LUISSGuido CarliAN EDUCATIONAL ENTERPRISE OPEN TO THE WORLD

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Edited by Mauro Marcantoni and Maria Liana Dinacci All information and illustrations are taken from: M. Marcantoni and M. L. Dinacci, “LUISS Guido Carli, un’impresa formativa aperta al mondo”, IASA Edizioni/IDESIA, Trento, 2012, pp. 312.

English translation: John Millerchip

Acknowledgements For their active interest and help: Pier Luigi Celli, Massimo Egidi, Giovanni Lo Storto For organizational support: Alessandro Lubicz For sharing their experience and opinions: Luigi Abete, Luigi Ferro, Giovanni Floris, Emma Marcegaglia, Giampiero Massolo, Gian Maria Gros-Pietro, Carlo Luigi Scognamiglio

Graphic design: evoq, Rovereto (Trento)

© IASA Edizioni/IDESIA, Via Piave 22, 38122 Trento - www.idesia.it

Cover photograph: one of the university lecture rooms at the LUISS campus on Viale Romania (LUISS Guido Carli archive)

LUISSGuido CarliAN EDUCATIONAL

ENTERPRISE OPEN TO THE WORLD

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CONTENTS

LUISS ante litteram1932-1965 3

The initial metamorphosis1966-1974 10

Signs of change1975-1978 17

Relaunch1979-1983 24

The Carli era1984-1992 31

LUISS Guido Carli1993-2000 38

University and globalization2001-2003 45

The LUISS world2004-2009 52

Calibrated to the future2010-2013 59

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LUISS ante litteram1932-1965

The Empire State Buildingin New York, completed in 1931

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Some people place LUISS’s origins in the mid-1970s but in fact it dates from much further back, when its enduring mission, to be both an expression of its time and to influence it through education, was already being put to the test.

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To understand LUISS Guido Carli, it is necessary to go back to the very beginning of its development, to that vi-tal, uninterrupted breath of life that determined its essen-ce from the start. The ante litteram history of LUISS, i.e. of the founding and development of the Università Inter-nazionale degli Studi Sociali Pro Deo (“Pro Deo” Interna-tional University of Social Studies), is redolent of encycli-cals, of personalities with highly distinguished moral and scientific credentials and of an ambitious project with a truly international scope: to create a new university that would specialize in training young people in the expert use of mass communications, in the dynamics of markets and trade unions and in the values implicit in “democra-cy centered on God,” but which at the same time would be open to intercultural and interreligious exchange. The undertaking, surprisingly far-sighted and innovative for its time, was inspired by the work of the Belgian Domi-nican friar Félix André Morlion in the 1930s. These were crucial years in many ways: on the one hand the period saw the development of skyscrapers, the communica-tions industry, and mass motorization, but on the other it unleashed totalitarian , racist and violent forces in many countries, leading to the disaster of the Second World War. Recovery after the catastrophe was all the more ar-duous because of the constant climate of tension betwe-en the countries of the Soviet Block and those of the West.

Rome, St. Peter’s Square, thronged with devotees

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Pro Deo aut Contra Deum

May 1932 saw the issue of the Papal encyclical Caritate Christi Compulsi, in which Pius XI identified the decision to be for God or against God as “the choice that would de-cide the fate of all humanity: in politics, in economics, in morals, in discipline, in the sciences in the arts, in the state, in civic and domestic society, in the East and in the West.” In response to the appeal launched by the Pope, the Belgian Dominican Félix André Morlion founded the Pro Deo mo-vement, which developed a system of thought designed to assert democratic values that were enriched and supported by the Christian faith.

From Belgium to Rome

A many-sided and fascinating figure, especially interested in the worlds of education and mass communication, Morlion worked on the initial “European phase” of his project from Brussels. In 1940, with the German invasion of Belgium, he moved first to France and then to the United States,

Pro Deo graduates on the staircase in the University’s headquarters on Viale Pola, Rome

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where he founded the Pro Deo International Center in New York. It was here, immediately after the end of the War, that he devised the idea of setting up a university that would offer post-Fascist and post-colonial countries a co-gent and effective model for the construction of democracy. So Morlion returned to Europe, choosing Rome, the capital of Catholicism, as the ideal place for the future development of the movement and for the new kind of university that he had in mind.

