Air transport sustainability: a PhD in collaboration between easyJet and the School of Management

Diego Babuder, easyJet pilot, will undertake the four-year Executive Research Path of the PhD Programme in Management Engineering

 

This year the School of Management of the Politecnico di Milano, in collaboration with easyJet, is launching an Executive PhD in Management Engineering focusing on sustainability in the airline industry. The course focuses on the challenges and opportunities that digital innovation can have in this area, with a particular focus on how airlines can contribute to the de-carbonisation of the sector and reduce the effects of climate change.

Environmental sustainability is a cornerstone of easyJet’s development strategy and in 2019 it decided to offset emissions from the fuel used on all its flights to meet the global challenges of climate change. “Investing now in the research and development of revolutionary technologies such as hybrid, electric and hydrogen-powered aircraft is the best way to effectively address the global challenges posed by climate change for this sector. This is a historic moment for commercial aviation and we intend to play a leading role in the transition towards solutions capable of significantly reducing the impact of aviation on the environment” – explains Lorenzo Lagorio, easyJet Italy country manager.

“The transition to more sustainable and circular industrial systems is an unstoppable process and for commercial aviation it represents both a challenge and a great opportunity. This is not just about technological innovation, but an overall transformation of business models with systemic impacts at sector level that will lead to the emergence of new supply chains – comments Paolo Trucco, Professor of Industrial Systems at the School of Management and head of the research project with easyJet It is a source of pride and great stimulus for us to be able to study and address these phenomena through a research and training partnership with a leading company in the sector such as easyJet. It is also significant that this collaboration is centred around the doctoral studies of one of their pilots; a demonstration of how the development of human capital underpins the ability of organisations to transform themselves and take advantage of all the technological and operational opportunities to make their business more sustainable”.

Diego Babuder, easyJet pilot for over 7 years, now a new PhD student at the Politecnico, has a degree in air transport management from the UK and has collaborated with the Politecnico di Milano on the lessons of the first level master’s degree in “Fundamentals of the air transport system”. “I am convinced that air transport can play a leading role in combating climate change and set an example for many other industries. There is a lot of enthusiasm for the various research areas that are currently underway, starting with the development of hybrid and electric aircraft and the production of sustainable fuels.”

«Thanks to the Full-Time MBA I learned to enhance the family business»

Fabio Borgia, a Full-Time MBA student, has a leading role in the Le Rogaie farm, managed together with his parents and siblings. The history of an innovative project that, through social media, tells the story of a group that is attentive to social, economic and environmental sustainability.

Innovating in a sector that is considered to be among the most traditional is possible. That is shown by Le Rogaie, a family-run farm in the Tuscan Maremma, which during the first lockdown deciding to talk about its activities online. The family business is managed by the Borgia family: two parents and five children. Among these is Fabio Borgia, currently enrolled in the Full-Time MBA programme at MIP Politecnico di Milano. An engineer by training, specialised in the energy sector, he talks to us about the reasons that led Le Rogaie online: «We took our inspiration from some foreign farmers, who thanks to social media had the opportunity to talk about their activities in a transparent fashion and without stereotypes. And we also decided to try».

The farm goes online

So, Le Rogaie landed on YouTube, on Facebook, on Instagram. The views and registrations in its social channels are growing, as is the interest of users: «I believe the success comes from the mix of tradition, passion, familiarity and innovative spirit. We are real, we show ourselves for what we are, and our initiative is already attracting users from outside of Italy.  The face of the initiative is my brother Edoardo, who in the videos talks about the activities of our company with language that is technical but also informative», explains Borgia.  The contents created, which have an educational objective, and the company’s opening to research have also drawn the interest of the academic and scientific world: «The European and Italian space agencies, together with the research institute CNR and different European universities, collaborate with Le Rogaie carrying out advanced studies on chlorophyll photosynthesis, as well as taking measurements useful for the calibration of satellites». Returning “to earth”, instead, it is worth mentioning that initiative that allowed students of agricultural faculties to virtually visit the company, thus bypassing the restrictions caused by the pandemic: «Thanks to our initiative, those visits now take place online. But we would like to give everyone the opportunity to live a real experience on the farm». In fact, the social media pages are aimed at the widest possible audience. «Le Rogaie mainly produces milk. The growing attention paid to the issue of breeding, and to zootechnical issues in general, deserves in-depth information that talks about this in an honest way, also stressing an element that is central for us like sustainability».

