predict what our children’s jobs will be in 30 years’ time, but we are beginning to doubt that there may even be any jobs left. In an increasing number of specific fields of work (=Narrow AI), in fact, machines have already achieved superhuman abilities and, as you probably know, there is a huge debate about the balance between jobs created and lost. The analyses carried out in the Artificial Intelligence Observatory, at least for the next decade, seem to indicate a positive scenario[3], but if we extend the horizon of analysis, we cannot exclude a situation in which the demand for human labour will be much lower, made unprofitable or useless by the new skills of machines[4].  In the context of fragile monetary and fiscal equilibrium of nations, a significant alteration in the labour market could represent a strong element of instability.

Changing the technology of choice, the advent of biotechnology could in the near future bring about such major changes that the very foundations of society will be shaken: how will the concept of the family evolve if it were normal for human beings to live to be 120 years old, with youth lasting over 40 years?  What will happen when the wealthier classes, in addition to being able to afford better traditional health care, can also afford to take steps to improve their genetic set-up in a way that cannot be matched by most people? Will we, for the first time in history, observe a divergence in our species, with a (small) fraction of the population having more capable, durable and long-lasting “hardware” (body + brain) than the majority of the population?

These examples make us think about the extent of possible economic and social change, but they do not yet seem to affect the ideological foundations of the society we have built in the West since the American and French revolutions, namely the profound belief in the value of freedom and the uniqueness and individuality of the person. But what if, in principle, by observing all the interactions of a person with their environment and their fellow human beings, it were possible to predict exactly what their feelings and needs would be? What would happen if Google or Facebook or others, on the strength of the immense amount of data they collect about us, knew how to advise us on the right book, the right job, the right investment, the right wife, the right preventive surgery, much better than we would know how to do on our own, confused and lost in an endless number of important decisions to be taken dozens of times in our (very long) lives? Would we then still be “free”? And if there is any freedom left, should we make use of it, or would it not be more convenient to delegate our decisions to a “life advisor” technology that would achieve to us a much higher probability of success and happiness than we could do with our own hands?

This last scenario, envisaged by many thinkers, opens up a radical rethinking of the founding principles of our society, first and foremost the liberal principle, leading to outcomes that could range from a further loosening of existing points of reference (in the wake of Bauman’s liquidity) to its total opposite, a very rigid technocracy.

The point is always the same: it is not possible to make predictions of any kind and, after all, the little that needs to be known, of pure speculation on the future, has already been written. These reflections, on the contrary, bring us to a very great responsibility, that of remaining very vigilant over the changes, even the slight ones, that technological innovation is imprinting on our society.

A future awaits us which can only be on a human scale if we will care about building it.

 

 

Reading notes

This reflection arises, and can be further developed, by drawing on the insights of the following authors:

  • Yuval Harari: I recommend the whole trilogy on man’s past, future and present;
  • Mark Tegmar, “Life 3.0”, and the debate at the Future of life Institute;
  • Zygmunt Bauman, in particular his key text “Liquid Modernity”.

 

 


[1] Citation of the Italian romantic poet Giacomo Leopardi, “magnificent destiny and progressions”

[2] Alessandro Baricco, “Five years in one”, https://www.ilpost.it/2021/05/28/baricco-2025/

[3] See report Artificial Intelligence Observatory, “On your marks”, ed. 2019.

[4] Consider, for example, “A 3D printed car which is designed by AI”, www.thereviewstories.com/czinger-21c-ai-3d-printed-car/

 

Announcing the start of the TREASURE project

New testing opportunities for new technologies to make the automotive sector more circular

 

1 June 2021 marked the start of the TREASURE project (leading the TRansion of the European Automotive SUpply chain towards a circulaR futurE), coordinated by Sergio Terzi and Paolo Rosa from the Department of Management, Economics and Industrial Engineering of the School of Management.
Co-funded by the European Commission with the H2020 programme, TREASURE is a Research and Innovation Action (RIA) that aims to offer new testing opportunities for new technologies to make the automotive sector more circular.

Its main objectives are:

  1. to guarantee sustainable use of raw materials in the automotive sector reducing the risks linked to supplies;
  2. to apply the circular economy paradigm to the automotive sector, acting as examples for the manufacturing macrosector;
  3. to deliver better economic, environmental and social performance for vehicles for all users;
  4. to create new supply chains around end-of-life vehicles (ELVs), focusing on the circular use of raw materials.

In this way, TREASURE will deliver tangible support for companies in the automotive sector, providing a practical demonstration of the benefits obtainable from the application of the circular economy paradigm, from the point of view of both business and supply chains and also of technology and sustainability, through the adoption of industry 4.0 technologies in the management processes of ELVs and their parts.

The primary results expected include:

  1. the development of an AI-based tool for analysis and comparison of possible circular supply chains in the automotive sector;
  2. the realisation of a series of successful cases for key players in the management of ELVs, such as car wreckers, scrap metal shredding plants, raw material recycling plants and vehicle manufacturers;
  3. the integration of key enabling technologies for the design, dismantling and efficient sustainable recycling of electronic auto parts.

