Author: Aidan Jordan

Our recent visit to ACB Social Inclusion in Arezzo, this past week, provided remarkable insights into how organizations can transform challenges into innovation. Speaking with Paola Miraglia, the director of ACB Social Inclusion, I gained a deeper understanding of how their responsive approach to failure has shaped their success in supporting migrant communities.

Recognizing Systemic Exploitation

One significant failure ACB initially faced was not recognizing the systematic exploitation of migrants arriving in Arezzo. “At first, we didn’t even understand the structure,” Paola admitted during our conversation. Migrants were arriving after paying enormous sums to cross the Mediterranean, only to be caught in exploitative situations.

“They are offered a package of everything: Sleep, food, and work,” Paola explained. “Only that, obviously, it means working 14 hours without holidays, maybe with a contract for only two hours.” What appeared as employment opportunities were actually systems of exploitation.

The organization’s initial failure to identify this pattern meant they weren’t addressing their clients’ real needs. However, this realization catalyzed meaningful change.

Transforming Failure into Innovation

What stands out about ACB’s approach is how they transformed this failure into innovation. “Now we’ve retrained our staff to recognize it. Our entire intake process changed,” Paola explained. This adaptation demonstrated remarkable organizational flexibility—they rebuilt their approach from the ground up to better serve the people they were committed to helping.

Community-Based Leadership

ACB’s approach to overcoming challenges includes their community-based leadership model. The organization operates with members from various migrant communities, with the president himself being from Bangladesh.

As Ursula helped explain: “Over the years he has been able to build a really sort of strong presence in the local area. So everybody, all of the services know him, all of the people within the different immigrant communities sort of know who he is.”

This leadership structure emerged as a direct response to communication failures. ACB recognized that migrants were hesitant to share their experiences with Italian staff members. By having leadership representation from the migrant communities themselves, they created a more trusting environment.

“That helps people, it helps them feel more protected so that they can actually speak out because they see in him someone who’s a sort of guarantee of protection in some way,” our interpreter noted. What began as a communication challenge transformed into one of the organization’s greatest strengths.

_{QR codes at ACB that help with the language barrier}

Legal Assistance: Filling the Gap

ACB’s founding was itself a response to a systemic failure within Italian society. When asked about the organization’s origins, Paola’s immediate response was telling: “Italy is a country where gap is the normality, okay? Gap in every place, in every field.”

She explained that the initial problem was the complexity of Italian law: “There are a lot of laws… sometimes old, new, and the old, and the new are active. But in contrast, then it’s very, very difficult, this country.”

For migrants arriving without knowledge of Italian legal systems, this complexity presented an insurmountable barrier. “People coming here, migrants, can’t understand Italian law and all the system is very, very difficult for them,” Paola explained.

ACB’s response was to develop specialized legal assistance tailored specifically to migrants’ needs—turning a societal failure into an opportunity to provide essential services.

COVID-19: Crisis Response

The COVID-19 pandemic presented unprecedented challenges. ACB leveraged a project they had received funding for through the local municipality, transforming it to address emerging needs.

They coordinated with a restaurant supply company facing significant losses due to restaurant closures: “They came up with this idea kind of all together, by which they would get orders from all of the different families that needed food at that time,” our interpreter explained.

This creative solution created a “circular sort of economy that really worked well,” turning potential failure into community success. Beyond practical benefits, this approach fostered connection during isolation: “There was sort of time through the telephone calls to also kind of talk to people and find out how everyone was doing.”

Personal Growth Through Organizational Evolution

Paola shared her personal journey within the organization: “At the beginning I prefer to stay at the desk to meet people. But in a moment I realized that my role is very important to organize other people.”

This transition wasn’t easy initially: “I was not so happy about this at the beginning.” However, she came to understand the necessity of evolving roles: “Now I understand it’s not possible to stay all the day or all the life in the same role.”

As our interpreter explained, this shift came partly from recognizing frontline work’s emotional toll: “After several years, it can become very hard, listening to those stories that obviously are all really painful and difficult emotionally.” By moving to an organizational role with more emotional distance, Paola found she could be more effective in coordinating assistance.

_{ACB working with local communities and migrants.}

Balancing Growth with Local Impact

When asked about plans for growth, Paola acknowledged the tension between expansion and maintaining local impact: “It’s difficult not to be. If you want to go home, you have to be bigger. And it’s necessary to survive.”

However, she expressed concern about losing their local focus: “In my opinion, the perfect dimension is local dimension. Because you can have an impact. You can register, you can see.”

Conclusion

ACB Social Inclusion demonstrates that responding effectively to failure isn’t about avoiding mistakes—it’s about transforming challenges into opportunities for growth. By continually adapting their approach, they’ve created a model that effectively addresses the complex needs of migrant communities in Arezzo. Their willingness to recognize shortcomings, retrain staff, rebuild processes, and remain connected to the communities they serve offers valuable lessons for organizations working in social services.