Public opinion, economics and social sciences

In 1944 Morlion founded the Istituto superiore di Scien-ze dell’Opinione Pubblica (Advanced Institute of Public Opinion Sciences), an innovative school focusing on mass communication. Then, in 1948, the three Departments of Pro Deo University – Political Science, Economics and Business, and Industrial and Labor Relations – were establi-shed as an extended system of educational centers operating in other Italian cities such as Milan and Turin and in other countries, especially in South America. The new universi-ty, guided by Morlion as president and provost in charge

The delivery of the Papal Brief which Pope Paul VIdedicated to Pro Deo in 1965.From the left, Father Morlion, Cardinal Amleto Cicognani, Aniceto Fernandez and Monsignor Ferrero

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A child presents Gianni Agnelli with a posy of flowers.In the center, a smiling Vittorio Valletta

of academic matters and by his deputy Monsignor Carlo Ferrero, grew in size and consolidated its position while maintaining a resolutely international approach.

International and Italian friends

As well as enjoying the support of influential American backers, Morlion’s educational ventures also acquired incre-asing recognition and respect in the Italian entrepreneurial world, which perceived the business-oriented, managerial style of education cultivated by Pro Deo as a concrete means to the creation of a new managerial class for the country. Among the first to appreciate its potential even in the early 1950s were figures such as Angelo Costa, then-President of the Confederazione Generale Industria Italiana (the asso-ciation of Italian industrialists, known as Confindustria), and Vittorio Valletta, the Chairman of Fiat.

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The historic headquarters of the University

In the first quarter of the 1700s, a luxurious residen-ce was built for Cardinal Giulio Alberoni on Via No-mentana in Rome. Just two parts of the estate still sur-vive: what is now the public park Villa Paganini and the area where the historic he-adquarters of the Università LUISS Guido Carli on Viale Pola now stands. Pro Deo and its students moved to this building, constructed in 1924 and designed by the engineer Francesco Bruno, in 1958; just a few years pre-viously, in 1954, the palaz- zina and its grounds had been used as the set for the film Lucky to be a woman, with Sophia Loren and Mar-cello Mastroianni.

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The initial metamorphosis1966-1974

The entrance to the University premises on Viale Pola, Rome

With the addition of the word “Libera” (Free) to its name, the Università degli Studi Sociali Pro Deo made an explicit declaration of intent: to capitalize on the independence granted by the state in order to assert its unique status among Italian universities.

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The 1960s in Italy was a period of intense economic deve-lopment and rapid growth of general welfare: in just a few years, an agricultural society had transformed itself into an industrial power. The country was hard-working, the cur-rency was strong, and household appliances and cars were within everyone’s reach. There was nothing to suggest that the situation might soon change, but by the end of the de-cade a wind of change was blowing in from America, more specifically from California, carrying a climate of protest and struggle against authority and political power. The cru-cible of the rebellion that infected young people all over the world was the university, no longer an untroubled island for the instruction of those who are privileged enough to afford higher education, but a volcano erupting with bold ideals and a determination to change the world and overturn the system from the inside. The demonstrations of protest in Italy assumed the character of ideological demands, some-times tainted with violence, and forced the state universities to suspend their normal activities, turning them into pla-ces of fortification, confrontation and conflict. The “Libera Università degli Studi Sociali Pro Deo”, which had recently been granted official state recognition of its educational ac-tivities and independence, chose to take the path of offering a viable alternative to the turmoil that prevailed in other universities. It therefore adhered peacefully to its academic program, rejecting dissent for its own sake while continuing to promote debate on subjects of paramount topical interest and forthright exchange with the economic world.

The student movement of the late ‘60s; a demonstration in front of La Sapienza University in Rome

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State endorsement

Two decrees of the President of Italy mark the proud fulfil-lment of goals set by the Pro Deo movement: the first – no. 436, issued in 1966, gave official recognition to the Libera Università degli Studi Sociali Pro Deo (“Pro Deo” Free University of Social Studies) and instituted its Department of Economics and Business; the second – no. 482 issued in 1967, extended accreditation to the Department of Political Science. This new seal of state approval, however, was only a starting point: deliberately differentiating its approach from that adopted by other Italian universities, Pro Deo University embarked on a dynamic period teeming with new initiatives and steadily acquired public recognition of the quality, distinctiveness and value of the services it offered.

A meeting at the start of the academic year, with Pro Deo University students from Europe, Africa and Asia

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Interaction with the business world

While universities in general were being attacked for repre-senting a bulwark of the economic system, and the principle of academic freedom was considered synonymous with being unconnected and hostile to the world of business and economics, the Free University purposefully opened its doors to a sphere that no country striving for development can do without. