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Forbes
22-07-2025
- Business
- Forbes
Are We Thinking About Innovation All Wrong?
Davide Sartini, Chief Corporate Officer at G. Mondini Spa / Forbes Italy's Top 100 CMOs (2021) | Capital Magazine's Top 150 Managers (2020). getty We live in a Western world that has turned dreams and ambitions into a kind of new religion. We fight against the pessimism of those who have stopped believing in something and, whether we intend to or not, we help fuel a society that is increasingly competitive, where the driving forces are not only the ever-present pursuit of profit but also ideals of innovation. Everyone talks about innovation, but what does it mean? Here's the way I see it: The lightbulb wasn't created by tweaking the candle. It came from a fundamentally new idea. But are we sure our view on innovation is heading in the right direction? Are emotion and reason evolving hand in hand, or is there instead a predominance of irrationality, of an overly optimistic and, dare I say, superficial attitude toward success—one that risks shattering our ideas, consuming resources and ultimately compromising our most genuine aspirations? A handful of articles highlight a startling statistic: Out of approximately 30,000 products launched onto the market each year, 95% fail. This figure, drawn from a study by Harvard Business School, is sobering. It challenges the narrative upheld by a business model that often sacrifices dreams on the altar of productivity and efficiency. What's more striking is that this so-called 'tendency toward failure' affects both the world's biggest companies—those that can afford to lose millions without suffering lasting damage—and small businesses, where even a single failure can jeopardize their entire survival in the market. And if that weren't enough, consider the fate of startups—those shining emblems of contemporary innovation, often built on ambition, novel ideas and the passion of young inventors. It's also widely reported that up to 90% of startups fail. Even among those that survive, many find themselves unable to earn the profits they hoped for, falling short of the expectations of external investors who believed in the promise of quick or significant returns. Faced with these numbers, one might rightly question whether innovation—be it of a product, process, service or digital application—is truly as natural and widespread a result as we are often led to believe. Historical evidence suggests the opposite: that true innovation is a rare and fragile outcome, not an inevitable product of progress. Accepting this reality means approaching innovation with a sense of realism and, above all, with the humility it demands. We are living in a complex and unpredictable era. Our society is facing the fastest and most radical transformations in recorded history. We stand at a turning point—one that defies the linear models of progress we were taught in textbooks and have long taken for granted. The rules are changing, and with them, the very logic by which we interpret the world. In this shifting landscape, the role of a leader—and equally that of a capable manager—is not to resist change, but to equip organizations to navigate the inherent risks of innovation. Mistakes should not be viewed as failures or unacceptable setbacks, but rather as calculated risks—necessary steps in the iterative journey of progress. An innovative leader must operate within a framework of logic and rationality, but with a deep awareness that even the most well-structured processes are vulnerable to uncertainty. True leadership today lies in embracing that uncertainty, fostering resilience and building a culture where experimentation is not only accepted but expected. Such a perspective may feel disheartening, but there is a figure from history who can offer a different kind of response—one rooted not in grand theories, but in practice and principle. This person is not a billionaire entrepreneur, but rather an inventor who shaped the economic destiny of an entire nation: Toyoda Sakichi. In addition to founding Toyota, Toyoda's guiding principles have come to define the company's modern-day philosophy. His approach offers a compelling counter-narrative to the myth of innovation as pure hype. He emphasized loyalty to one's work and duties as a foundation for the collective good of the company. For him, study and creativity went hand in hand, forming the right blend to stay ahead of the times. He valued practicality and rejected frivolity—not out of coldness, but because staying grounded in real, achievable ideas requires focus, clarity and a refusal to be distracted by vague or inflated notions. He also championed a familial atmosphere in the workplace, one in which the warmth of friendship could thrive. And finally, Toyoda advocated respect for spiritual matters, open to personal interpretation. For him, spirituality meant cultivating gratitude for every moment of our lives, regardless of circumstances. Perhaps this is the perspective we need: not blind faith in success, but a mature vision that respects both failure and fragility. Innovation, when seen through this lens, becomes not just an outcome but a mindset—built not only on ideas, but on values. In conclusion, based on my own experience and the stories of remarkable individuals who have inspired me, I'm convinced that the structural foundation of any effective innovation process is a genuine belief in what you're doing. Innovation inherently involves variables that are unpredictable and often beyond our control—that's simply part of the territory, and it can't be entirely avoided. Yet I strongly believe that the most enduring and impactful innovations are those grounded in conviction—a conviction that aligns with the organization's core philosophy and originates from within. When change is driven by a shared purpose, when it begins with people and grows out of a common vision, it becomes more than just a strategic move—it becomes a cultural evolution. And that, in my view, is the strongest possible starting point for real, tangible and lasting innovation in any sector. Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?