_{My classmates and Paola Miraglia}

_{My classmates and I walking around Italpreziosi’s facility}

Walking through Italpreziosi’s ultra-secure facility in Arezzo—Italy’s historic gold capital where bars worth millions are handled like mere paperwork—you’d expect to find a company obsessed with profit margins and market share. But behind the industrial machinery and vaults of refined metal lies something far more valuable: a vision built on ethics, innovation, and community.

Italpreziosi, one of Europe’s leading precious metals companies, is redefining what it means to lead in a traditionally opaque and profit-driven industry. Its most striking feature isn’t its impressive refining capabilities or global client base. It’s the unshakable motivation that underpins every decision: to build a better world through ethical business.

Since its founding in 2008 by Ivana Ciabatti, Italpreziosi has established itself as a pioneering leader in the gold industry. Ciabatti has steered her company not just with financial foresight but with moral clarity—a rarity in the high-stakes world of gold and silver. “I want to make profit, yes, but with ethics and dignity and respect for all stakeholders,” Ciabatti asserts. This vision drives every initiative the company undertakes, from its traceable supply chains to its female-led leadership team.

_{Our interview with some of the female leadership at Italpreziosi}

A Business Model Rooted in Purpose

Italpreziosi’s motivation begins with its core identity. The company doesn’t just refine metals—it refines the system. “Everything we do is about responsibility,” explains Alessia Bussey, the company’s Director of CSR and Sustainability. “We want to be sure that every action, every policy, every innovation is aligned with our core values.”

This commitment is more than performative. Italpreziosi holds some of the highest certifications in the industry—Fairmined, LBMA Good Delivery, B Corp, RJC Chain of Custody—indicating rigorous adherence to environmental and human rights standards. But for Italpreziosi, these are not endpoints. They’re starting blocks. “Compliance is the minimum,” Bussey says.

“Our goal is transformation.”

Innovation with Integrity

“This app wasn’t developed because it’s trendy,” Bussey notes. “It was developed because these miners, who are essential to our supply chain, deserve access to the same tools and protections as anyone else.” The goal? Democratize opportunity. Level the playing field. Create dignity in every link of the value chain.

From Arezzo to the Andes: A Global Ethic

The company’s ethical reach stretches well beyond Italy. Italpreziosi’s sourcing process is built around long-term partnerships with mines and cooperatives that share its values. “Community is everywhere,” Bussey says. “Even if you don’t see them—the miners, their families—they’re there. They matter.”

Supply chains are fully traceable, barcoded, and monitored to ensure that every gram of gold processed in Arezzo meets the highest standards of environmental care and human rights. Shortcuts are rejected—even when they come at a financial cost. “We’ve sacrificed short-term profit for long-term integrity,” one executive acknowledged during a recent site visit. It’s a trade few in the industry are willing to make. Italpreziosi sees it as non-negotiable.

Local Heart, Global Vision

While Italpreziosi is global in scope, it remains deeply rooted in its local context. The company actively invests in the wellbeing of Arezzo’s residents, funding cultural programs, school infrastructure, and recreational spaces. These efforts are not mere charity—they are part of a coherent strategy to embed ethical thinking at all levels of the business. “We give priority to projects with direct, measurable impact,” Bussey says.

“It’s about nurturing the ecosystem we live in.”

Whether it’s rebuilding a recreational area for children or supporting biodiversity and climate change initiatives, the company’s community involvement in Arezzo reveals a profound motivation: to enrich the places it touches—not just economically, but socially and culturally.

Motivated by People, Not Profit

A hallmark of Italpreziosi’s culture is its dedication to people—employees, partners, and communities alike. The company defies industry stereotypes with a workforce that is young, diverse, and majority female. The average employee is just 36.5 years old, and women are not only present—they lead.
Ciabatti’s leadership style is itself a reflection of this motivation. Rather than commanding from above, she nurtures from within, emphasizing collaboration, trust, and mutual respect. “Ivana has created a space where people feel they belong,” one team member shared. That sense of belonging breeds commitment—and innovation.

Gender equity is another area where Italpreziosi leads by example. An external auditor once remarked that the company was “far above industry standards” when it came to gender equality. Diversity, one visitor noted, “creates innovation.” And here, it’s more than a talking point—it’s a practice.

Accountability as Innovation

Even failure is treated differently at Italpreziosi. The company has detailed risk mitigation procedures in place not to avoid accountability, but to ensure transparency. “If failure happens, you have to show that you did your best,” said Bussey. “Then you remedy it. That’s what strong governance is about.”
The company’s many certifications—B Corp, LBMA Good Delivery, and more—aren’t just trophies. They are proof of a deliberate and consistent effort to hold itself accountable to the highest ethical standards.

