KNOWLEDGE 4 POSITIVE IMPACT

Last-mile Delivery – the final stage of the online order delivery process, from the last hub in the courier network to the end customer – is one of the most complex and crucial challenges of modern logistics. The growth of e-commerce and the need to reduce environmental impact make this area a true laboratory of innovation for companies in the sector. Sustainability and efficiency are no longer alternative objectives, but must now coexist within operating models capable of combining performance, emissions reduction, and quality of service.

This is explained in this interview with Arianna Seghezzi, Director of the International Full-Time MBA at POLIMI Graduate School of Management, in which she analyses the trends and most promising solutions for making Last-Mile Delivery truly sustainable.

When we talk about logistics and sustainable Last-Mile Delivery, what do we actually mean? What are the main sustainability challenges in this area?

When we talk about sustainable Last-Mile Delivery, we mean the ability to organise and complete the delivery of online orders to the end customer using solutions that focus on environmental sustainability, without compromising the performance and quality of the delivery experience.

The main challenges in this area stem from the structural characteristics of B2C e-commerce logistics: online orders are often fragmented, with few items per customer and destinations distributed widely across the country, making it difficult to optimise delivery routes. Added to this is the possibility of failed deliveries, which may required additional delivery attempts and less efficient use of resources.

Another complex element is the pressure on service levels: customers expect fast, flexible and often free deliveries – factors that make it difficult to maintain a high density of delivery rounds.

Making Last-Mile Delivery sustainable means rethinking operating models, integrating new technologies and, above all, actively involving the end customer. It is a systemic challenge, requiring collaboration across the supply chain and a strong drive for innovation.

Companies in the sector therefore often need to balance efficiency and sustainability — which strategies, operating models, and solutions are currently most effective for achieving this goal in Last-Mile Delivery?

We tend to view efficiency and sustainability as opposing objectives, but in Last-Mile Delivery they aren't actually two opposing dimensions; rather, they are closely interconnected. Looking at performance indicators – costs and emissions per delivery – we see that increasing delivery density, the number of packages delivered per tour, generates benefits on both fronts.

There are two benefits to increasing the number of deliveries per tour: on the one hand, greater operational efficiency, reducing the average cost per delivery; on the other hand, improved environmental sustainability, with a reduction in emissions per unit delivered.

Therefore, strategies and operational models aimed at increasing delivery density, such as algorithmic routing optimisation, are effective tools not only for increasing productivity, but also for mitigating environmental impact. These solutions demonstrate how efficiency and sustainability can and must work synergistically.

Parcel lockers are often cited as a sustainable solution for last-mile delivery. What exactly are they, and to what extent do they really contribute to sustainable deliveries?

Parcel lockers are automated parcel collection and delivery points located in strategic places that are easily accessible to customers, such as stations, shopping centres, or petrol stations.

With these devices, customers can pick up their order independently whenever they want, without having to receive it at home. This decouples the delivery and collection phases, improving process efficiency.

One of the main advantages of parcel lockers is increased delivery density: many packages that would otherwise require individual deliveries are delivered to a single point. This drastically reduces emissions – in some cases by even more than 80% – and eliminates the problem of  failed deliveries and  the need for new delivery attempts.

Parcel lockers therefore show how an innovative solution that changes traditional delivery patterns can enhance both efficiency and sustainability. Furthermore, this approach actively involves the end customer in the delivery process, increasing flexibility and further reducing inefficiencies related to missed deliveries.

Looking at training, how can we prepare managers and professionals who not only manage Last-Mile Delivery effectively and efficiently, but also do so in a sustainable way and with a clear and well-defined Purpose? What is POLIMI Graduate School of Management’s commitment in developing figures with this level of sensitivity and preparation?

At POLIMI Graduate School of Management, among others, we work on two core dimensions: sustainability and Purpose. Sustainability is not treated as a standalone topic or one limited to specific courses, but as a cross-cutting principle embedded in all the school's educational and design activities. It's part of our DNA: we promote a responsible training model that is geared towards making a positive impact not only within organisations, but also on society at large.

Similarly, Purpose is not a declaration of intent, but a practical compass that guides management choices, both operational and strategic. The objective is to train professionals who are able to make informed decisions, capable of combining operational efficiency, environmental sustainability and shared value.

