The internationalisation of Italian companies is happening through digitalisation

In recent years, the internationalisation of Italian companies has undergone a significant evolution, with an increase in exports and a consolidation of their presence in certain foreign markets. Against this backdrop, unexplored challenges and opportunities remain, which companies can seize by leveraging the value added today provided by digital - a key element that can support companies of all sizes in their expansion strategies by improving operational efficiency, optimising decisions, and promoting new business models.

But which sectors are most inclined to internationalisation? Which technologies can really make a difference and which skills are needed to successfully address the challenges of today's global market? In order to explore these issues in greater depth, we interviewed Professor Stefano Elia, Director of the Master in International Business and Digital Transformation at POLIMI Graduate School of Management, who gave us a detailed overview of current trends and future prospects for the internationalisation of Italian companies: a future that passes through training and a new “digital humanism”.

At what point is the internationalisation of Italian companies? Which sectors are most inclined and attentive to the expansion of business abroad and in which countries?

The internationalisation of Italian companies is at an advanced stage and represents a fundamental pillar of our country’s economic growth. In recent years, after the pandemic, despite the difficulties linked to ongoing geopolitical tensions, Italian exports have developed significantly, surpassing the average of other large European economies, such as Germany, France and Spain. Currently, more than 120,000 Italian companies operate abroad, either through export activities or direct investment: and this figure is clearly growing compared to the c. 112,000 companies in 2020, with an increase that has also affected micro-enterprises.

The sectors most likely to expand internationally remain those of the manufacturing industry - Italy today occupies sixth place worldwide in the ranking of the main exporting countries in this field, with a world market share of 2.8% - and, in particular, the machinery and transport, agri-food, furniture, and chemical-pharmaceutical sectors. Made in Italy, with its iconic fashion, design and gastronomic products, continues to be a strategic asset for Italian competitiveness on global markets. In this scenario, service exports have also experienced a significant increase: while the world market share remains more contained, at 1.8%, the trend is certainly one of growth. 

The main destinations for exports remain mature markets, primarily the European Union and the USA, which is currently in second place despite Trump’s tariff threats. In recent years the presence of Italian companies has also increased in Spain, Ireland and China, as well as in the Mediterranean economies, such as Egypt, Algeria, Morocco, Libya, Tunisia and the Middle Eastern countries - in particular the United Arab Emirates and Saudi Arabia. In this context, there is still room for improvement, especially in emerging Asian markets - India, Indonesia, Vietnam and Thailand - and those in sub-Saharan Africa - Kenya and Nigeria - which have high growth potential but still remain little explored by Italian firms. A strategy of geographical diversification, also in terms of supply chains, is now more essential than ever for our country’s companies to seize new business opportunities and mitigate the risks arising from international uncertainty.

In this scenario, how does digital transformation guarantee support for the internationalisation of Italian companies?

Digitalisation is a crucial ally for companies’ success on foreign markets. Digital technologies facilitate decision-making, improve business efficiency, streamline global value chain management, and encourage innovation.

In particular, today’s advanced data analytics tools can enable descriptive, predictive and prescriptive analytical processes that enable managers to make more informed decisions, from target market selection to the definition of entry and marketing strategies. Along with additive manufacturing, automation and robotisation technologies help optimise resources, reduce costs and improve manufacturing competitiveness and quality. Moreover, the integration of digital solutions such as blockchain, the Internet of Things and Digital Twins - supported by Big Data and AI - enables more effective and resilient management of global supply chains, increasing operational agility, speed, and reliability in information sharing, for overall cost optimisation and a substantial reduction in vulnerabilities linked to the current context of international uncertainty.

In addition to boosting competitiveness, digital also drives the creation of new business models and innovation opportunities. Digital platforms for collaboration and artificial intelligence support the development of new products and services, improving companies’ ability to adapt to changes in the global market.

What skills are companies called upon to use to achieve their goals of internationalisation in a competitive and sustainable manner, while fully exploiting the benefits of digital?

If technology is an enabling factor, the success of internationalisation also and above all depends on managerial and digital skills. The Politecnico di Milano Digital Export Observatory has conducted two studies on a sample of around 100 Italian companies, from which it emerged that the best-performing companies in terms of cross-border e-commerce are those that have both a traditional export manager and a digital manager, or alternatively professionals with a hybrid background, who are capable of integrating traditional international trade skills with digital ones.

In addition to technological skills, companies must also invest in so-called "digital humanism", an approach that focuses on a synergistic relationship between man and technology, in order to avoid technology replacing the added value of human skills, but supports them not only in terms of automation, but also and above all, of augmentation. All this, without forgetting that in order to be truly competitive, companies must always reconcile internationalisation with sustainability, adopting business models based on the circular economy and green innovations, to reduce environmental impact and optimise the use of resources.

In this regard, what role does training play and what support can POLIMI Graduate School of Management offer in training dedicated and experienced managers and leaders in these areas?

Education plays a crucial role here. POLIMI Graduate School of Management is distinguished by its range of advanced education programmes, which prepare future managers and leaders to address the challenges of internationalisation in a sustainable digital environment. Our Master in International Business and Digital Transformation, recently recognised for the second year in a row as one of the best globally in the QS International Trade Rankings 2025, is a perfect example of this: we are talking about a programme that combines theoretical and applied knowledge, international experience and innovative methodologies, to train professionals capable of dealing with the complexity of global markets. The partnership with Henley Business School, England, also allows students to acquire a double certification and have a highly qualifying international experience - in short, to benefit from an educational path of the highest value.