A deep dive into how AI and new talent ecosystems are transforming corporate learning and talent pipelines.
In the October edition of Business People, a multi-part special titled Formare il futuro examines how fast-moving forces—artificial intelligence, green transition, and shifting demographics—are reshaping the way organisations approach learning and development. The dossier gathers insights from senior HR leaders, academic experts, and tech entrepreneurs, painting a picture of a talent landscape where continuous upskilling is no longer optional but a strategic imperative.
Artificial intelligence forces a rapid reskilling wave
The diffusion of artificial intelligence is outpacing many firms’ ability to adapt job roles and skill matrices. Rafael Patron, chair of the Aipia technical-scientific committee, argues that the focus must move from teaching specific tools to cultivating a critical eye towards AI outputs.
He warns that training on a single algorithm while neglecting the underlying process leads to a fragile workforce that cannot reinterpret tasks when models evolve. Reskilling therefore becomes a continuous loop: redesigning responsibilities, governing new workflows, and embedding AI literacy at every organisational layer.
Silvia Pontarollo, Chief Human Resources Officer at Safilo Group, reinforces this view by insisting that learning must be woven into daily work. She describes a culture where employees routinely experiment with emerging technologies, turning every project into a mini-lab for skill experimentation. In such an environment, the line between work and education blurs, allowing staff to reinvent themselves as market demands shift.
European talent ecosystems and innovative HR tech
Competence centers across the continent
Across Europe, policy makers have built bridges between research, innovation and industry. France’s French Tech network, Germany’s Fraunhofer institutes, and the United Kingdom’s Catapult Centres illustrate how coordinated ecosystems can accelerate talent pipelines. Italy contributes its own Competence Centers which aim to stabilise the link between academia and production. Marco Taisch, president of MADE Industria 4.0 and professor at Politecnico di Milano, stresses that sustained investment in both technology and people is essential, even after temporary incentive schemes expire.
Jet HR: turning bureaucracy into value
Entrepreneur Marco Ogliengo showcases a practical response to administrative overload with Jet HR. After raising €41.7 million and serving more than 1,500 companies, the firm has expanded from pure paperwork simplification to a suite called Jet Recupero AI. This artificial-intelligence driven tool uncovers dormant tax credits and incentives, freeing capital that can be redirected to training or salary growth. Ogliengo recounts how his own client grew from two to over 350 employees in three and a half years, a trajectory that demanded disciplined investment and a constant hunt for new skills.
Strategic viewpoints on the skills gap and future growth
Matteo Colombo, president of the Adapt Foundation, frames the talent shortage as a multi-dimensional issue. Beyond a simple lack of skills, he points to demographic trends, the diminishing attractiveness of certain professions, and the need for a seamless dialogue between schools, vocational programmes and companies. Continuous education, he argues, must accompany initial training because the required competencies evolve faster than a single learning episode can cover.
Carla Guaraldo, HR Director for NBCUniversal Italy, echoes this sentiment. She describes a virtuous cycle where investment in people not only attracts top talent but also equips them to handle AI-enhanced workflows, thereby reinforcing corporate culture and competitive advantage. Meanwhile, Simone Benini, portfolio manager at AcomeA Sgr, highlights that Italian manufacturing’s next growth engines will likely be high-specialisation sectors such as pharmaceuticals and advanced engineering. However, success hinges on the ability to translate quality and innovation into higher productivity and stronger export performance.
Finally, a round-table with six leading accountants reveals how fiscal and strategic advice is evolving. Luca Giovangiuseppe Liminta emphasises that bureaucracy can be turned into a strategic lever, while Adelina Di Pietro stresses early detection of financial signals. The discussion also touches on generational succession, with Fabio Riccardo Cosmai and Marco Salvati underscoring the importance of proactive planning to avoid reactive crises.