Social, economic, environmental sustainability

«It’s a theme that has always been important for us, and that we see from three points of view», explains Fabio Borgia. «The first is that of social sustainability.  Our first commitment is to involve the local community, to be present, open to the outside world. Then comes economic sustainability, which perhaps is the biggest challenge: we have an advantage, from this point of view, from having preserved the dimensions of a family business. Each of us leverages off specific skills to reinforce the fundamentals of the company. Specifically, I follow the development of online activities and handle establishing new contacts. Last, but not in terms of importance, there’s environmental sustainability». A theme that, in the case of Le Rogaie, is strictly tied to an aptitude for innovation: a family tradition, seeing that, as Borgia tells us, his father Giulio has never shied away from experiments, whether of a social or technical nature. «In 2008 we invested in a biogas plant that closes the CO2 cycle and produces 250 Kilowatts of electricity per hour that is now sold entirely to Enel. Our goal, ambitious but possible, is to transform Le Rogaie to become carbon negative. We want to convey the message that agriculture isn’t the exploitation of nature, on the contrary: human intervention improves nature itself», says Borgia.

At MIP for an entrepreneurial mindset

Fabio Borgia is currently enrolled in the full time MBA programme at MIP and is preparing to immerse himself in bootcamps ahead of the summer internship. «I am an engineer, but I am gradually becoming interested in governance issues. In general, I find that the whole course has been done well and is well-structured. I decided to enrol in this MBA programme because I find the technological tradition of Politecnico di Milano to be winning. For me it was an investment motivated by curriculum needs and the desire to gain access to a type of training that can offer countless opportunities, also thanks to the strong tie between MIP and companies. In fact, I have already had several interviews. Then there’s also PoliHub, the MIP incubator. Thanks to this MBA I am developing an entrepreneurship mindset, able to stimulate reflection and innovative ideas. Ideas that, of course, will also make a strong contribution to Le Rogaie», concludes Borgia.

 

Fighting food waste: the success of the neighbourhood Hubs for recovery and support for the most vulnerable

On the National Day for the Prevention of Food Waste on 5 February 2021, the data monitoring carried out by the School of Management of the Politecnico di Milano shows that, thanks to the Isola and Lambrate Hubs, more than 3,300 families have been reached with 152,000 meals

 

The surplus collection target for 2020 is 76 tonnes: 62 were gathered between January and February and between June and December in via Borsieri and 14 in the newly opened Hub in via Bassini.

The idea of the neighbourhood Hubs stems from the “ZeroSprechi” memorandum of understanding between the City of Milan, Assolombarda and the School of Management at the Politecnico di Milano, signed in 2016. One of the priorities of Milan’s Food Policy is to reduce food waste and innovate ways of collecting food for the needy by designing and testing a model for collecting and redistributing surplus food based on local neighbourhood networks.

This project, as Giovanni Fosti explains, “is made possible by the presence of networks in the area such as the Qubi Programme – Fondazione Cariplo’s formula against child poverty”.

As Anna Scavuzzo, the deputy mayor of Milan in charge of Food Policy, affirms, “this action has allowed us to continue to work towards the goals of sustainability, but also of the right to healthy food”. The commitment to fighting waste will lead to the opening of two more neighbourhood hubs in the Corvetto and Gallaratese areas next summer.

Even in the face of the difficulties of the time” – according to Alessandro Perego, Director of the Department of Management Engineering at the Politecnico di Milano – “the results of the first Hub in Isola and the recent Hub in Lambrate have demonstrated the sustainability of a model that is based on structured operational processes and solid cross-sector collaboration. Hubs are also a central point in the social network of a neighbourhood. We will continue to work closely with contributing companies and all project partners to ensure the continuity and replicability of the system in other areas of the city.”

As Alessandro Scarabelli, General Manager of Assolombarda, puts it, “the crisis caused by Covid has severely affected the finances of many families, unfortunately worsening the conditions of those who were already struggling to find essential supplies. For this reason, the opening of two new hubs is even more significant for the social resilience of the city. The important results achieved are a clear sign of how important it is to team up and strengthen our commitment to build a model of collecting the surplus and redistributing them in support of the most vulnerable people”.

 

Project partners: City of Milan, Politecnico di Milano School of Management, Assolombarda, Fondazione Cariplo, Banco Alimentare.