With this in mind, POLIMI Graduate School of Management is committed to developing professionals capable of addressing the challenges of Last-Mile Delivery with a broad vision: environmentally conscious managers, who also have a strong sense of responsibility and a clear Purpose that guides their decisions towards a more sustainable future.

What happens when a critical outcome isn’t achieved? The difference between an outcome-addicted leader and a purpose-full leader is in the response.

• Outcome-addicted leaders react with urgency, stress, blame, self-doubt, or a need to prove themselves - often doubling down on rigid strategies.
• Purpose-full leaders pause, reflect, and reconnect with their purpose—seeing a missed outcome as a signal, not a verdict. They extract insights, realign their approach, and maintain momentum rooted in purpose.

Purpose-full leaders are not just goal-setters; they are culture-shapers, energy- stewards, and architects of meaningful impact.

The importance of purpose is increasingly discussed in modern companies because it is clear that it is not an abstract concept, but a tangible force that can transform entire organisations, influencing strategic decisions, corporate culture and the personal growth of employees. Through interviews with managers and business leaders within the “Purpose Pioneers Series” format, Darren Rudkin, founder of The Mind At Work, explores how purpose is changing the perception of work and dynamics in companies, from strategic decisions to day-to-day interactions.

Awareness and experience: the keys to success

Understanding how purpose can influence business decisions is essential for any modern leader. This awareness allows us to create a connection between our personal and professional lives, making decisions more authentic and targeted: “We need awareness and experience,” explains Federico Frattini, Dean of POLIMI Graduate School of Management, “We are not typically aware of the mechanisms that take place in our minds when it comes to making decisions in the workplace. We often leave our emotions and values outside the door when we walk into the office. Understanding and experiencing how purpose affects us is essential to gaining the strength that enables us to face the challenges of our daily lives.”

Purpose works at a deep level and for that reason, you need to be careful how your state can influence the effectiveness of business decisions. In this way, you can act more purposefully, increasing team cohesion: “When we are focused as a team,” comments Carsten Egeriis, CEO of Danske Bank “in a state where we are aware of purpose, energy levels, efficiency, effectiveness, how others see us, it is unparalleled. We have more energy, but if it were easy, everyone would do it. Rather, it’s something you have to invest in continuously, in which you can improve more and more.” 

Hermann Niebuhr, an artist who expresses himself through his paintings, offers a parallel between art and business. Comparing corporate decision-making to artistic creation, where each choice influences the next, a well-defined purpose allows decisions to be made that not only solve immediate problems, but also open up new possibilities. “Paintings”, he explains, “are a series of decisions. A clear purpose allows us to make expansive decisions that solve future problems and create new opportunities.”

Expanding possibilities: the role of purpose in decision-making

In his interviews, Darren Rudkin notes that business leaders are well trained to focus on the problems of different entities and are not as ready to focus on themselves and understand how connected they are in achieving a goal. “On many occasions,” adds Caoire Blakemore, Group Director A.F. Blakemore & Son, “it’s also a question of being really honest about what the purpose is, because sometimes it can be a very limited purpose. It’s about being responsive but also being aware of what your purpose is and how it relates to the greater one.”

What is becoming increasingly clear is that purpose is a catalyst for positive change that goes beyond the simple company mission, deeply influencing decisions and organisational culture. Through awareness and connection with their purpose, companies can not only improve their performance but also create a lasting and significant impact in the communities in which they operate. Gary Lubner, former CEO of Belron International, emphasises the importance of being aware of your inner state in order to operate in line with your purpose. Being responsive requires discipline and self-awareness, the ability to listen to yourself and the responsibility to recognise that our state depends not on the outside but on ourselves. “You can’t be in a responsive state all the time,” concludes Lubner. “You have to try to work out what state you're in. If you are actually disciplined and able to listen to the clues, understand the reasons for irritation or impatience, then you can have leadership.” In a constantly evolving corporate world, purpose is not only a strategic asset, but a true engine of internal transformation.

Purpose as a cornerstone of management training

Purpose is not just the engine of businesses and institutions. Its key role is as one of the cornerstones of our entire educational portfolio and it is central to the International Full-Time MBA. The Masters and courses that POLIMI GSoM offers have in their DNA the awareness of the growing role within the company of managers, entrepreneurs and leaders who are called upon not only to lead companies and organisations in the best way by satisfying economic results but also by helping to shape a better future.

