{"id":149750,"date":"2026-02-05T18:04:02","date_gmt":"2026-02-05T17:04:02","guid":{"rendered":"https:\/\/www.bbs.unibo.it\/?p=149750"},"modified":"2026-02-05T18:04:02","modified_gmt":"2026-02-05T17:04:02","slug":"learning-decision-making-and-responsibility-leadership-in-uncertainty-according-to-stefano-barrese","status":"publish","type":"post","link":"https:\/\/www.bbs.unibo.it\/en\/learning-decision-making-and-responsibility-leadership-in-uncertainty-according-to-stefano-barrese\/","title":{"rendered":"Learning, decision-making and responsibility: leadership in uncertainty according to Stefano Barrese"},"content":{"rendered":"

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

<\/p>\n

Living and leading in the age of great uncertainty<\/b>
\n<\/b> Barrese summed up the time we are living in with a single word: <\/span>uncertainty<\/b>. 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 \u2013 <\/span>learning<\/b>, <\/span>decision-making<\/b>, <\/span>responsibility<\/b> \u2013 become conditions for survival for individuals, companies and national systems.<\/span><\/p>\n

 <\/p>\n

Three pillars of leadership<\/b>
\n<\/b> The first pillar is <\/span>continuous learning<\/b>: a process that accompanies the entire professional life cycle, especially when the context changes faster than organizational structures.<\/span><\/p>\n

The second is the <\/span>ability to decide<\/b>: in conditions of uncertainty, the most serious mistake is <\/span>not to decide<\/b>, because postponing choices means increasing the risk of failure.<\/span><\/p>\n

Finally, <\/span>responsibility<\/b>: taking on the weight of one\u2019s choices is what distinguishes leaders who are able to generate the trust of the people around them.<\/span><\/p>\n

 <\/p>\n

Technology and new decision-making agents<\/b>
\n<\/b> Barrese highlighted the theme of the <\/span>\u201cagents\u201d<\/b> 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: <\/span>to govern innovation without being overwhelmed by it<\/b>.<\/span><\/p>\n

 <\/p>\n

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

 <\/p>\n

The role of banks<\/b>
\n<\/b> Lending means <\/span>assessing companies, people and projects<\/b>, knowing that every decision can have consequences for the economic and social fabric. The <\/span>Covid case<\/b> 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.<\/span><\/p>\n

 <\/p>\n

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

 <\/p>\n

Learning from mistakes<\/b>
\n<\/b> We do not sufficiently train people to deal with the <\/span>consequences of wrong decisions<\/b>. <\/span>Perfection<\/b>, Barrese argued, <\/span>creates dependency, paralyses action<\/b> and fuels the tendency to present only \u201cgreen projects\u201d when it is in fact the <\/span>\u201cred\u201d that allows timely intervention<\/b>.<\/span><\/p>\n

<\/b>
\n<\/b> His advice to future leaders is clear: <\/span>\u201cnever play a role\u201d<\/b>. Pretending to be someone else increases fatigue and makes decision-making more complex. <\/span>Being oneself<\/b> makes it possible to remain \u201clight\u201d even in roles of great responsibility, maintaining coherence between professional and personal life.<\/span><\/p>\n

The meeting, part of the <\/span>Leadership Talks series organized by Bologna Business School<\/b>, brought to students the experience of someone who leads one of the most complex divisions in the Italian banking system. A dialogue on <\/span>decisions, mistakes and responsibility<\/b> at a time in history when the <\/span>speed of change<\/b> outpaces organizations\u2019 ability to adapt, and <\/span>technology is redefining the very boundaries of leadership<\/b>.<\/span><\/p>\n

 <\/p>\n","protected":false},"excerpt":{"rendered":"

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 […]<\/p>\n","protected":false},"author":132,"featured_media":0,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[207],"tags":[],"rubrica":[],"class_list":["post-149750","post","type-post","status-publish","format-standard","hentry","category-news-en-2"],"acf":[],"yoast_head":"\nLearning, decision-making and responsibility: leadership in uncertainty according to Stefano Barrese | BBS<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.bbs.unibo.it\/en\/learning-decision-making-and-responsibility-leadership-in-uncertainty-according-to-stefano-barrese\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Learning, decision-making and responsibility: leadership in uncertainty according to Stefano Barrese | BBS\" \/>\n<meta property=\"og:description\" content=\"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. 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