A New Standard for Gold

_{1 Kilo of Gold from Italpreziosi}

In an industry long shadowed by environmental degradation and labor exploitation, Italpreziosi is drawing a new map—one defined by ethics, not extraction. The company’s motivation is neither abstract nor optional. It is deeply practical and deeply human. “Innovation is not just about technology,” said Bussey. “It’s about creating impact through social, environmental, and cultural change.” That’s the gold Italpreziosi is truly refining—not just the material, but the meaning. Whether it’s a playground in Arezzo or a smartphone app in the Andes, every initiative reflects a golden thread of purpose. In a market where gold is often seen as the final prize, Italpreziosi shows that its greatest value lies not in the material, but in the mission. Here, gold becomes not just a product, but a promise—of dignity, equity, and transformation.

_{Esimple Logo}

This past week some of my fellow Identifiers in Italian Innovation visited Esimple, a technology-focused company that specializes in virtual and augmented reality. They sat down with Francesco Marcantoni, one of the founders of Esimple, to learn more about what innovation looks like at Esimple.

Our Interview with Francesco Marcantoni and Esimple associate

At Esimple success in innovation is the product of a collective effort—where collaboration, shared vision, and support play critical roles. Esimple’s journey in the virtual reality industry exemplifies this idea, showcasing how a strong sense of community fosters innovation and resilience.

One of the defining aspects of Esimple’s work in innovation is the collaborative spirit that fuels their projects. 

“We wouldn’t be where we are today without the people who believed in our vision and helped bring it to life.”

This sentiment underscores the essential role of teamwork, where different minds contribute their expertise, pushing the boundaries of what’s possible.

The development of virtual reality technology demands interdisciplinary cooperation. From designers and engineers to business strategists, each person brings a unique perspective that enriches the creative process. 

“Every breakthrough we’ve had started with an idea that was shaped and strengthened by those around us.”

This demonstrates how collective intelligence enhances problem-solving and innovation.

Beyond technical collaboration, the strength of a community lies in the support it offers. Mentorship and peer guidance have been instrumental in Esimple’s progress. 

“It’s not just about working together; it’s about lifting each other up when things get tough.” 

This illustrates the importance of encouragement and knowledge-sharing in an industry that is constantly evolving.

Beyond internal collaboration, Esimple has also built relationships with external partners, working closely with clients, academic institutions, and industry leaders. This cooperative ecosystem fosters not only technical growth but also a deeper understanding of consumer needs and emerging trends. By engaging in open dialogue with their extended network, Esimple are able to ensure that their solutions remain relevant and impactful in the ever-changing landscape. 

“Some of our best ideas have come from discussions outside our immediate team” 

“We thrive because we are part of something bigger—a network of creators, dreamers, and doers who inspire each other.” 

This is important because it highlights the importance of community not only among the company of Esimple but of the entire community of innovators and creative who all have the same goal: creating something that is best for the people. This ideal prospers growth in the entire community of innovators and especially at Esimple.

This sense of belonging extends beyond professional development—it also plays a role in maintaining motivation and resilience. The challenges of virtual reality development, including rapid technological shifts and evolving market demands, can be daunting. However, Esimple has found strength in their support network. Whether it’s through informal brainstorming sessions, industry events, or collaborative problem-solving, the company benefits from a web of connections that keep them adaptable and forward-thinking. 

“Whenever we hit a roadblock, there’s always someone in our network who can help us navigate it” 

Looking ahead, Esimple recognizes that community will continue to be a driving force behind virtual reality expansion.

“Technology evolves, but it’s the people behind it who truly make the difference” 

This reflects a very important approach that Esimple takes where real human connection remains at the heart of technological advancements.

As virtual reality technologies become more integrated into everyday life, the role of community will only grow stronger, in the eyes of Esimple. The future of the industry will be shaped by collaborative efforts between businesses, researchers, and users, ensuring that virtual reality applications remain innovative and accessible. Esimple is committed to being at the forefront of this movement, leveraging their community to drive meaningful progress. 

“The more we engage with others, the better our solutions become” 

Exemplifying their dedication to the necessity for community and collaboration. 

Furthermore, Esimple’s experiences highlight the importance of mentorship in cultivating the next generation. By offering training programs, knowledge-sharing initiatives, and internship opportunities, they contribute to the development of a diverse and skilled workforce. Their belief in fostering a learning-oriented community ensures that virtual reality technologies continue to evolve with fresh perspectives and ideas. 