Partners in the project, coordinated by the Politecnico di Milano, are the Dutch research centre TNO, Zaragoza University in Spain, the professional school at the Università della Svizzera Italiana, the Università degli Studi dell’Aquila, the Dutch consultancy agency Material Recycling and Sustainability B.V., the Estonian company for social studies Edgeryders OU, the Lithuanian LCD screen manufacturer EUROLCDS SIA, the Spanish auto parts manufacturer Walter Pack SL, the vehicle demolition company Pollini Lorenzo e Figli Srl, the leading Spanish car manufacturer SEAT SA, the software developers TXT E-Solutions Spa, the Spanish scrap metal recycling company Industrias Lopez Soriano SA, the Italian National Unification Body, and the French automotive cluster NEXTMOVE.

Human Centered Industry 4.0

Industry 4.0 is often referred to as a new industrial revolution and the recent COVID pandemic has further accelerated the already impressive level of investment in new technologies. However, no real transformation can happen if people are not put at the centre of the transformation. Successful implementation of the Industry 4.0 paradigm requires a joint design of technological and organizational variables, with the aim of designing technologies for humans and not instead of humans. Augmentation strategies through participatory design is the promising avenue to a more resilient and smarter manufacturing

 

Raffaella Cagliano, Professor of People Management and Organization, Co-Director Obstervatory Industry 4.0 Transition, Politecnico di Milano

Digital technologies are nowadays one of the central factors in the transformation of any organization. In the manufacturing context, digitalization is often associated to the concept of Smart Manufacturing or Industry 4.0. Someone even talks about a fourth industrial revolution, referring to the transition towards a new paradigm of interconnected, digitalized and intelligent production systems.

The recent COVID-19 pandemic has been a kind of turning point in this process. As also clearly stated in the recent sixth annual State of Manufacturing Report (Fictiv, 2021), digital transformation has become a business imperative, and no longer a “nice to have” or an optional strategic lever. In fact, those companies that have been able to thrive during the COVID-19 year and have shown higher resilience are the ones that invested more in digital technologies in the years before the pandemic. Even during the crisis, investment in digital transformation – also in manufacturing – increased hugely (see e.g. Deloitte, 2021).

Despite this, the results of the introduction of new technologies do not always fulfil promises and in many cases the investments tend to be higher than the advantages. Many change management problems are mentioned as possible cause, and many lament a lack of competencies within the organization, or a lack of right culture, mindset or other.

During our recent years of research on Smart Manufacturing at the School of Management of the Politecnico di Milano, we had the opportunity to study many successful cases of companies that were able to transform their manufacturing systems into completely new models and to improve their operations significantly; often they were even able to rethink their business model and to offer completely new lines of products or services as a consequence of the new capabilities developed and the opportunities brought by the introduction of the new technologies. At the same time, many of these companies were also able to readily react to the COVID crisis, showing a resilience that was higher than the average. They were able to move many activities to a remote or virtual space, to schedule work in a flexible way to accommodate the needs and constraints of people during the emergency, and to introduce health and safety measures more rapidly and effectively.

These companies have a common approach to digital transformation: to put people at the centre of the transformation. We can recognize this approach from two main elements. First of all, they introduced digital technologies within the context of a clear strategy for operations improvement, where technology is seen mainly as a way to facilitate or augment human physical or cognitive capabilities, rather than substitute them. Technologies, on the one hand, are used to facilitate the work of operators by providing all the relevant information, guidance and support that is needed to operate in the most effective way, and to take away those tasks that are heavy, dangerous or where humans don’t add specific value compared to machines, leaving in this way more space to people to contribute according to their most valuable characteristics. Even more, some applications of Industry 4.0 technologies are designed to augment the operators’ potential by providing them with all the data and information needed to make them able to manage complex production systems autonomously and contribute to continuously improve the processes and the systems themselves. Thus, technologies are not used instead of humans, but for humans to enhance their work and contribution.

Second, these companies adopted a systemic approach to technology design and implementation that allowed them to design a system where technology works for humans. This systemic approach requires that technological and organizational factors are designed together, according to the well-known – but not so often used – socio-technical approach. If technology has to support human work, the technical and social systems should be designed together to exploit the joint advantage of the two systems and to design work and processes where the potential of technology and humans are fully exploited. A more common approach is instead the one where technology is designed first, and the consequences of technology on people are managed afterward, trying to adapt a posteriori the knowledge, culture but even the predisposition of people to the technology, with poor results in most cases. This mistake has been perpetuated in every major technological wave or revolution.

Instead, in many successful cases we observed that the joint design of the technology and the work system is realized though participatory approaches, where people are engaged not just in the last phases of change, to inform them or to test the new systems, but instead since the early phases of the project. Operators are asked to express their needs, to provide early feedback on the new systems and sometimes even to provide ideas to further improve or innovate the production systems. When this level of involvement is achieved, the manufacturing system will benefit from the transformation even after the implementation of the technologies, since people are able to continuously improve the way they work and they use the technology, crafting their jobs according to the potentialities discovered in the technologies and in the data that have been made available. This idea of participation, involvement and diffused creativity is coherent with the principles of design thinking that we have seen used in some of the most advanced cases in our study, and that can constitute a new frontier for the application of the methodology outside the context in which it originated.

