Nell’era dell’AI, il vero vantaggio competitivo non è la tecnologia, ma la capacità di aumentare l’intelligenza umana nelle organizzazioni. Lo speech esplora l’evoluzione del people manager (da manager a leader e oggi sempre più a facilitator) e come metodi esperienziali e dialogo strutturato migliorino decisioni, allineamento e collaborazione. Le aziende che sviluppano persone e intelligenza collettiva, oltre alla tecnologia, saranno le più pronte ad affrontare la complessità.

Every day we get more advanced LLM models. Since the beginning of the new AI era, they have touched many sides of our work life. We now have things like “vibe coding”, where engineers are no longer writing code line-by-line but operating with complex pieces of architecture. Artificial Intelligence has shaken the market and shifted it significantly. Almost no decision today is made without consulting AI, directly or indirectly. I’ve seen leaders take important decisions purely based on ChatGPT answers and fail to deliver what was promised. At the same time, I’ve seen developers spend weeks on simple tasks full of boilerplate that could be accomplished with CoPilot in 10–15 minutes. The real question is how to keep the balance between replacing human intelligence with artificial intelligence. Is it a good strategy to hire one “vibe coder” instead of three developers? Do we need to teach developers in the old-school way, or should we throw away all Uncle Bob books and trust Cursor? As developers, leaders, and managers, we are always in a state of needing to stay updated in this fast-changing environment. This is exactly the topic of my talk — not providing final answers but asking the questions that help us think in the right direction. The answers must be found by everyone within their own environment.

We often celebrate specialization – and rightly so. It built the world we depend on today. But in a world shaped by AI, rapid change, and problems that haven't been named yet, specialization alone is becoming a massive risk. When the ground shifts, we’re suddenly asked to connect ideas across teams and disciplines before we’ve even defined what the problem is. In this landscape, a leader’s value isn't just delivering information; it's the ability to bridge disparate worlds to drive actual transformation. I call this the Identity Economy. I’m going to share a framework for becoming an "Identity Architect" – a leader who synthesizes cross-disciplinary knowledge to solve problems that don’t have a playbook. This isn’t theory, but lived experience built from the “zig-zags” of my own career – from a PhD lab milking spiders for venom, to radio production, to founding two tech ventures, and now leading Product and Data strategy at Springer Nature. I’ll share the frameworks I use today to stop teams from talking past each other, using the same principles I used back in the lab to keep myself from getting bitten by a tarantula.