Behind the name "Patrizia Cappelletti" lies a web of experiences, thoughts, and passions: where would we begin to tell it, if we wanted to restore its soul?
«I am a social researcher with a deep passion for contemporary transformations affecting the lives of people and organizations. For years I have been working on social generativity, an approach that explores the ability of individuals, businesses, and communities to create value not only for themselves, but also for others and their contexts. The opportunity for this research came at a time in my life when, thinking about my children and future generations, I was looking for a concrete way to put my skills to work for a more sustainable development model. This led me to encounter many wonderful organizations that, through action, taught me that it is possible to combine economic development, social justice, and care for the planet, generating a positive and lasting impact. I had the opportunity to meet companies that are redesigning production processes, focusing on quality and healthiness rather than cheap quantity; cooperatives that are regenerating local areas and communities; foundations that are investing in the future, supporting young people with educational projects. I dedicated myself to studying and sharing their stories. The choice proved both exciting and motivating for me: these organizations remind us that we can only grow together, leaving no one behind, and regenerating the planet's resources for those who come after us.
What personal and professional paths have shaped you over time?
After graduating in Sociology in Urbino, I earned a PhD in Social Sciences from the Catholic University of Milan, where I began collaborating with the ARC Research Center. There, I contributed to the creation of the Social Generativity Archive, a website that collects over a hundred business stories, and to the Generative Italy Report, which annually reports on the country's social and economic vitality. I am also a FSEA trainer and have been working in Ticino for years. My distinctive feature is a transversal vision, capable of connecting different fields and sectors.
What is the connection between generosity and generativity?
«Generosity and generativity share the root “gen” which refers to a Greek verb that we could translate as “to exist, to make exist, to make happenWe could put it this way: generosity isn't satisfied with a draw. It's an action that continually revitalizes the game by introducing something "extra"—in resources, intelligence, planning—that makes new things happen and opens up possibilities for others. Being generative means making generosity a permanent logic of action. In the short term, this investment may seem irrational, but in reality, it's the only choice capable of generating a future for oneself and others. An example is that of Dallas, a leading automotive company that, to support the sector, has created a real training ecosystem: from Dallara Academy, to educational workshops in schools, up toInnovation Farm, a consortium involving schools, universities, companies, and institutions, which aims to develop new skills to serve not only Dallara, but the entire region. In this sense, the company views generosity as a shared investment, which opens up new opportunities for the future for the people and companies in the area in which it operates. The idea of "more" is not a luxury, but a factor in lasting development.
You often talk about a “new humanism”: what does this concept represent today, in an age dominated by technology and complexity?
We live in an era of profound changes that are opening up unprecedented scenarios. Consider digitalization. If used responsibly and equitably, these innovations can help us solve many of the problems that still plague humanity. At the same time, the risk of side effects is evident: from increasing homogenization—that is, the loss of diversity—to the creation of new inequalities. For me, "new humanism" means not opposing innovation, but directing it to serve humanity: placing it at the center of relationships, sustainability, and the dignity of work. An example comes from Loccioni, a Marche-based company that has made caring for people, across generations, the heart of its business model. With the project The business for all ages®, Loccioni values students, young workers and retired seniors in an ongoing dialogue between skills, passions and experiences. From Bluezone, dedicated to students, to Silverzone, Involving over 120 former professionals as masters of their trade, the company demonstrates that technology and innovation cannot exist without rich relationships and a connection to the local community. It's a concrete way to create economic and technological value while simultaneously generating human and social capital.
How can telling the story of 'possible good' transform organizations and work contexts?
Stories have always had the power to give meaning to what happens. Telling the story of "possible good" can help us look beyond mere financial results to recognize ourselves as part of something bigger and ignite the desire to contribute. Communicating the possible good, then, can generate trust and inspire new initiatives. Companies once did good, but without talking about it. Today, sharing these experiences can become an opportunity to raise awareness and motivate people inside and outside the organization. A significant example is that of Capellino Foundation of Genoa, which finances its biodiversity protection projects with the 100% of revenues – after deducting costs and taxes – earned by Almo Nature, a dog and cat food company that it fully owns. The foundation is very active in communications, but here, the narrative of its initiatives isn't a publicity stunt, but rather a way to make its employees aware of their contribution to a greater mission and, externally, to encourage other companies to follow suit.
How would you define a generative enterprise, what visions of the future do these enterprises embody, and what role do they play in building a more sustainable and inclusive economy?
A company moves in a generative direction when it commits to reconciling the preservation of received value with responsible innovation; that seeks beauty by caring for people, products, and processes; that combines entrepreneurial freedom and long-term sustainability. It doesn't simply reduce negative impact, but aims to continually recreate the conditions for its existence, leaving a positive mark on the world. Brunello Cucinelli, with his investments in beauty, culture, and care for the Umbrian region, interprets the company as a space for social and aesthetic responsibility, capable of generating value beyond profit. Edison has developed a project company social housing to offer its young employees accessible housing solutions close to their workplaces, demonstrating how a company can help foster the independence of new generations, sustainable mobility, and social cohesion.
The Poetica Foundation for Social Generativity was recently founded. What is the Poetica Foundation's mission and what values inspire its work?
«Poetic Foundation was founded to continue the work of recent years, spreading the culture of social generativity through research, training, and experimentation. We move in three directions: youth education, organizational support, particularly management, and community development. Today Poetic seek new traveling companions who wish to share the challenges of this time (which, however, are also great opportunities for change). Building forms of collective intelligence and lasting alliances around common goals is the only way to address growing complexity.
In your career, the topic of spirituality often emerges as a profound resource for guiding personal and organizational choices. In a fragmented age, what is its value and how can it foster meaning, authentic relationships, and transformation in professional and social contexts?
Spirituality is a profound resource that helps us avoid reducing life to pure efficiency. Today, cultivating a spiritual dimension means creating spaces for encounter, dialogue, and exploration around the deepest meaning of who we are and what we do. In organizations, this openness generates and circulates motivation, connections, and the ability to direct action toward meaningful, transformative goals. This is perhaps the greatest challenge we face: using our freedom—personal and organizational—to imagine together how to nurture life, without destroying it.
