Arianna Pozzatti

Just read Alberto Dalmasso's take on unlimited PTO at Satispay. It got me thinking... 🚨𝐔𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐏𝐓𝐎 (𝐚𝐤𝐚 𝐡𝐨𝐥𝐢𝐝𝐚𝐲𝐬) 𝐨𝐟𝐭𝐞𝐧 𝐦𝐞𝐚𝐧𝐬 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐠𝐮𝐢𝐥𝐭, 𝐧𝐨𝐭 𝐮𝐧𝐥𝐢𝐦𝐢𝐭𝐞𝐝 𝐫𝐞𝐬𝐭 Here's what we learned the hard way at Coverflex: When you remove PTO limits, you don't remove constraints, you remove clarity. -> High performers see time off as weakness signalling -> Managers give mixed messages about coverage -> People take fewer days than with traditional policies -> Humans hate ambiguity more than strict rules. "Take as much as you need" becomes "how little can I get away with?" At Coverflex, we stopped asking "How do we give maximum flexibility?" and started asking "What makes people actually feel safe to disconnect?" ✅ 25-day minimum (not maximum) ✅ Manager training on coverage planning ✅ Milestone sabbaticals every 5 years 𝐋𝐨𝐨𝐤, 𝐬𝐭𝐚𝐫𝐭𝐮𝐩𝐬 𝐚𝐫𝐞 𝐢𝐧𝐭𝐞𝐧𝐬𝐞. We're David fighting Goliath with limited resources and unlimited ambition. But intensity without recovery isn't sustainable. It's just burnout with better marketing. The best teams I know work hard and rest hard. They understand that peak performance requires both gas and brakes. 👉 𝐖𝐡𝐚𝐭 "𝐩𝐫𝐨𝐠𝐫𝐞𝐬𝐬𝐢𝐯𝐞" 𝐩𝐨𝐥𝐢𝐜𝐲 𝐚𝐭 𝐲𝐨𝐮𝐫 𝐜𝐨𝐦𝐩𝐚𝐧𝐲 𝐬𝐨𝐮𝐧𝐝𝐬 𝐠𝐫𝐞𝐚𝐭 𝐢𝐧 𝐭𝐡𝐞𝐨𝐫𝐲 𝐛𝐮𝐭 𝐜𝐫𝐞𝐚𝐭𝐞𝐬 𝐮𝐧𝐢𝐧𝐭𝐞𝐧𝐝𝐞𝐝 𝐩𝐫𝐞𝐬𝐬𝐮𝐫𝐞 𝐢𝐧 𝐩𝐫𝐚𝐜𝐭𝐢𝐜𝐞? Similar to unlimited PTO. Maybe flexible hours without clear communication norms. Maybe "results-only" cultures that still reward visible busy work. The pattern is the same: we announce progressive policies, then wonder why the outcomes don't match our intentions.

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Molto interessante su come opera OpenAI - pieno di perle. Sto ragionando per capire cosa è utile per organizzazioni più piccole/crescita meno esplosiva. (link in commento) Perle: Teams at OpenAI are much more fluid than they might be elsewhere. When launching Codex, we needed some help from a few experienced ChatGPT engineers to hit our launch date. We met with some of the ChatGPT EMs to make the request. The next day we had two badass folks ready to dive in and help. There was no "waiting for quarterly planning" or "re-shuffling headcount". It moved really quickly. There's a strong bias to action (you can just do things). It wasn't unusual for similar teams but unrelated teams to converge on various ideas. I started out working on a parallel (but internal) effort similar to ChatGPT Connectors. There must've been ~3-4 different Codex prototypes floating around before we decided to push for a launch. These efforts are usually taken by a small handful of individuals without asking permission. Teams tend to quickly form around them as they show promise Vale la pena leggerlo tutto

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Pack - The People Development Platform, the HR tech startup helping companies build and strengthen human capital with its all-in-one platform, has secured €3.5 million. The round was supported by the team led by Giulia Bianchi Frangipane of Bonelli Erede, with senior associate Enrico Goitre assisting Pack in the legal structuring of the transaction. Alessandro Profumo | Pietro Maria Picogna | Giacomo Gentili | Selene Santacaterina 🔗 Read full article link in comment #HRTech #StartupFunding #FutureOfWork #HumanCapital #AIinHR #VentureCapital #WorkplaceInnovation #HRPlatform #TeamGrowth #eustartups #news

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🌐 In today’s hyperconnected world, inertia is a greater risk than disruption.   📗 In “Market Strategies in a Hyper-Connected World” (EgeaEditore, 2025), Alessandro Arbore argues that strategy must become a living process—constantly evolving, rarely fixed. The core lesson? Success lies in dynamic adaptation, not static plans.   What does this mean in practice?   👉​ Leaders must decide when to initiate change, when to join existing movements, and when to co-evolve, aligning boldness with defensibility. (Egea Online)   👉​ Marketing must reclaim its place as a strategic engine, not a downstream function. It’s no longer enough to execute plans—you must lead experiments, interpret signals, and shift course when data and intuition demand.   👉​ AI is a powerful ally—but one that must be steered. In marketing, generative AI should augment human insight, not replace it; success depends on preserving judgment, reputation, and tacit knowledge.   Arbore calls for new mindsets in leadership, marketing, and innovation. The environments we compete in are no longer linear or predictable.   📌 Only organizations that embed learning, agility, and “abductive” thinking (a way of reasoning that starts from incomplete or ambiguous information and generates the most plausible hypothesis to explain it) into their core will thrive.   👉 For those who lead, market, or design strategy in any capacity, this book can be a strategic guide to staying relevant when change is the only constant.   Discover more on SDA Bocconi insight: https://lnkd.in/dS53QqG3

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Breaking! #Shein fined again. The Italian Competition and Market Authority (AGCM) has fined #Shein's web sales company Infinite Styles Services €1 million for the use of misleading green claims. The AGCM called out environmental claims in the #SHEINTHEKNOW, "evoluSHEIN" and "Social Responsibility" sections of websites as vague, generic, overly emphatic and misleading. Specifically: ♻️ environmental assertions relating to circularity in the #SHEINTHEKNOW section were false or confusing 🌿 claims about "green" fibers used to describe garments in the "evoluSHEIN by Design" line did not clearly indicate the life cycle environmental benefits of the products nor their marginal percentage in total Shein branded products 🛢️ claims in the section on Social Responsibility to reduce greenhouse gas emissions 25% by 2030 and to zero by 2050 were general, vague and at odds with increased emissions in 2023 and 2024. The AGCM said that consumers could be mislead into believing that the "evoluSHEIN by Design" collection is made with "eco-sustainable" materials that are fully recyclable. Once again, the AGCM emphasised the enhanced due diligence obligations incumbent upon #Shein as a producer of highly polluting disposable clothing. Competition authorities in France and Italy have taken action against #Shein and #Temu multiple times in the last year, and the EU is also investigating their business practices and claims, but the most important aspect of this is the message it sends to other companies. False and misleading claims about social and environmental attributes will no longer be tolerated, regardless of the omnibus confusion. NGOs and consumer organisations are also likely to take legal action if regulation stalls. What should companies do? ✅ base all sustainability claims on scientific or factual evidence ✅ conduct due diligence to identify risks and impacts that could undermine or contradict those claims ✅ trace their value chains and collect actual performance data on key social and environmental risks (e.g. scope 3 GHG emissions) ✅ don't rely on audits and certifications to prevent liability Michael Posner Dorothee Baumann-Pauly Markus Löning Justine Nolan Simone Cipriani Matteo Ward Sarah Kent Equiception Business and Human Rights Christine Kim

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