FLEXA, the “digital mentor” of MIP Politecnico di Milano and developed in collaboration with Microsoft, is now accessible to everyone free of charge

The ongoing and customised training platform has been operational since last year and has been recognised as one of the most innovative projects in the world.

MIP Politecnico di Milano Graduate School of Business announces that it has made FLEXA the ongoing and customised training platform created in collaboration with Microsoft and BlueIT, accessible to everyone free of charge. FLEXA also promotes networking between students, alumni and companies, to which it provides support in recruiting campaigns through the use of artificial intelligence algorithms that facilitate the matching of job supply and demand.

The project, which has already been recognised by the international association AMBA – which certifies the best MBA programmes of business schools around the world – as one of the most innovative promoted by a business school, has been running for just over a year and has so far been aimed exclusively at business school students and alumni.

FLEXA is based on the Azure cloud platform and Microsoft’s artificial intelligence and analytics capabilities. It acts as a digital mentor with access to an ecosystem of some 800,000 pieces of content, including self-guided digital courses, webinars, podcasts, articles and case studies, some of which remain restricted to MIP students and alumni. The platform creates and suggests customised training paths for each user, starting with an assessment phase that evaluates the skills gaps to be filled in order to achieve professional goals. The method of use is based on a “smart” approach, i.e. it can be adapted to the time available to each individual for professional development.

Federico Frattini, Dean of MIP Politecnico di Milano: After one year, we have managed to meet the learning and lifelong learning needs of an increasing number of students and alumni of our school by using FLEXA. We now aim to contribute to the development and updating of the skills of anyone who wants to get involved and continuously develop their professional skills over time, by opening FLEXA free of charge to anyone interested in using it.  We strongly believe that there is a need for a very broad re-skilling process in our country and beyond, to ensure that managers, entrepreneurs and professionals stay up-to-date and develop their skills through an effective and rigorous tool such as FLEXA. This is why we have decided to make our platform available to anyone interested, free of charge”.

Sustainability and companies: towards a hybrid model

 

In recent years, the issue of sustainability, also thanks to the agendas of economic and financial institutions at European level, has increasingly been brought to the centre of the debate.
This is why we asked Raffaella Cagliano, Professor of People Management and Organisation at the School of Management of the Politecnico and Director of the Master in Sustainability Management and Corporate Social Responsibility at MIP, how sustainable behaviour by managers and businesses can have an impact on society.

Let’s start from the basics: when we talk about sustainability in business, what exactly do we mean?

Today, companies should no longer be focussing exclusively on achieving profit  ̶  and therefore solely on shareholder satisfaction  ̶  but must act for the benefit of a wider set of stakeholders, who also have different objectives, such as the sustainable development of our society, both from an environmental and social point of view.
It is, however, difficult for companies to achieve these goals by themselves. In order to make a significant contribution, it is important that several players work together: businesses, the non-profit world, public administrations and civil society. The issue of partnerships is essential in this area: only by joining forces can we make a significant impact.

But what is driving companies to take this path right now?

It has been a long-term process, although we are now seeing an increasing awareness of these issues, especially on the part of the younger generation, who are more attentive and who are no longer willing to work for realities that are not perceived as sustainable. It is therefore important for companies that want to continue to attract talent and sell to these segments of the population to move in a new, more sustainable direction.
Not to be underestimated is the growing emphasis on these issues at the level of European public institutions, through a series of policies that encourage sustainable development. I am thinking of the Green New Deal, to name just one.

Finally, there is also the feeling that this pandemic has somehow revitalised consciences, raising people’s awareness of broader issues than was the case in the past. But this is only a further push to an already well-established phenomenon.

So something has already changed.…

Yes, indeed it has. It is precisely this growing focus on social and environmental challenges that is bringing companies closer to some of the logic of the non-profit world.

We are facing a sort of hybridisation: while on the one hand, “traditional” companies are becoming increasingly aware of their impact on society, non-profit concerns are using business models typical of the world of enterprise to make themselves economically sustainable and reinvest profits in the goals – social or environmental – for which they were created.

It is precisely this convergence between the two sectors that leads us to explain why MIP does not include specific programmes dedicated to the non-profit world in its educational portfolio.

Rather, the school decided to address the issue of sustainability by thinking about the business function concerned. While it is indeed true that all managers should have expertise on the subject, given the central role of sustainability in creating value, there are also some areas that deserve a more specific approach.

