Learning, decision-making and responsibility: leadership in uncertainty according to Stefano Barrese

5 February 2026

In the third event of the 2026 Leadership Talks, the community of Bologna Business School met Stefano Barrese, Head of the Banca dei Territori Division at Intesa Sanpaolo, for a conversation on how to lead people and organizations in a context of continuous transformation. A dialogue introduced by Max Bergami and enriched by the exchange with Andrea Pontremoli.

Living and leading in the age of great uncertainty
Barrese summed up the time we are living in with a single word: uncertainty. A condition that cuts across civil society, the economy and the geopolitical landscape, with a speed of change that is incomparable to the past. The three key words of the talk – learning, decision-making, responsibility – become conditions for survival for individuals, companies and national systems.

 

Three pillars of leadership
The first pillar is continuous learning: a process that accompanies the entire professional life cycle, especially when the context changes faster than organizational structures.

The second is the ability to decide: in conditions of uncertainty, the most serious mistake is not to decide, because postponing choices means increasing the risk of failure.

Finally, responsibility: taking on the weight of one’s choices is what distinguishes leaders who are able to generate the trust of the people around them.

 

Technology and new decision-making agents
Barrese highlighted the theme of the “agents” we will find ourselves working alongside in the coming years: systems that will make decisions, influence processes and redefine the boundaries of learning, choice and responsibility. The challenge is already clear: to govern innovation without being overwhelmed by it.

 

An ageing leadership
One of the most interesting points concerned the lengthening of leadership tenures. In many sectors, leaders are on average older, with the risk of a lower inclination to confront change and manage uncertainty with innovative tools.

 

The role of banks
Lending means assessing companies, people and projects, knowing that every decision can have consequences for the economic and social fabric. The Covid case was emblematic: faced with the sudden halt of the economy, the only way to avoid a widespread default was to activate massive state guarantee schemes and continue to provide credit to businesses.

 

Italy between chaos and competitive advantage
In the dialogue with Andrea Pontremoli, it emerged how Italian culture of flexibility and adaptability can become a competitive advantage. Barrese linked this reflection to the structure of the production system: a unique model based on family-owned firms, a strong industrial vocation and the central role of commercial banks.

 

Learning from mistakes
We do not sufficiently train people to deal with the consequences of wrong decisions. Perfection, Barrese argued, creates dependency, paralyses action and fuels the tendency to present only “green projects” when it is in fact the “red” that allows timely intervention.

His advice to future leaders is clear: “never play a role”. Pretending to be someone else increases fatigue and makes decision-making more complex. Being oneself makes it possible to remain “light” even in roles of great responsibility, maintaining coherence between professional and personal life.

The meeting, part of the Leadership Talks series organized by Bologna Business School, brought to students the experience of someone who leads one of the most complex divisions in the Italian banking system. A dialogue on decisions, mistakes and responsibility at a time in history when the speed of change outpaces organizations’ ability to adapt, and technology is redefining the very boundaries of leadership.