Forbes
26-06-2025
- Business
- Forbes
The Potential Alliance Between Old And New Generations In The Workplace
Davide Sartini, Chief Corporate Officer at G. Mondini Spa / Forbes Italy's Top 100 CMOs (2021) | Capital Magazine's Top 150 Managers (2020). In the 1989 film Dead Poets Society, the legendary Professor Keating urges his students to think for themselves, challenging social conventions and preconceived notions. The film can be read as a powerful metaphor for the limits we place on ourselves when facing complex existential challenges. Let's apply this concept to a challenge I often witness in the workplace: generational confrontations. I often come across conversations among ambitious young professionals who, perhaps driven by their hunger for success, tend to speak of older generations with a certain superficiality, reinforcing the stereotype of Gen Z seeing 'boomers' as outdated and unable to keep pace with change. Older generations fear being replaced by younger colleagues, while younger professionals fear not having the space to show their talent and ideas. But is this actually the case? Are we really obstacles to each other, or is it a cognitive barrier, a prejudice that weakens us all by preventing us from appreciating people who are different from us and who, precisely because of this difference, can bring added value? Innovation is not a question of age but a state of mind. As we are reminded, a revolution does not come from the introduction of a new technology but from the adoption of new behaviors. Now, more than ever, the interactions—sometimes bordering on unproductive conflict—between different generations, shaped by different educations, study paths and historical contexts, risk becoming a missed opportunity. In my view, this intergenerational overlap represents the greatest advantage that democratic Western societies have in addressing both the major challenges of our time and the more enigmatic, fascinating ones that lie ahead. A survey conducted by the Adaptavist Group and discussed in an article in the Financial Times highlighted a mix of distrust between generations in the workplace. Those over 50, for example, have even criticized younger colleagues for not having traditional pens on their desks, replaced instead by tablets and smartphones—tools the younger generation is more comfortable with. The topic of intergenerational exchange and renewal is increasingly relevant as millions of new workers—better educated and trained on modern technologies than those nearing retirement—are expected to enter the global workforce. In my view, the value that older generations can provide to their younger cohorts lies precisely in their hands-on experience and commitment to their values. Generations Y and Z, on the other hand, bring in new skill sets, especially digital ones, having grown up—or even been raised from infancy—with technology. These young people remain ambitious and carry new values focused on social rights, with fresh priorities and expectations. Many of the stereotypes about the Baby Boomer generation highlight their strengths: their dedication to work, the fact that they grew up during the post-war economic boom and that they witnessed firsthand a strong economy. An indisputable strength of Generation Y (also known as Millennials) is their duality: they are both analog and digital, having lived through the transition between these two ways of writing, working, thinking and living. They are a bridge generation that faced challenges because of this, but today they have a great deal to offer. Faced with such human potential, does it really matter whether there's a pen on someone's desk? I believe the true challenge for today's leaders, who must manage such different teams, lies in distinguishing actual problems from simple differences in working style. In other words, to recognize and value individuality, to appreciate people for their distinctive traits and broad potential without falling into ideological rigidity. After all, this has always been true—not only across age groups but also across cultures, social backgrounds and political perspectives. These differences have never stopped organizations that knew how to integrate diversity and amplify uniqueness. Today, we have more people and better tools to do just that. Different cultures, different personal stories. Those who have spent 30 years working in a world dominated by the analog still have a lot to teach—from stress management, to patience, to the ability to introduce technologies that generate real value. It is not a question of adopting a novelty just because it is considered 'innovative' but of choosing what is actually useful. At the same time, younger generations have a better grasp of digital tools and broader technological fluency simply because they grew up with them. For that reason, they face no resistance to using them at work. The only real answer, once again, lies with managers who are called to lead companies and teams rich in human capital, diverse in every sense. A good leader can help shape wiser, more grounded young professionals and encourage seasoned workers to be bolder and more digitally savvy. Isn't that what every leader hopes for? And who knows, maybe even the old pen will find its way back onto the desk, perhaps just to scribble a morning greeting on a Post-it, stuck to the coffee machine—still the most enduring symbol of intergenerational connection. Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify?
