The Made in Italy sector risks losing its crafts. What do young entrepreneurs ask for?

Elected on 13 July for the next three-year term, Maria Clotilde Botto Poala, born in 1991 and Head of Marketing and Communication at Successori Reda, wants to give young entrepreneurs a concrete role in shaping the future of the sector. With her, we address the issue that connects generational renewal and competitiveness: what tools are needed to prevent technicians, expertise and strategic companies from disappearing from the supply chain?

How can young entrepreneurs’ participation in Confindustria Moda’s decisions become concrete?
I believe that participation should not be limited to representation, but should translate into a concrete contribution to decision-making processes. The goal of the Young Entrepreneurs Group is precisely to create structured opportunities for discussion, collect the needs of the new generations of entrepreneurs and transform them into proposals to bring to the attention of Confindustria Moda. To achieve this, it will be essential to build an increasingly cohesive Young Entrepreneurs Group, where every member can feel actively involved in a shared journey and contribute with ideas, expertise and proposals.

What tools can support generational transition in family businesses?
The challenge is to combine continuity and innovation, preserving the heritage of expertise, values and industrial culture that characterises many Italian companies. To support this process, we need managerial training, opportunities for dialogue between family members, mentoring tools and a governance model capable of enhancing communication between generations.

Why does manufacturing struggle to attract specialised technicians?
This is an issue that cannot be traced back to a single cause. Strengthening the dialogue between the education system and companies is certainly important, but at the same time we must work to better highlight the opportunities offered by careers in manufacturing. The Italian fashion supply chain offers highly specialised skills, professional growth paths and a unique heritage of knowledge worldwide.

How can tacit knowledge be passed on before senior technicians leave?
I believe it is essential to create pathways that encourage the transfer of skills between generations, through mentoring programmes such as internal academies, collaborations with schools and ITS institutes, and an increasingly strong integration between education and business. Preserving and passing on this heritage means investing in the future competitiveness of Made in Italy.

What shared infrastructures do SMEs need to face digitalisation?
I am thinking of dedicated training programmes, knowledge-sharing platforms, joint innovation projects and initiatives that facilitate access to specialised expertise and new technologies. Creating a system also means developing opportunities for collaboration that allow SMEs to approach digital transformation with greater strength and resilience.

How can the relationship between manufacturing SMEs and major brands be rebalanced?
The competitiveness of Made in Italy depends on the strength of the entire supply chain. For this reason, it is essential to promote increasingly balanced relationships based on collaboration between all the players in the sector. Greater planning, long-term partnerships and constant dialogue between brands and suppliers can help create a more stable environment, encouraging investment, protecting skills and supporting business growth.

In this process, Artificial Intelligence can also represent an important opportunity to make processes more efficient and improve planning. However, it must be considered a tool at the service of people and companies, not a replacement for the human capital, expertise and craftsmanship that make our manufacturing sector unique.