So, while we have created the International Master in Sustainability Management and Corporate Social Responsibility for those who need to set a company’s strategy with a view to sustainability, for those who want to apply it to the productive core business of industrial companies, there is the Master in Sustainable Industrial Management.

Then there are the International Master in Circular Economy & Green Management, which focuses on environmental objectives, and the International Master in Social Innovation & Entrepreneurship, which discusses how companies and start-ups can address and overcome major social challenges.

Finally, specific attention is paid to the financial world, with the International Master in Sustainable Finance. In fact, dealing with sustainability in this particular area involves two different tiers. On the one hand, more and more financial institutions are including sustainability in their parameters for evaluating and choosing investments; on the other, companies must both manage their financial assets by including a logic of sustainability, and know how to interface correctly with the financing bodies, which are changing perspective.

Such a wide range of courses shows a definite interest in the topic. After all, MIP is the only Business School in Europe to have received B Corp certification, which attests to its commitment to combining profit, the search for well-being for society and attention to the environment…

I don’t believe that we can teach sustainability if we are not putting it into practice ourselves. MIP is a company, which first has to apply those principles that it then teaches in the classroom.
For example, we have always demonstrated a strong interest in the social aspects of sustainability, such as inclusion, equal opportunities, and access to training. Just look at the Gianluca Spina Association, which, with its scholarships, guarantees access to the Masters to deserving young people who might otherwise have difficulty in obtaining such a place.
In recent years, however, we have also committed ourselves to embracing other aspects of sustainability, such as reducing food waste, the use of paper and plastic and the proper disposal of waste.
For these efforts, we have also been awarded B Corp certification. Being the only Business School in Europe to have received this certification must not be an end in itself, but a starting point on a path of continuous growth. Precisely for this reason, the School is developing a strategic plan aimed at improving those aspects of sustainability that still need a further push.
The idea is to become one of the world’s leading business schools in transmitting this message  ̶  as well as obviously wanting to build a better future for everyone.

10 Students | 10 Stories: fundraising campaign kicks off for 10 deserving students

10 Students | 10 Stories – Working together for the students of Management Engineering” is the fundraising campaign that the School of Management at Politecnico di Milano is promoting to help 10 bright young people plan their future together with us.

The number of students enrolling in programmes in Management, Economics and Industrial Engineering is growing every year. This multidisciplinary training course, demanding but gratifying, is much appreciated in the working world. But not everyone can afford the costs involved, not least the cost of living in Milan. The COVID-19 pandemic has worsened the problem, putting a strain on the resilience of our economic system.

Management Engineering prepares students to be leaders in innovation and change, combining the scientific rigour of methods and theories with the continuous search for a positive impact for the whole community. By supporting deserving students we will all contribute together in the creation a generation of competent and responsible professionals.

All together, we can make a difference, especially at this time, for talented young people.
For more information, visit the campaign page and donate too!

The fundraiser is organised with the support of the Fundraising Office of the Politecnico di Milano.
Please also visit https://www.dona.polimi.it/en/.

The Economist’s 2021 ranking of full-time MBA programmes: Politecnico di Milano’s School of Management among the top ninety in the world

MIP Politecnico di Milano, part of the School of Management, enters the Economist’s rankings dedicated to the best full-time MBAs in the world for the first time. 

MIP Politecnico di Milano Graduate School of Business is delighted to announce that, for the first time in its history, it has joined The Economist’s 2021 ranking of  full-time MBA programmes, the classification that recognises the best full-time Master of Business Administration (MBA) programmes in the world. Politecnico di Milano’s School of Management is, in fact, among the ninety schools selected and, specifically, ranks 86th.

At a European level, the school is the only one in the ranking among technical universities with a Business School or Management Department, and the fourth among generalist universities with technical expertise and a Business School or Management Department. More broadly, thirty-five European schools feature in the ranking.

Among the parameters considered by the classification, the Politecnico di Milano’s School of Management stands out in terms of the percentage of students who found work within three months of the end of their course, the average increase in their salary and the representation of international students and  alumni.

In the words of Vittorio Chiesa and Federico Frattini, President and Dean of MIP Politecnico di Milano, respectively: “We are honoured to join this ranking for the first time in our history. It is an achievement which we would like to share with all the students who have chosen our school and with all those who, we hope, will want to do so during the year that has just started.”