In recent years, Last-Mile Delivery has become one of the most central and debated topics in the logistics world. The exponential growth of e-commerce, consumer expectations for speed and flexibility, and sustainability challenges are profoundly transforming the way products reach the end customer. Delivery is no longer just an operational phase, but a real strategic competitive factor that can influence customer satisfaction and the company’s reputation.

To explore these issues and understand how emerging technologies and new skills are redefining the industry, we interviewed Arianna Seghezzi, Director of the International Full-Time MBA at POLIMI Graduate School of Management, an expert on supply chain innovation processes and last-mile logistics.

What exactly is Last-Mile Delivery and why has it become so central to modern logistics?

Last-Mile Delivery is the final stage of the distribution chain, where online orders are delivered to the final customer, at home or at a selected collection point. Traditionally, this activity is carried out by vans that depart from the last node of the distribution network and travel on so-called delivery tours, stopping at different destinations in sequence.

The centrality of Last-Mile Delivery in modern logistics is based on two fundamental dimensions. On the one hand, the explosion of e-commerce has generated, and continues to generate, an increase in the volume of parcels to be delivered, making this phase of distribution increasingly crucial to ensuring a rapid, precise, and efficient service. On the other hand, the Last-Mile Delivery is the moment of direct contact with the final customer: this is where the shopping experience materialises. The quality and punctuality of the service have a decisive impact on consumer satisfaction and retention. For this reason, today, Last-Mile Delivery is a strategic lever for business competitiveness and, at the same time, a complex process to manage, not only for economic reasons, but also in terms of its impact on environmental sustainability.

What are the main complexities and critical issues that make Last-Mile Delivery a particularly challenging phase?

The main challenges concern both effectiveness, that is, the quality of customer service, and efficiency, i.e. containing operating costs. From the point of view of effectiveness, online customers are now extremely demanding: they expect increasingly faster and more punctual deliveries, often without wanting to incur additional costs. Free shipping is indeed now perceived as standard, but this makes it even more challenging for companies to achieve the highest levels of service while maintaining economic sustainability.

In terms of efficiency, Last-Mile Delivery is the most expensive part of the logistics chain: it can account for up to 50% of the total distribution cost. This is because online orders are often fragmented, consisting of just a few items and destined for geographically dispersed locations. This creates a completely new logistical problem compared to traditional distribution, with high variability and poor standardisation of delivery units.

A further critical issue introduced by Last-Mile Delivery is represented by so-called failed deliveries, i.e. deliveries missed due to the customer’s absence when the courier arrives. Every failed delivery means a new attempt, increasing time, costs and environmental impacts.

All these elements, among others, make Last-Mile Delivery one of the most complex and challenging phases of the entire modern supply chain.

Looking at the evolution of the sector, what are the major trends impacting Last-Mile Delivery today, and how are emerging technologies and solutions helping to optimise it?

In response to these complexities, operators are experimenting with innovative approaches and increasingly diversified technological solutions. Among the most widespread are parcel lockers, automatic lockers that allow customers to collect their package independently at any time, reducing the problem of missed deliveries (but also drastically increasing delivery density). Cargo bikes, pedal-assisted bicycles equipped with cargo compartments, are also becoming popular, as they are ideal for urban areas or zones with limited access to conventional vehicles.

Alongside these solutions, more futuristic technologies are emerging, such as aerial delivery drones and autonomous robots that can navigate pavements and pedestrian areas to deliver parcels. Another interesting innovation is “in-trunk delivery”, which allows the package to be left directly in the customer’s car boot thanks to GPS systems and smart sensors.

All these solutions, however different from each other, share a common trait: the centrality of technological innovation. From artificial intelligence for route optimisation to automation and robotics systems, technology is radically transforming the Last-Mile Delivery paradigm, making it more efficient, sustainable, and customer-centric.

From a skills point of view: what knowledge is now essential to work effectively in this area? And how does POLIMI Graduate School of Management support the education of managers and professionals trained in this field?

Today, the challenges of Last-Mile Delivery require a combination of operational and technological expertise. On the one hand, the complexity of processes requires solid problem-solving skills and an analytical mindset capable of interpreting complex data, optimising flows, and dynamically managing variables that affect time, cost, and quality of service. On the other, the sector’s technological evolution requires a strong propensity for innovation and knowledge of the key digital and automated solutions that are revolutionising logistics.

