Marino Cavallo has a relevant experience in the economic sector, and he has developed many analyses and studies about the relations between social and economic issues (considering the role of ICT technology and New Media). He started successful activities for the managing of European Projects and Programmes of interregional cooperation between the different countries of the EU. Marino is Head of the Department of Research, Innovation and Management of EU Projects in the Metropolitan City of Bologna (Italy).

Q: What key moments or choices have most shaped your professional journey?

I’d say the turning point was when I started a small business in the cultural sector. I launched it quite early in my life, and that gave me the chance to deal firsthand with all the practical aspects—organisation, planning, promotion, and making activities valuable. Running that business taught me how to work with others and how to build something together toward a shared goal.

Q: Did mentoring play a role in those moments, if so how?

Especially early on, we’ve all had “mentors”, whether formal or informal. They’re not necessarily teachers or people with an official role, but rather individuals whose actions, choices, and behaviour influence us. Often we learn more from that kind of informal education than from school or university.

Q: Can you share an experience when you had to make difficult choices in your professional life and how you handled it?

Luckily, I’ve never had dramatic or overwhelming moments in my career. But fairly early on, I did have to decide whether to dedicate myself fully to institutions and professional work, or to pursue an academic career. The advice I got from colleagues was crucial—they helped me realise it doesn’t always have to be an “either-or” choice. Sometimes you can build complementary paths that strengthen each other across different areas.

There are still too many stereotypes out there, and we need to fight to break them down.

Q: What’s the most surprising or transformative lesson you've learned from mentoring someone, or being mentored yourself?

Mentoring taught me how important it is to be responsible and to really listen. The risk is always to impose your own path or perspective, but what works for one person might be completely wrong for someone else. Empathy and listening are essential.

Q: How do you tailor your mentorship approach to support individuals from other cultures, or underrepresented genders and backgrounds?

I don’t follow a set programme—it’s about adapting to the person in front of me. Personally, I believe in “doing things together”. I like to start from a project or activity we can work on side by side, something that leads to a tangible result.

Q: Looking back, what mindset or habit most contributed to your long-term success and resilience?

Flexibility, adapting to context, and empathy. Those are the qualities that, I think, have allowed me to contribute something positive over time.

Q: What’s a common misconception about our societies or systems that you often find yourself challenging?

One of the biggest misconceptions is that career paths are fixed, that some are closed off to certain people, or that you need predefined traits to pursue a certain profession. It’s just not true. There are still too many stereotypes out there, and we need to fight to break them down—or at least make them less powerful. Programs like this play an important role in that.

Q: What new trends or shifts are you seeing in workplace culture or leadership?

We’re really at the start of major changes. Artificial intelligence will have a huge impact—not only on professional life in general but also on specialised and creative work. People will need to reinvent themselves and turn AI into a resource, not a threat. I think tomorrow’s labour market will be very polarised: a small elite with global, valuable skills who will thrive, and a much larger group of people with big aspirations but fewer opportunities to realise them. Our responsibility is to focus on empowering that second group.

Q: In the age of hybrid work and AI, what is one piece of career advice you would give younger professionals or professionals who are looking to pivot?

AI is better than us at processing and analysing information. But it has no intention, no goals, no sense of purpose. Those are uniquely human qualities, and that’s where we need to invest. Future education should focus on developing those human capacities that no machine can replicate.

Q: Tell us about your society/country, what social shifts do you observe? Are tech and innovation being harnessed for good?

Not always—but that’s on us. We’ve known this for a long time: any scientific discovery can either be used to make deadly weapons or to improve lives. It depends on our choices. Personally, I think we should use digital tools, data, and technology more to build monitoring and support networks—for tackling climate change, improving the environment, and strengthening cities’ and communities’ resilience to natural disasters, which are becoming more frequent.

Q: How can we support entrepreneurial thinking among young people and women?

Nothing is easy, but nothing is impossible either. I think starting with that mindset is key to giving young people confidence and strength as they plan their future. The world offers many opportunities but also serious challenges, so the best way to prepare is through solid education. Tomorrow, we’ll need more education, not less. Thinking you can build knowledge just by asking a chatbot is a mistake. The most valuable knowledge comes from experience—and you won’t find that online.

Q: A motto you live by? 

Be creative. Think outside the lines.