Marco Milani

"AI won’t erase the role of legal professionals": main takeaways (in English) from this brilliant article by Prof. Marco Ventoruzzo in Il Sole 24 Ore 1. AI is a tool, not a replacement: it shall serve to enhance human capabilities 2. The value of human judgment: legal professionals navigate ambiguity and complexity, skills that go beyond pattern recognition and probability (so far...) 3. While automation will cover routine tasks, lawyers must shift toward higher-value work, with creativity and humanities in mind However, while this is reasonably the as-is, with the pace at which AI is evolving, how long will it remain true? Are we prepared for what’s next, and are we training future professionals with that horizon in mind?

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The new #Talenti in Corso website is now live. Initiatives like Talenti in Corso play an important role in supporting emerging professionals through mentoring, open dialogue, and practical guidance. Proud to contribute as a #mentor to a network of professionals committed to #giving back to the next generation in navigating their careers with greater clarity and confidence. #Talentincorso #giveback Learn more: https://talentincorso.it/

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Excellent analysis: "Use the most advanced technology we can build to keep Italy cohesive, solvent and livable with a potential support ratio of around 1.5, a third of its population over 65, five million fewer residents by 2050, and a hotter, more unstable climate"

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🇮🇹 Sometimes it feels like Italy’s greatest challenge isn’t innovation or talent - it’s its own system. When even companies known for preserving Italian craftsmanship and giving back to the country - like Tod’s, which has funded the restoration of the Colosseum and Palazzo Marino to name just a few - are caught up in investigations, you have to wonder: is the goal really to protect workers, or just to slow down those who build? Of course, fair labor and ethical standards are non-negotiable. But anyone who knows how heritage maisons operate also knows the level of care and control that goes into every supply-chain decision. This isn’t exploitation - it’s bureaucracy gone wild. Instead of supporting those who create jobs, train artisans, and promote Made in Italy, we drain their energy and resources in red tape. Meanwhile, the real unethical practices - often in fast fashion - continue unchecked, perhaps because they make less elegant headlines. If even the brands that embody Italy’s excellence are treated this way, it’s no surprise that young entrepreneurs prefer to build elsewhere. Italy has the talent, creativity, and heart to lead the world - but we urgently need a system that helps entrepreneurs grow, not one that keeps testing their patience. #entrepreneurship #madeinitaly

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🚛📊 AI and Supply Chain: a matter of culture, not just technology A truly inspiring conversation with Professor Mauro Mancini and the POLIMI faculty during the latest AI Talks – Insights on Supply Chain. Opening question for the discussion was - how many companies are actually using it in their day-by-day operations? In Italy, less than 10% of large enterprises are implementing a structured AI roadmap. Too often, AI is used only for isolated initiatives — rarely becoming part of the company’s core DNA. For example, in Supply Chain field, despite problems are more complex than ever, tools we use are still the same – we are talking about our best friend Excel for demand and production planning. Actually this reflects a target operating model based on the individual way of working and not truly inspired by customer-oriented value creation. Decision-making process is still based on offline data and mono-dimensional analysis. This scenario reveals two critical gaps: 1️⃣ Skills gap – Traditional T-shaped knowledge must now be combined with data synthesis and visualization capabilities: a PI-shaped approach. 2️⃣ Cultural gap – Without a strong culture of collaboration, it’s impossible to evolve toward predictive models and fast, data-driven decisions. So how can we shift this trend and integrate AI meaningfully into Supply Chain management? 🎯 By securing strong Top Management commitment 💡 By addressing complex challenges with innovative tools and mindsets — AI is a key enabler 🤖 By embedding AI as a daily asset, not just an experimental add-on Thanks to Jérémy Bidaud Federico Castaldi for the after - brainstoarming session 😉

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A leading #luxury brand has recently been implicated in a judicial investigation regarding alleged labor law breaches within its #supplychain. Reports indicate that certain subcontractors engaged staff under conditions below the minimum standards mandated by Italian legislation. This incident, which also impacts the principal company’s reputation, underscores an increasingly pressing issue: how much real control do businesses exercise over their #globalsupplychains, even at the very top end of the market? Operational delegation must not become managerial detachment. Product quality cannot be separated from the quality of the processes behind it—even in the most hidden parts of the supply chain. With more than 25 years of international operational experience, I have learned that transparency is not a mere legal requirement but a strategic driver. Businesses wishing to protect their brand value need to implement solid measures, including: active supplier education periodic and independent process verification comprehensive operational traceability to the very first tier of the chain Ethical governance is not a constraint on competitiveness. It is the essential condition for building a sustainable, long-term advantage.

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Bvlgari has inaugurated its newly expanded Manifattura #Bvlgari in #Valenza, the largest single-brand #jewelry #manufacturing site in the world. Spanning 33,000 square meters dedicated to the artistry and genius of Made in #Italy #craftsmanship, the facility enables the Roman High Jeweler to double production capacity, with plans to recruit more than 500 new artisans by 2029. 