In this sense, POLIMI Graduate School of Management trains managers and professionals to address both of these challenges. Thanks to the relationship with Politecnico di Milano, the school integrates solid technical training with a managerial approach open to innovation. The educational programmes promote knowledge and the practical application of tools such as artificial intelligence, robotics and automation more generally, preparing professionals capable of combining analytical rigour and design creativity.

The goal is to develop well-rounded professionals ready to lead the transformation of Last-Mile Delivery towards a more efficient, sustainable, and technologically advanced future.

In the contemporary debate on innovation, few keywords are as evocative as “design thinking” and “sustainability.” These two concepts are often covered separately, but are now becoming ever more intermeshed, giving rise to a new vision of enterprise and progress. The increasing urgency of addressing environmental and social challenges requires us to rethink the way we innovate: no longer by taking linear and predictive approaches, but rather by adopting methods that embrace complexity, enhance creativity and generate long-term, positive impact.

Giovanna Carucci, CEO and founder of #Authenticleader, Director of IGNITE ─ the Leadership Renaissance programme and of POLIMI Graduate School of Management's Purpose & Sustainability Lab

In today’s world, marked by unprecedented economic, technological and social transformations, businesses face a crucial challenge: rediscovering their Purpose, the fundamental reason for their existence. We are not talking about an abstract or merely value-based concept, but a true strategic lever that can guide leadership, inspire innovation, and generate positive, long-term impact. In this scenario, CEOs, other C-levels and entrepreneurs are called upon to question not only what they do, but why they do it: what meaning drives their decisions, what kind of value they want to create for people, society, and the planet.

This is emphasised in our interview with Giovanna Carucci, CEO and founder of #Authenticleader, who is Director of the  “Renaissance” programme at POLIMI Graduate School of Management  and, in particular, of the Purpose & Sustainability Lab, an experiential and transformative path designed specifically for business leaders. The laboratory was created with one goal: to train a new generation of managers and entrepreneurs, capable of integrating Purpose, leadership and sustainability to generate a real impact in organisations and society.

Purpose: what is its real value for organisations and why is it essential for CEOs, other C-levels and entrepreneurs to be able to implement a transformative business strategy driven by Purpose?How does leadership act as the engine that enables Purpose to be implemented and generate real impact?

Leadership is the bridge to making good intentions a reality. It is the human force that enables the transition from intentionality to tangible change. In a complex and uncertain world, mindful leadership is what keeps us on track even when change is difficult, slow or arduous.

In our work, we often talk about “moving change” and “acting change”: two expressions that aptly describe the role of the leader. Purpose calls for change, but it is leadership that drives it and acts on it, creating value and impact.

Today, many leaders risk falling into the trap of adopting too short-term a vision, almost as a matter of survival, due to the constant pressures and complexity of the challenges. Purpose, by contrast, is a compass that extends the strategic horizon and enables managers to maintain a medium- to long-term perspective. It's an anchor that keeps you from getting lost in the daily grind and keeps your vision alive. In this sense, Purpose is not just a value statement, but a meaningful architecture that supports leadership and provides guidance in creating real impact.

In a present marked by increasingly pressing environmental and social challenges, what role does Purpose play in guiding companies towards more sustainable business management, geared towards positive impact?

For decades, companies have operated according to a quasi-mechanistic model, in which the organisation was seen as a machine, programmed to extract value from the planet and generate profit through purely economic relationships. Purpose has the power to break this logic, restoring the company to its most authentic nature: that of being a living human community that generates value for a broader ecosystem.

A company with a clear and well-defined Purpose is no longer a machine because machines have no purpose. Purpose brings the human and relational dimension of the business back to the centre, redrawing the boundaries of its actions. Generating value, in this sense, no longer means simply creating wealth, but contributing to people’s wellbeing, to environmental protection and to shared prosperity.

This shift in perspective also profoundly transforms relationships: with the environment, which is no longer seen as a resource to be exploited, but as an ally with which to coexist; with customers and suppliers, who become partners in a dialogue of trust; with people, who don’t simply offer their time and skills in exchange for a salary, but find in work a place of meaning and belonging.

