AIF Adriano Olivetti Prize interviews

Technological innovation is transforming human relations, and this change is also clear to the organisations and companies with whom we collaborate. The training process must renovate methods, tools and spaces in order invest people with value in an increasingly digital context. What are the most crucial changes that should be made? Does this change have certain positive aspects to it? If so, which?


My experience is shaped by the extremely technological and computer-orientated context where I operate. My training speciality focuses especially on companies in the translation sector, which use particular tools for managing information connected with this activity. I have found that it is vital to impose a training model that is capable of keeping up with the rapid evolution generated by the constant renewal of the tools employed. The phases of analysis and evaluation of the most suitable instruments for use need to be invisible to final users in order to avoid creating confusion. But it is indispensable that all new tools are integrated into the company workflow. The changing long-view scenario does of course have positive aspects, above all the possibility of employing quality control instruments and of creating automatic modules for carrying out repetitive procedures. This makes it possible to dedicate more time to the quality of the final result, to the benefit of user and customer satisfaction.



Artificial intelligence systems are capable of learning by identifying new possible forms of life, i.e. sentient entities whose development we can neither predict nor guide. How can this process of galloping technological development regarding the production of collective intelligence remain connected with ethics and cultural stimulation in company organization processes? How can training activities facilitate the individual in contributing to innovation without passively submitting to it?


In this sense, training processes can provide an effective input for helping company structures to improve their handling of process flow and for identifying the best course to take in order to achieve their targets.
Good formative training aims to improve contact between different company areas and to find suitable tools for sharing information, expertise and experience, in order to ‘speed up’ the learning process and optimise work quality and personal satisfaction.
In this sense, everything that helps carry out mechanical or repetitive tasks, and thus frees time and energy to be focused on the search for new solutions, is extremely welcome.



Yesterday you said tomorrow. Today young people represent the future of our society, but crisis and lack of investment threaten to create a conflict between the personal self-realisation dimension and the competitiveness of companies and territories. How can training activities contribute to reconciling these two extremes and to emphasise both company strategic values and deep personal fulfilment? How can training help establish an ideal workplace situation generating enthusiasm and participation?


I think that the most valuable thing training can achieve in this sense is to help young people facing their first work experiences to “discover” their personal response to finding themselves in a company context. This will enable them to focus on work goals suitable for them, which will thus improve their enthusiasm and commitment, while also encourage the company to invest in a resource who will give their best using their best skills. ‘Downtime’ will also be reduced, and team creation reinforced by cooperative individual motivation, with palpable results in terms of individual satisfaction and improved efficiency in professional performance.