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“One brand, one boutique.” This is how the department store is changing in Japan I am grateful to Andrea Bigozzi, editor at ThePlatform, for allowing me to be interviewed. ThePlatform (found at theplatform.group), in the Italian fashion landscape, is a specialized B2B digital membership magazine and business intelligence site founded by the highly respected Italian journalist Maria Silva Sacchi, that focuses on the industrial, financial, and sustainable side of fashion. Unlike a consumer magazine, that focuses on trends and celebrities, this publication is designed for industry professionals, CEOs, and investors. The link to the site has been attached and I would like to invite all of you to become members of it. Summary The Seibu Ikebukuro Main Store is nearing the completion of a radical, three-year restyling project aimed at modernizing the Japanese department store model. The project is currently almost completed and is shifting away from traditional gender-segregated floors toward an inclusive "one brand, one boutique" format. New Format: Each brand now presents all product categories (men’s, women’s, and accessories) within a single boutique. Key Performance Indicators: Average customer age has dropped, and male customer frequency has increased. Average transaction value has grown. Final completion is expected this year, with the final floors dedicated to general merchandise and contemporary art. Market Dynamics&Economic Outlook. Luxury Trends: Jewelry is currently a "counter-trend" driving growth as an investment, while clothing is more affected by price sensitivity. The "Japan Premium": To protect margins and leverage price differences among major markets, brands had to increase prices significantly due to historical yen devaluation, causing domestic consumers to become more reflective and price-sensitive in late 2025. 2026 Forecast: The first half of 2026 is expected to be stable but challenging due to high prices and negative real wages; the second half may improve if the yen strengthens. Structural Advantage: Unlike the U.S. market, Japanese department stores remain resilient due to their strategic locations in major transit hubs and a lack of oversized street-level retail networks. https://lnkd.in/gHx2a5_e

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This is a clear analysis of what happened at Maserati – and what can happen in any company. Clear ideas are needed to drive an equally clear strategy. Strong positioning requires bold choices, and sometimes the courage to say no is just as important as knowing when to say yes.

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Not Just Tariffs. The Italian Textile Strategy Needs a Reshape There’s a quiet tension running through Italy’s textile districts. Not loud, not visible in headlines, but you can feel it in the cautious optimism of a sales forecast, in the silence of an idle loom, in the delayed reorder from a luxury houses. As of mid-2025, textile exports from Italy are facing what appears to be a minimum 15% U.S. tariff — not officially implemented in law yet, but already real enough to distort forecasts, delay shipments, and make American buyers second-guess their sourcing. Combine that with a euro up 12% year-to-date, and the price of Italian yarns and fabrics in dollars has inflated by more than +23% in less than a season. For buyers, that’s a cold calculation. For producers, it’s a familiar trap: pricing power lost in translation. But this is not the only challenge. The global luxury slowdown has already set the stage. — Personal luxury goods fell -2% in 2024, the first real contraction in over a decade. — Italian yarn exports dropped -11.5% over the same period. — Revenues across leading mills fell -15% to -20% vs. 2023. — Inventories are climbing. Margins are narrowing. And yet, there’s a sense of exhaustion from years of adapting to shocks. And now, the U.S. — historically one of the few stable, growth-generating markets — is faltering. In 2026, even under a base-case scenario, export volumes to the U.S. could drop by -10% to -15%. In more pessimistic projections, the decline could reach -20% or more, depending on how brands recalibrate. But let’s be clear: This is not a demand crisis. It’s a strategy reshape need. While tariffs and currency swings are cyclical, dependence is a decision. A few players are responding decisively developing recycled fibers, expanding into new product categories, and building multi-season, multi-channel strategies that don’t depend on a single continent, collection, or customer. Others are standing still. Waiting for tariffs to fade. Waiting for China to bounce back. Waiting for luxury to return to its 2022 highs. It won’t. The real risk isn’t external. It’s internal. It’s strategic inertia. The belief that heritage equals immunity. The comfort of “we’ve survived worse.” But luxury is no longer built on craft alone. It’s built on agility, relevance, and the ability to move where demand flows next — not where it once stood. Meanwhile, a classic bullwhip effect is unfolding. Luxury brands adjust production slightly. Their manufacturers cut yarn and fabric orders more aggressively. Mills freeze investment, reduce shifts, delay innovation. What starts as a soft signal at retail turns into a sharp contraction upstream because nobody wants to hold risk. Being the best mill or spinner is no longer enough. The future belongs to those who are multi-product, multi-market, multi-cycle — still Made in Italy, still exceptional, but also adaptive, diversified, and forward-leaning. #Luxury #MadeInItaly #Textile #Stategy

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A recent note released by #Bernstein estimated that the level of upstream supply chain integration at Zegna was even higher than that of Hermès. #madeinitaly #zegna #oasizegna