I strongly identify with the vision of the Conscious Business movement, which has as a statement “elevating humanity through business.” This is a concept that I find to be deeply true: companies can be extraordinary instruments for collective evolution, because they are born to create value, innovation and progress. Purpose makes it possible to recover this original vocation, restoring a higher and more integrated meaning to the company. It also represents a powerful lever for innovation: while traditional leadership tends to execute and repeat what has always worked in the past, purpose-led leadership is capable of breaking the mould, experimenting with new relationships and value models.

How can we train leaders and managers who can turn businesses into engines of positive change for society and the planet? How does IGNITE, and in particular the Purpose & Sustainability Lab, promote this vision?

Today's leaders are being called upon to rewrite their idea of leadership. Even those who are sensitive to Purpose have often not been educated for this type of leadership. That is why, at POLIMI Graduate School of Management, we have created IGNITE – the Leadership Renaissance, a path that helps develop conscious leadership, guided by humanity and Purpose.

The IGNITE programme is at the heart of this vision: an experience that unites Purpose, leadership, and sustainability in a coherent and profoundly transformative approach. The Purpose & Sustainability Lab, in particular, stands out for its ability to offer an immersive learning experience, built on dialogue, reflection and action.

In the Lab, sustainability is not understood as being a set of environmental techniques or practices, but as a way of thinking and acting. It is a sustainability that becomes human, capable of building long-term relationships and generating shared value. Participants – experienced managers and leaders – find a space for authentic exchange here, where their experience becomes a resource for others.

In what way?

The journey is divided into two phases: Inspire and Make. The Inspire phase aims to broaden the vision, bringing new influences, fresh perspectives and stimuli that help open the mind to innovative insights. The Make phase is where these insights are transformed into concrete actions, through coaching and personalised support.

It is a highly experiential and relational programme, made up of small groups, peer-to-peer discussions, authentic conversations, and a learning experience that comes from human dialogue, not from lectures. This year, the Purpose and Sustainability Lab is taking place in a location immersed in nature, as a retreat: two days of shared living, where you rediscover your own way of being a leader, reconnecting with yourself and, indeed, with your Purpose.

This methodology allows you to join the dots between Purpose, leadership and sustainability. It is what makes IGNITE a programme unique on the international scene: not just a course, but a transformative experience.

In a context where leadership still tends to be overly oriented towards "doing”, with IGNITE, we aim to train leaders who are  aware, inspired and guided by Purpose, to build businesses that are true agents of positive change for society and for the planet.

Roberto Verganti, Co-founder of Leadin’Lab, the Politecnico di Milano School of Management’s laboratory of Leadership, Design and Innovation.

When a new technology emerges, the first reaction is almost always straightforward: to use it to improve on what had already been done before. This is what happened with the web in the 1990s and is happening again today with artificial intelligence. Early applications simply replicate existing activities, raising fears of human labour being replaced. In the field of music, for example, tools are already available that allow you to create a song in less time than it takes to listen to it. It is technically possible, but the fundamental question remains: does it make sense?

The perspective of Purpose – the meaning and direction of what we do – makes it possible to distinguish between useful innovation and solutions that produce only “perfect monsters.” Not everything that is achievable, in fact, is worthwhile.  

Who decides what makes sense?

Determining what makes sense is not the exclusive task of governments or regulators, who almost always lag behind the fast pace of technology. The responsibility lies with a multitude of actors: business leaders, developers, designers, and even those who, in the detail of a project, choose between multiple options. Even a seemingly marginal decision can steer development in one direction rather than another.

The question of meaning, therefore, involves everyone: each individual contributes, with their own role, to determining the trajectory of innovation.

Art as a space of meaning

Art represents a privileged field for understanding this dynamic. It doesn't solve practical problems, but it makes us human. This is a field where the value is not in functionality, but in meaning. That's why integrating art and technology means training for a mindset other than just problem solving: it's not enough to ask how to solve a problem; you have to ask yourself which problem is worth tackling.

In this sense, not only engineering but also humanistic skills become essential. Sense-making, the understanding of  meaning, is bound to the will, to the desire for a better world: aspects that no machine can ever replace.

The risks of losing meaning

The daily risk is to let yourself be overwhelmed by operations and to stop wondering why. The busier our schedules, the more we tend to work mechanically, losing sight of the direction of innovation. The challenge of leadership lies in continuing to ask the question of what makes sense ─ in being able to pause, even for a moment. Which, if we think about it, is good for business: because doing perfect things that don’t make sense produces zero value, and consumes resources. The end result is purely negative! So stopping and asking the question of what makes sense is the only way to create value.

