Federico Frattini

Company

POLIMI Graduate School of Management

Job Title

Dean

Bio

Federico Frattini is Full Professor of Strategic Management and Innovation at Politecnico di Milano, where he serves as Dean of POLIMI Graduate School of Management, the Business School of the Milanese university.
His research activity focuses on the topics of Innovation and Technology Management, with a particular focus on Open and Collaborative Innovation. On these topics he has written more than 200 papers that have appeared in conference proceedings, edited books, and articles in international scientific journals such as Journal of Product Innovation Management, Strategic Management Journal, Entrepreneurship Theory & Practice, MIT Sloan Management Review, California Management Review, and many others.
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Federico Frattini is Full Professor of Strategy and Innovation at Politecnico di Milano, where he is also Dean of POLIMI Graduate School of Management. His research expertise is in the field of innovation and technology management, with a particular focus on open and collaborative innovation. On these topics, he has written more than 200 articles in conference proceedings, edited books, and peer-reviewed scientific journals such as Journal of Product Innovation Management, Strategic Management Journal, Entrepreneurship Theory & Practice, MIT Sloan Management Review, California Management Review and many others.

Interventions

08/10/2024 | 14:35 - 14:55
Inspirational

The meaning of purpose and its role in the transformation of organizations

The concept of purpose has taken center stage in recent years in management debate, although it has roots and origins far back in time. It represents the ultimate purpose of an action we take, the purpose that leads us to undertake it, its deeper meaning that guides our efforts and helps us understand what is "right" from what is not. The purposes that underlie our behavior in organizations can have very different qualities. It is useful to distinguish in this sense between expansive and limited purposes. The former are deliberate, consciously chosen, shared, other-oriented, ambitious and long-term purposes. The latter, on the other hand, have opposite characteristics; they are imposed, taken for granted, not consciously chosen, oriented toward ourselves, and short-term. Research in the field of psychology shows us that expansive purposes generate, in the people who experience and experience them, a much higher level -- than limited purposes -- of engagement, energy, creativity, satisfaction and well-being.

Every manager has the ability (and responsibility) to generate--for himself, for his team, and for his enterprise--expansive purposes that provide a platform of deep meaning for his employees and steer their behaviors in directions that have meaning and produce energy, satisfaction, and well-being. An organization marked by a widespread managerial ability to generate expansive purposes now enjoys an enormous competitive differential, particularly in its ability to innovate and transform.

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