Autori: Maria Isabella Leone, Ginevra Assia Antonelli
Abstract:
In today’s rapid and competitive corporate landscape, global companies are rethinking their processes and reevaluating their innovation approaches to embrace external influences. This aims to succeed in a more intricate context, addressing the swift changes brought by digital transformation and energy transition. Consequently, businesses are considering Open Innovation (OI) as a critical competitive necessity and are exploring how to deploy it efficiently. Similar events unfolded at the headquarters of Eni, an international player in the energy sector renowned for its extensive history and innovation. The company has traditionally placed substantial emphasis on its in-house Research and Development (R&D) initiatives. Over time, Eni has reached noteworthy milestones in R&D, primarily through its commitment to nurturing internal innovation, backed by considerable funding and the acknowledgment of the expertise of its R&D staff.
Under Claudio Descalzi’s leadership as Eni’s CEO since 2014, the company has undergone a significant transformation. The digital shift, energy transition demands, and the Covid-19 pandemic have highlighted the importance of embracing an innovative approach that prioritizes collaboration and openness for faster, higher-quality advancements. As Eni transitions into a global energy company with a pronounced technological imprint, the corporation must reassess its workflows and reevaluate its approach to innovation within today’s complex competitive landscape. Given its legacy, track record of innovation, and the evolving economic, societal, and environmental expectations, a pressing question for the firm is how it can revamp its innovation strategy to foster a collaborative ethos driven by the expertise of Eni’s workforce, which represents the company’s greatest asset.