In this scenario, management schools today play a crucial role: showing future leaders that the pursuit of meaning is not an abstract exercise, but the heart of social impact and, at the same time, of economic success, of business. A product that makes sense, in fact, wins people over naturally, far more than a product that has no meaning, however well made.

The collective sense and vision of leaders

Meaning, however, does not arise in a vacuum: it sprouts from “seeds” already present in society. Leaders have the responsibility, and the power, to choose which seeds to grow and amplify. Some, such as Alessandro Michele in the fashion world – who has placed a strong emphasis on the identity of the individual – have shown how a vision can radically transform an industry. Today, technology – and artificial intelligence in particular – is waiting to find its way. The future of AI will depend on our ability to recognise and nurture the right seeds, overcoming the reductive logic of substitution.

Being responsibly optimistic

In this sense, should we be optimistic or pessimistic? When faced with “general purpose” technologies such as artificial intelligence, answering this question is reductive. The real posture to adopt is that of responsibility. Every designer, leader and user has a duty to direct innovation towards a better world.

Design is a shining example of this: designing responsibly means, by definition, imagining a better future. And this is what is needed now more than ever: schools and businesses that are able to educate and guide responsible people, capable of not only being attracted by the technical challenge, but also of putting meaning at the centre.

We shouldn’t see this as a pedantic and moralistic exercise. Instead, it is an optimistic stance that gets to the heart of the joy of being human: imagining things that make more sense. This is the condition in which innovation is not a sterile exercise, but a driver of human and social progress, guided by a clear and well-defined Purpose.

In an ever-changing economic and social environment, characterised by technological accelerations and increasingly complex challenges, innovation can no longer be seen as a linear process or confined to research and development departments alone. Today, innovation requires transversal, inclusive, and people-centred approaches. In this scenario, design thinking is affirmed as a methodology – or rather, as a culture – that guides organisations in creating effective, sustainable, and desirable solutions. Its potential is expressed in synergy with new technologies, which enable unprecedented methods of prototyping, experimentation and stakeholder engagement.

But what does design thinking really mean? What is the relationship between this approach and emerging technologies such as artificial intelligence or augmented reality? And how can we train conscious managers and professionals with a critical, design mindset that can interpret context and act on it?

To shed light on these issues and explore the connection between design thinking, technological innovation and management training, we interviewed Stefano Magistretti, Director of the Master in Entrepreneurship and Design for Sustainability at POLIMI Graduate School of Management.

What is design thinking and why is it so central to innovation processes today? What are its distinctive characteristics, which organisations and professional fields does it involve, and why is it a strategic lever for tackling complex challenges?

More than a method, design thinking is a true approach to innovation. It is often portrayed as a process of sequential phases, but its strength lies precisely in the mindset it promotes, based on three fundamental principles: the centrality of the person, continuous iteration, and the ability to prototype and shape the intangible. Putting people at the centre is not just about focusing on the end user, but about the entire ecosystem of individuals involved in an innovation: stakeholders, teams, customers, and society. It is a strongly human-centric approach, “human-centred design,” capable of grasping the complexity of needs and relationships. Moreover, design thinking is an iterative, non-linear process: there is no precise moment at which one phase is "finished" before moving on to the next.  It is a continuous flow, where the designer’s intuition plays a crucial role.

The third distinctive element is prototyping: knowing how to materialise an idea, making the intangible tangible, both physically and linguistically, to make it shareable, testable and improvable. This approach has become increasingly strategic in a world that requires fast, adaptable, and deeply contextualised solutions. It is no coincidence that design thinking was born and developed in the world of consulting, and then spread across all sectors: from digital to sustainability, from manufacturing to services. It is a powerful lever because it allows us to tackle complex problems, characterised by uncertainty and multiple points of view, and to put in place a design thinking capable of shaping the future.

What is the relationship between design thinking and technological innovation? What technologies today enable a truly effective approach to design thinking, and what are the main impacts it can have, for example, on the evolution of products, services, and business models?