Forbes
11-04-2025
- Business
- Forbes
10 Ways To Protect Fintech Data Security And Regulate Compliance
The rise of fintech has brought about numerous opportunities for financial innovation, but it has also introduced a higher risk related to data security and regulatory compliance. Business leaders within these organizations must not only foster growth and agility but also implement effective strategies to ensure their companies adhere to strict data protection laws and financial regulations. Below, Forbes Business Development Council members share their best practices to ensure compliance and data security are maintained within their fintech organizations. Fintech leaders must ensure compliance and data security with solid governance, technology and corporate culture. Define clear policies (GDPR, PSD2), invest in cybersecurity (encryption, RBAC), train employees, conduct regular audits and manage suppliers with strict standards. This mitigates risks, protects trust and ensures compliance. - Davide Sartini, SpA Fintech teams stay ahead on compliance and security by creating a true urgency and priority within their businesses. In addition to setting clear policies, leaders must train their teams regularly and invest in the right tech. Think about encryption, AI-driven fraud detection and secure cloud solutions. There are so many checkboxes for IT today, that you cannot let the table stakes go overlooked or assumed. - Aaron Biggs, Summit I embedded compliance into ops reviews—linking KPIs to data integrity and audit readiness. My advice: Make security a shared responsibility, not just IT's job. Tie it to performance metrics to drive accountability. - Vivek Vishal, Honeywell Business leaders can safeguard compliance and data security by implementing robust cybersecurity protocols alongside systematic policy reviews and risk assessments. By analyzing pertinent case studies to benchmark best practices, they ensure that policies are continually refined to address evolving regulatory requirements and emerging threats. - Suhail Syed, Vesper Telecom Companies should consider implementing robust encryption, multifactor authentication and real-time fraud detection. Regular audits, adherence to industry regulations (e.g., GDPR, PCI-DSS), and employee training on security best practices are crucial. Partnering with trusted verification providers and continuously updating protocols against emerging threats further strengthens compliance. - Luke Boddis, Forbes Business Development Council is an invitation-only community for sales and biz dev executives. Do I qualify? Leaders can ensure compliance and data security by adhering to regulations, implementing cybersecurity measures, training staff and deploying AI systems for fraud detection. Disaster recovery and business continuity plans are also essential. - Umberto Cavallaro, AscoService Establishing a robust organizational-level policy with well-defined processes and controls is crucial to ensuring compliance and data security. Collaborating closely with banking partners is equally important as a strategic approach. Additionally, maintaining oversight of software vendors (ISVs and SaaS providers) and their compliance programs helps mitigate counterparty risk. - Srinivas Vadhri, Kestone Integrated Marketing Solutions It starts with the regulations and policies agreed upon by the company and its employees. That is where the first layer of the compliance pyramid is formed—through moral responsibility. The second layer is ongoing security training, which keeps awareness high. The third layer involves adding extra security software and establishing dedicated security teams to strengthen protection even further. - Dima Raketa, Reputation House Fintech organizations require a holistic and proactive compliance and data security approach due to the sensitive nature of financial data and the highly regulated environment. Apply a strong compliance and data security framework. Leverage AI-driven tools to identify anomalies and predict potential security risks. Subscribe to threat intelligence feeds to stay ahead of emerging threats. - Salice Thomas, Wipro Limited Embed security into every process, not just IT. Fintech leaders must integrate compliance and data security into daily workflows, using real-time visibility, automated risk alerts and encryption by design. Equip teams with real-time dashboards and ongoing training to stay ahead of threats. Proactive security isn't a one-time fix—it's a living strategy that evolves with the industry. - Michael Fritsch, Smarter Operations