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Fashion Management 👉The LEADERSHIP RESET in luxury: not a style exercise, but an epochal shift. In her SDA Bocconi Insight “The Italian Code”, Gabriella Lojacono comments on the slowdown the luxury sector is facing and introduces her map of CEO and Creative Director transitions. 🔹These are not simple rotations: each transition signals the move towards a different profile — like a compass recalibrating to navigate an unstable market, a paradigm shift in the genetic code of luxury houses. From François-Henri Pinault to Luca de Meo, from Donatella Versace to Dario Vitale, from Sabato De Sarno to Demna, from Maria Grazia Chiuri to Jonathan Anderson — each of these nominations marks a discontinuity, a strategic message to markets and investors. Today: 📌CEO must reposition strategies, streamline operations and drive turnarounds with rapid decisions. 📌The Creative Director is no longer a solitary demiurge but an architect of connections, an orchestra conductor, a multidisciplinary athlete able to engage with marketing, supply chain, finance and client experience — without losing vision and storytelling. 🔹Companies are seeking leaders able to act in times of uncertainty and to usher in the era of cross-functional competence. This dual transformation — managerial and creative — is reshaping the DNA of luxury maisons. The real challenge will be to maintain balance between heritage and innovation, without betraying the bond with clients and teams. As Susanna Nicoletti reminds us, a generation of self-celebrating designers and executives still stuck in old games of power, conflicts of interest and even nepotism are shifting the cost onto employees, suppliers and clients alike. 🔹The leadership reset is not just about new names — it is an engaging choice: to cling to old logics, or to embrace a new era of collective leadership, cross-functional competence, shared responsibility and cultural courage.” #FashionManagement #LuxuryLeadership #CreativeDirection #PeopleStrategy

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This is interesting news from a brand I have a lot of respect for. They required a larger manufacturing space to keep up with demand, and are training the next generation of diamond setters and jewellers at a rate of 80 per year. This is proof that the luxury market is thriving. “In spite of the business climate, Bvlgari has grown in recent years. LVMH’s 2024 annual report spoke of the brand achieving “record-breaking revenue in high jewellery and luxury watches”, and its high jewellery launch of that year, Aeterna, was notable for the inclusion of the highest number of “millionaire pieces” with 100 designs priced at €1mn or more. The flagship Aeterna 140-carat diamond necklace, priced at €40mn, sold on the first day of the presentation to clients.”

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Excellent example of how operational chaos can be turned into structure. In luxury manufacturing liquidity and production flexibility matter as much as design. Without supply-chain intelligence and daily managerial presence, even the finest craftsmanship risks to lose its levereage and impact!

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We had as Loro Piana community the opportunity to pause and reflect on something that should guide us every single day: the value of inclusion and the strength of women’s empowerment. I deeply believe that organizations carry the responsibility not only to affirm these principles, but to live them, transforming convictions into actions and values into culture. Taking the time to reaffirm this commitment matters. Because real progress happens when empowerment is not simply celebrated, but truly embedded in the way we think, lead, and grow together. #peoplefirst

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Diadora USA Appoints John Moloznik as Director of Sales A key step in the brand’s strategy to accelerate growth across the American market. With nearly two decades of experience in the specialty running and sporting goods industry, Moloznik brings deep operational and commercial expertise to the role. Most recently, Vice President of Business Development and Franchise Operations at Fleet Feet, he was instrumental in opening over 100 stores across the country and driving sustained omnichannel sales growth. Bryan Poerner, President and CEO of Diadora USA, commented, “We are delighted to welcome John to the Diadora family. His exceptional track record at Fleet Feet and his holistic approach to sales and business development will be invaluable as we expand our reach, build deeper wholesale partnerships, and serve more athletes and consumers nationwide." Moloznik shared: “This role combines everything I love - building authentic retail partnerships, developing great teams, and helping iconic brands reach new audiences. Diadora has a proud Italian heritage and a bold vision for the future, and I’m honoured to help drive its growth across the US.” As Diadora continues to invest in North America, the new appointment signals a clear intent to scale with purpose and precision. Full article by FashionUnited here: https://lnkd.in/e28Z4ndV Virtua

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In the upcoming episode of Supply Chain Stories, I had the pleasure of speaking with Federico Marchesi, Chief Supply Chain Officer of Haier Europe. Our conversation gave us the opportunity to discuss leadership in Supply Chain, evolving AI and technologies and how best professionals can prepare themselves for the future through such uncertain times in the industry. A great conversation with a great Supply Chain leader, full of advice, insights and mentorship! The full podcast will be published later this week. #SupplyChain #CareerAdvice #SupplyChainStories

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SPS Manifatture — 25+ years of artisanal excellence — is modernizing with Valia Fashion to bring unmatched precision, efficiency, and innovation to its artisanal heritage✨🧵🔧🚀

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