The relationship between design thinking and technology is twofold. On the one hand, technologies boost design thinking, making it faster and more effective. Think of generative artificial intelligence, which allows you to create dozens of prototypes, layouts and user interfaces, or to explore conceptual alternatives in a much more agile way. Tools like Uizard, for example, allow you to develop interfaces simply by writing a text, offering visual solutions that you can test immediately. This enables working teams and designers to engage with different versions of the same concept, facilitating discussions with stakeholders and customers.

Another emblematic example is the use of AI as a sparring partner: a tool that can challenge you, asking you to list all the reasons why an idea might fail. It's a way of anticipating pain points and improving solutions. Big data and so-called “thick data”, or qualitative data, also play a key role in feeding the empathic understanding of the user. The integration of these sources enables a deep and detailed view of real needs.

On the other hand, design thinking can be applied to make technological innovation more effective and sustainable. All too often, technologies are implemented without a real understanding of the user ecosystem: we focus on the front-end but neglects the needs of the back-end. Well-applied design thinking avoids these misalignments, enabling seamless experiences to be designed for all stakeholders. An example? One-platform digital platforms, in which the user’s perspective and that of customer service are seamlessly integrated, avoiding those paradoxes where the customer sees information that the call centre cannot view. This approach is now indispensable in every sector, not only in the more “digital” ones, but also in more traditional ones such as manufacturing, where the human-machine interface becomes crucial to operational effectiveness.

What skills and knowledge are now essential in this area? How do you train professionals in the field of design thinking effectively and what is POLIMI Graduate School of Management’s approach and training offer in this regard?

Training in this field cannot be limited to theory. On the contrary, it is necessary to “do” design thinking to truly internalise its principles. In POLIMI Graduate School of Management programmes, the approach is laboratory-based and experiential. Alongside the theoretical lessons, we include workshops, bootcamps, and project work where students work in teams on real-world challenges, often proposed by partner companies. This allows them to experience firsthand what it means to iterate, observe, understand, and prototype. It is by doing that you learn, because – as we said – knowing when to move from one stage to another is not something you can teach, but something you gain through experience.

We train managers and professionals who can think critically and take design-driven action. We do not train designers in the aesthetic sense of the term, but rather people capable of approaching innovation with a systemic, empathetic and informed perspective. The aim is to develop a mindset, rather than a method: an attitude that allows weak signals to be read, contexts to be interpreted and action to be taken in a flexible and responsible way. We do this with academics, but also with professionals and ambassadors from the world of consulting, industry and digital transformation. This combination of theory and practice is at the heart of our training programme.

In recent years, sustainable finance has become an increasingly central topic in economic and social debate, not only in academia but also among businesses, investors, and policymakers. This is not just a passing fad or a green label to be applied to traditional activities: sustainable finance is now one of the key tools for guiding the transition to a fairer, more resilient, and environmentally friendly economy. At the same time, it represents both a collective responsibility and a concrete opportunity to create value in the medium to long term. 

But what does sustainable finance really mean? How are Italian companies addressing this transformation? And what role do corporate purpose and training in specialised skills play in this scenario?
We discussed this with Giancarlo Giudici, Director of the Professional Certificate in ESG Analysis & Investing and the Executive Course in Corporate Finance: Capital Raising and  Securities Market Operations.

What is meant by sustainable finance and what corporate initiatives and actions that fall under this concept today? What practices should be considered?

The concept of sustainable finance is quite simple in its formulation, but extremely profound in its practical implications: it involves consideration in financial decisions – by both firms seeking capital, and by investors, who make that capital available – not only of traditional metrics, such as risk, return, and cash flow, but also of sustainability criteria. It is thus a form of finance that integrates ESG parameters – Environmental, Social, and Governance – into resource allocation strategies and risk and opportunity assessments.

At the policy level, one of the most important references to this concept is the 2018 European Action Plan on Sustainable Finance, a real turning point that defined the European agenda on the subject, dividing it into ten strategic actions. This plan has laid the foundations for major EU legislative initiatives in this area and provided a strong impetus to businesses and financial operators to move towards greater transparency, accountability and consistency with sustainability objectives.

One of the most important corporate actions in this regard is non-financial reporting. Today, in addition to traditional economic and financial reports, businesses must provide clear, comparable, and auditable data on their ESG performance. This allows investors to assess and compare companies not only in terms of profitability, but also in terms of environmental, social and governance impact. Reporting is also crucial for monitoring progress over time, assessing whether and how much businesses are improving with respect to their sustainable goals.