Scientific research: Covid-19 changes activities and spaces

More research is done individually and women in the Italian academy have returned to university environments less than their male colleagues

 

The pandemic also has an impact on the way research is carried out and consequently on the way university environments are experienced. An interdisciplinary research group at the Politecnico di Milano, consisting of Gianandrea Ciaramella, Alessandra Migliore and Chiara Tagliaro from the Department of Architecture, Construction Engineering and Built Environment (DABC) and of Massimo G. Colombo and Cristina Rossi-Lamastra of the Department of Management Engineering (DIG), collected the experiences of 8,049 university academics (49% women, 51% men, average age 51 years) throughout Italy between 24 July and 24 September 2020.

University researchers, like other high-capacity workers, have changed their ways of working because of the Covid-19 pandemic. The implications of this phenomenon, which the research group calls Covid-working, are multiple, particularly in terms of organising the space for their work. The questions addressed to the academics concerned the way of carrying out research (individual or collaborative) and the spaces used to carry out their research activities (as research enablers) in the period before and during Covid-19.

The results show very clear trends. Firstly, the data shows a general trend towards a more individualised approach to research activities compared to the pre-Covid period. Due to physical distancing, research has become an activity that is more individual than collaborative. In particular, researchers in the Life Sciences (LS) and Physical Sciences and Engineering (PE) are moving from work mainly balanced between individual and collaborative research to research that is drastically more individual (from an average of four times per week at the university to little more than once). Researchers in the field of Social Sciences and Humanities (SH) undergo a less drastic “individualisation”, as they are already used to this kind of activity.

Second, with the progressive relaxation of the lockdown, a different scene is playing out in the return to university spaces: gender differences are emerging in terms of workspace organisation. In fact, at the end of the first wave of the pandemic, most women continued to do research from home, while men started to use other workplaces to a greater extent: not only the university, but also third-party spaces such as laboratories and public libraries. This trend already began to take shape during the first period of severe social restrictions.
Women seem to be penalised, in particular, because in the pre-Covid era they used shared spaces in greater numbers than men and now, because of the need for physical separation, they find it more difficult to return to their usual place of work. In fact the data shows that men, during the gradual reopening of university campuses, have returned more than once a week to their predominantly single offices, while women, with predominantly shared offices, work from home more than their male colleagues (4-5 times a week).

The first results of the analysis therefore show how research is becoming more individual in general (the percentage of collaborative research activity increases from 42% pre-Covid-19 to 31% today, while individual activity increases by about 10%) and how men, both before and during Covid-working, have more access to diverse working environments.  The effects of this new organisation of work are still to be studied in depth, especially with reference to the categories most penalised: not only women but also young researchers who, according to the data collected, have suffered a substantial decrease in their collaborative research activity at a crucial stage of their academic career.

The data on Italian researchers therefore raises important questions about the impact of the COVID-19 pandemic on the characteristics and quality of scientific research:

  • Is there is a causal relationship between individual or collaborative research activities and the spaces available? Will the space for scientific research maintain its primary function as a meeting point between the individual and the collective dimension?
  • What is the impact of new ways of spatial organisation of research activities on the home-work balance and the production of scientific results? Is it the same for men and women?
  • How can university campuses of the future be redesigned to fully promote equal opportunities in research and career progression? How much can physical space favour these objectives?

 

For more information, read the press release.

Symplatform 2021: an international symposium on digital platforms

 

Over the last years, the relevance of digital-based business model increased significantly. AirBnb, Uber or BlaBlaCar showed the great potentialities of companies that aim to get together different groups of customers – like travelers and hosts – through the opportunities provided by digital technologies.

We are pleased to launch the second edition of Symplatform, a symposium on digital platforms that aims to get together both scholars and practitioners.

Symplatform is a joint project developed by Trinity College Dublin, Politecnico di Milano School of Management and Audencia Business School. 

The second edition will take place digitally through 4 sessions between May 17th and May 20th from 2 pm. To 3.30 pm (CET).

The symposium is going to be based on various formats: parallel sessions with academic papers, “Pitch your challenge” sessions led by practitioners and collaborative workshops to help the platform field to move forward.

Further information can be found at Symplatform.com.

Enhancing cultural assets through digital innovation: the multidisciplinary approach as a development asset

The multidisciplinary approach to enhancing cultural assets, combining knowledge of cultural and architectural assets with managerial skills applied to the specific context, may represent a strategic key to the country’s economic recovery.