 

Big Data: new skills for new professions

Did you know that 2.5 quintillion bytes of data bytes are created every day?  But what happens to all this information? We talked about this with Carlotta Orsenigo, co-director of the International Master in Business Analytics and Big Data.

That’s a staggering number. Where does all this data come from and how is it used?

When it comes to Big Data, there are two areas we think about right away.

On the one hand, there is the Internet of People – the data that users generate as a result of the digitisation of personal relationships. I’m referring to texts, messages, comments, videos, images, and so on.
This information, left by users on blogs, social networks or e-commerce sites, can be collected and used, for example, for sentiment analysis and therefore, to deduce the emotional inclination of users towards a given topic.

On the other hand, we then think of the Internet of Things, or all the data generated by sensors, such as those relating to the location or operation of a particular device. This data is collected and used in various fields, such as that of industry. An example would be the designing of predictive maintenance systems, capable of predicting the onset of a malfunction on a machine or production line in advance, with the aim of reducing risks and costs, and guaranteeing greater safety of the production process.

There is also a third category, that of data collected by corporate transactional systems. This can be exploited for a variety of applications, such as the construction of recommendation engines, which generate suggestions for products and services which can be customised on the basis not only of past purchases, but also of users’ interests.

To extract all this information from the data collected, you need someone who is able do this. What are the professional profiles that are emerging in response to companies’ growing interest in Big Data?

Today, the most sought-after figure on the market is that of the Data Scientist.
The skills required are of different types: modelling, analytical, skills related to the field of artificial intelligence and machine learning. Alongside hard skills related to data management technologies, machine learning, artificial intelligence, and coding – algorithms must be built and implemented  – the Data Scientist should also have management and governance skills. This is essential in order to be able to relate effectively to those within the organisation who deal with the company’s activities and so that the analytical activities they carry out can be translated into actual value.

To summarise, the Data Scientist is the expert in data analysis methodologies, and is the most sought-after figure.

But there is not only the Data Scientist. The Data Science Architect, for example, is responsible for managing and developing analytical pipelines, therefore the entire analytical process, and the technologies to support analysis, management, and data collection. This is a person who takes on the technological responsibility for the analytical process.

There is also the Data Analyst, who uses their analytical skills to monitor the company’s performance. In this case, the skills sought are more those like statistics, reporting and data visualisation, so maybe the more “traditional” skills, but which are just as valued as those relating to machine learning and AI.

In conclusion, data analysis experts can take on positions with many facets and play a role of primary importance in the business world, which is increasingly realising the hidden value of the data it collects. However, this value only emerges if the methods of analysis are used appropriately. This is why experts are needed who are able to process data and carry out analyses using appropriate techniques in a considered way.

According to research by NewVantage Partners, over 91% of executives surveyed report increased investment in Big Data. Which sectors are most affected by this growth?

There are certainly some sectors which are more inclined in this direction, although in reality demand is developing  ̶  albeit with different intensities  ̶  across all sectors.

According to the latest data from the Big Data & Business Analytics Observatory of the Politecnico di Milano, the sector that records the most substantial growth is banking, followed by retail and telecommunications.
However, other sectors are also experiencing significant growth  ̶  not least, public administration, health and manufacturing.
Recent months have led to a slight decline in investment due to the pandemic, but forecasts for the next few years are for a recovery, even a substantial one.

The data collected by a bank is presumably very different from that generated by a hospital. How does this affect the training of the people who will work in these areas and how has MIP responded to such diverse market needs?

As I said before, demand for data analysis experts is growing, and their role is increasingly multifaceted. It is precisely in order to meet this constant and growing demand that our Business School has decided to expand its range of specialised courses.
In addition to the Master in Business Analytics and Big Data (BABD), which will reach its sixth edition next year, two new programmes have been introduced – one in the field of Supply Chain and another in Healthcare – two verticalisations in two areas that we envisage will increasingly be needing these skills in the near future.

The three masters are structured in such a way as to share the core part of the training path, which is dedicated to technologies for the management of big data and, above all, methodologies for data analysis, with particular reference to machine learning, artificial intelligence and data science.

The three programmes then diversify: the BABD master remains transversal to the themes of data science and artificial intelligence, supported by case studies and applications in different fields.
The other two masters, on the other hand, offer specific verticalisations.
So, for example, the Master in Big Data for Healthcare & Biotech aims to train data scientists who understand and know how to govern the complexities of this sector, who can interact with various parties: doctors, healthcare workers and decision makers. They also know how to put forward innovative solutions through data analysis. This always in compliance with the rules and ethical principles governing the collection and analysis of data in this particular context.

By contrast, the Master in Big Data for Supply Chain Analytics aims to provide expertise specifically directed at supply chain management and the use of IoT technologies for the collection and real-time monitoring of supply chain activities, with the ultimate goal of optimising decision-making processes in this area.