A second pillar concerns the orientation of investment towards the ecological and social transition. Achieving the goals of the Paris Agreement or the UN’s 2030 Agenda, for example, is not possible without significant investment. Switching to renewables, reducing emissions, closing the gender pay gap or investing in worker safety and training requires capital. In this sense, finance plays a key role in supporting projects that have a concrete positive impact.

Another key aspect is regulation: Europe has introduced specific rules to oblige banks, investment funds, and financial advisors to be transparent about how they integrate ESG criteria into their decisions. This is to counter the risk of greenwashing, i.e. the tendency to attribute a sustainable image to practices that are not, in fact, sustainable.

Finally, it is important to underline the evolution of investors, who are increasingly active in this scenario: they do not just monitor sustainability metrics but are intervening directly to guide corporate strategies. We’re talking about engagement and stewardship, approaches where investors engage with their investee companies, propose improvement measures, and – if necessary – vote at shareholders’ meetings against decisions that do not reflect sustainability principles, such as excessive compensation for directors. In this sense, they too become real agents of change.

How advanced is the Italian business landscape today in implementing concrete sustainable finance initiatives? And to what extent do these actions generate value – economic, social and environmental – for the companies that implement them?

The Italian landscape is still quite heterogeneous. Large companies, especially listed ones, are generally more advanced. They have direct access to the capital market, engage with institutional investors, and are often subject to stringent regulatory requirements. For them, adopting sustainable finance practices is also a way of enhancing their reputation, attracting investment, and meeting the expectations of increasingly informed stakeholders.

The situation changes when we look at the majority of Italian companies, which are small and medium-sized, unlisted, and heavily dependent on bank credit. In these cases, the relationship with sustainable finance is more indirect, but it is becoming increasingly relevant. This is partly due to the role of banks, which – under European regulations and the requirements imposed by the ECB – are now required to integrate ESG criteria into their risk assessment models and credit decisions. In this sense, a company that demonstrates a positive impact in terms of sustainability can obtain financing more easily and, in some cases, on more favourable terms.

Implementing sustainable practices, therefore, is not just a matter of compliance or reputation, but a real lever for improving access to capital. And this translates into value. While costs may appear higher in the short term – think of investments in energy efficiency, renewables, training, or safety – in the medium to long term, the benefits are clear. Sustainable businesses attract more talent, enjoy greater trust from customers and investors, and are better able to manage risk and ensure greater resilience.

From a financial point of view, there is no evidence that sustainability implies a penalty in terms of return. On the contrary, many studies show that firms with strong ESG profiles can generate similar or even superior performance compared to less sustainable ones. This means that for an investor, choosing sustainable companies does not mean sacrificing profitability, but can actually be an effective long-term strategy.

In this scenario, how important is it to have a defined Purpose to undertake effective sustainable finance initiatives, and how can we train competent professionals in this area? What are POLIMI Graduate School of Management’s approach and educational offer in this regard?

Having a clear Purpose is the starting point. It defines why an organisation does what it does, beyond profit generation. It is an  element of identity, but also an operational one: it guides strategies, directs decisions, and inspires action. A solid Purpose makes a commitment to sustainability more credible and consistent. Without a genuine and shared vision, initiatives risk being fragmented or, worse still, perceived as opportunistic.

Alongside Purpose, however, we need skills. Sustainable finance requires specialised training that combines economic and financial knowledge with environmental, social and regulatory sensitivity. At POLIMI Graduate School of Management, we have developed two separate programmes to meet this training need.

The first is the Professional Certificate in ESG Analysis & Investing, developed in collaboration with the CFA Society Italy. It is a highly regarded programme, one of the most popular at our School, aimed primarily at financial analysts, fund managers, consultants, and asset management professionals. It is structured in 15 modules and accredited by the EFPA (European Financial Planning Association): those who complete it can take the exam to become an ESG Advisor, a role increasingly in demand in the market.

The second is the Executive Programme in Finance, designed for managers and professionals who do not come from the world of finance but who have to make financial decisions within their organisations. It is divided into eight modules, plus two optional ones, and offers a comprehensive overview of topics such as financial planning, corporate finance, securities issuance and extraordinary transactions, with a concrete and operational focus.