 

Deborah Agostino, Associate Professor in Accounting Finance and Control and Director of the Digital Innovation in Heritage & Culture Observatory, School of Management, Politecnico di Milano.

Stefano della Torre, Full Professor of Restoration at the Politecnico di Milano and Head of the Master in Management of Cultural Heritage and Institutions – MIP Graduate School of Business, Politecnico di Milano

 

The current pandemic has brought to the fore the importance of adopting a multidisciplinary approach to enhancing cultural assets, based on a combination of humanistic, technical and scientific skills.
Cultural assets are in themselves multidisciplinary, in terms of the diverse ways in which they can produce benefits for local development and their resilience in the face of major crises. Over the last few years, the spotlight has often been placed on the importance of understanding the complexity of cultural assets with regard to their enhancement, involving areas as diverse as archaeology, architecture, chemistry, mathematics, materials science, design and management.

With the physical closure of Italian cultural sites, following the legislative decrees issued with a view to containing the Covid-19 pandemic, further attention has been drawn to the importance of creating synergy between different professional figures to enhance cultural assets, also – and, indeed, above all – in times of crisis. At this historical time, digital innovation, and the ability to exploit the digital channel, is the guiding thread connecting various disciplines. The cultural experience has temporarily shifted from the physical to the digital: on-site visits have turned into virtual tours, school visits into online activities, shows and events into live streams. In most cases, these services are not delivered in a structured manner by a team of professionals. On the contrary, a last-minute, emergency-driven approach has often been adopted, paid for with delays on several fronts. The School of Management has monitored the types of digital content proposed and the resources dedicated to it. While results, in terms of online participation in events, have on average been high (online participation doubled during lockdown, compared to the same period last year), the same cannot be said for the skills and resources involved. The findings of the School of Management’s Digital Innovation in Heritage & Culture Observatory show that, in Italy, one out of two museums employs professionals with specific digital skills. Of these, only 6% have a dedicated team comprising a digital manager and a set of specialised professionals.

While the approach used in the first lockdown involved producing digital cultural content using the resources available, it is now time to reflect in a more structured manner on the medium- to long-term sustainability of this business model, as further proven by closures and revenue loss. This means considering at least three aspects:

  • The type of digital cultural content, which cannot be a mere transformation into the digital realm of the activities designed for on-site use. Instead, we need to develop “native digital” offerings;
  • The revenue mechanisms associated with the new digital cultural offering. The digital content emerging from the first lockdown was free, but this does not contribute to the financial sustainability of museums;
  • The professional skills required to develop the project, which must inevitably combine cultural and heritage skills with managerial, technological and experience design competences.

In this regard, the School of Management takes an active role in boosting the digital innovation of cultural institutions through both research and training.
From a research perspective, its projects analyse new sustainable business models, the digital transformation approaches implemented, and the impact generated by innovation. For example, in terms of new business models, we are mapping fully digital offerings and their cost and revenue mechanisms. Early results show some difficulty in identifying a value proposition capable of highlighting the value of enjoying culture in digital form; in other words, while visitors may be willing to pay a ticket to visit a site, they are not prepared to do so for a digital activity. The research is in its early phase, but it will continue by mapping the models adopted nationally and internationally also in related sectors, in order to contribute to the definition of a possible “phygital approach” capable of combining the “physical” nature of cultural assets with the value added by a digital experience.

From a training perspective, it is now more necessary than ever before to train multidisciplinary professionals having two key cross-cutting competencies: soft skills, and the ability to understand different languages within the cultural heritage world; and digital innovation, in terms of designing experiences and of conservation techniques and new digital languages. In this context, with the Master in Management of Cultural Heritage and Institutions – unique in its kind, in Italy, for combining the technical skills of architecture, management and design in a single programme – the School of Management has set itself the ambitious goal of training executive figures capable of exploiting and steering the great changes underway in the cultural heritage world, combining an in-depth knowledge of cultural and architectural assets with managerial skills applied to the specific context.
This was done by means of an application approach that makes it possible to “experiment”, in the actual context, with the complexity of managing and enhancing an asset, favouring the dialogue between “theory” and “practice”, between universities and cultural institutions, and between different professionals.
This is an ambitious challenge we have set ourselves, but one that we believe, today more than ever, will represent an added value for the cultural heritage world and form part of our country’s economic recovery programme.