Designing futures

72% of a CEO’s time ends up in meetings, 21% goes to strategy. The gap between what the company needs and what the top actually does costs up to 20% of productivity. Meanwhile the question stays open: who designs the future?

Companies grow by addition: products, markets, people. The organization stays the one from when the business was smaller, and every new industrial plan pours into a container that cannot hold it. The organization of the future must be designed.

Corporate history is the most solid item on the balance sheet and the most misunderstood: an enormous asset treated like a painting on the boardroom wall. Legacy is a strategic dataset, and those who read it that way decide better than those who merely tell it.

The Global Value Chains Outlook 2026 read at Italian scale, 50-200 million euros in revenue. The rules of the playing field are being rewritten, and every growth decision is already a supply-chain decision. Better to know before signing it.

For twenty years the conditioned reflex was one: margins drop, cut. Quarterlyitis worked, and today that script is a perfect self-sabotage manual. The future might be standing right next to you, in the supply chain nobody watches.