“We want to give back to the industry that has given us so much” 

The innovations of Esimple serve as a testament to the power of community. Their success is built not merely on the groundbreaking technology but on the relationships and collaborations that sustain it. As Esimple moves forward, it is clear that their strongest innovations will continue to emerge from spaces where ideas are shared, talents are nurtured, and people are supported by one another. Through collaboration, mentorship, and an unwavering commitment to inclusivity, Esimple is paving the way for a more connected and innovative future.

_{Virtual Reality Headset}

_{Teletruria Logo}

On Monday March 10th, we–the Identifiers of Italian Innovators–went to Teletruria Studio, one of the main news outlets in Tuscany, especially in Arezzo. Located in Arezzo it serves to relay the news of today to the people through TV broadcasting, running 24-hours, seven days a week. When we arrived at Teletruria we were greeted with a very warm welcome and then promptly given a tour and quick history of Teletruria by Alex Revelli. After the tour, Alex Revelli and a broadcaster from Teletruria, Maddalena Pieroni, sat down with us for a more ‘formal’ interview. In this interview we discussed the importance of technology within media and more specifically what that looks like at Teletruria.

Teletruria is a great example of how technology is both a disruptor and an enabler in the shifting media landscape. Focusing on journalism, specifically media broadcasting, we are in a time in which the more innovations there is in technology the more innovation there is with journalism. This era where digital transformation dictates the trajectory of industries, media broadcasting has emerged as a prime example of innovation-driven change.  With traditional television facing stiff competition from social media, online platforms, and changes in technology, Teletruria was faced with the necessity for adaptation. 

One of the most significant innovations in modern broadcasting is the integration of traditional television with digital platforms. Teletruria has embraced this trend by expanding its content distribution to YouTube, Instagram, and other social media networks. 

“The mainstream is the television. But it’s indispensable to broadcast the same news or other programs again in the social network, in YouTube, any other kind of, for example Instagram or other social network”

Furthermore, interactive engagement has become a cornerstone of modern broadcasting. By incorporating WhatsApp QR codes into live programs, Teleteria allows viewers to submit questions in real-time, fostering a dynamic and participatory media experience–we experienced this live in hand when we were interviewed on the show, and the audience submitted live questions through WhatsApp. This portion of our time at Teletruria was very special and truly encapsulates the spirit of the people at the company. It was so cool for them to invite us and have us live on Italian television.

“The future of television is this: the possibility to use multiple planes—social media, television, radio, YouTube, everything—but offering the opportunity to enter into my program and ask the question to my guest.”

_{Here we are live on set at Teletruria}

However, these advancements come with challenges. With this emphasis on smartphones and social media, the consumption habits among younger audiences has significantly changed. Traditional TV viewership is declining, necessitating new strategies for media organizations to maintain relevance. Credibility, once easily established through well-known media brands, must now be continually reinforced in an era of widespread misinformation.

“Only 15 years ago, if you went on television, it was perfectly right. Everything the people saw on TV, they believed. Now, the young generation under 30 years old, they don’t use television, they use smartphones. The smartphone changed everything.”

Advancements in technology have significantly reduced the cost of professional broadcasting equipment. Where high-quality video cameras once, may have cost upwards of $100,000, comparable tools are now available for as little as $4,000. This ease in accessibility of technology means that success in media broadcasting is no longer determined solely by equipment but also by the skill and adaptability of journalists and production teams.

“Now it’s possible to have the video camera that we have in the studio cost €2,000. It’s very important to understand that it’s not the equipment; it’s the people. Because if you have the journalist with the capacity, it’s possible to fly. If you have a technical group with the capacity, it’s possible to fly. Without the person, it’s only a technical equipment.”

I love this quote, it shows the value in people, real people who make the difference in places like Teletruria. Honest hardworking places whose people are what make it great.

Teleteria has also found success by leveraging technology to deepen its connection with local communities. Daily street interviews, or ‘vox populi,’ help capture public opinion on current events, reinforcing the broadcaster’s role as a community touchpoint. 

“It happens every day because every day you have a piece of news. After you have a piece of news, the second thing you do is go among people and ask them what they think about it. Without people’s opinion, it’s useless. You can’t get into a community.”

This technology of going out, among the people, hearing their voice, is what I found to be most interesting. Teletruria’s importance on this voice and emphasis on the people of Arezzo is essential in the heart of the company and what has made it successful. 

Overall, the media landscape is undergoing rapid transformation, driven by technological advancements and shifting audience behaviors. Teletruria’s evolution emphasises the necessity for adaptability. 

“Now, YouTube videos are producing 50% more views than traditional television. Everything is changing.”

Ultimately, the future of broadcasting lies not in resisting change but in leveraging technology to build more inclusive, accessible, and engaging media experiences. As digital platforms continue to shape content distribution, Teletruria understands that it must embrace this innovation, harness the power of interactivity, and emphasize the voice of people of Arezzo to continue to have success in this ever-changing world of innovation in media.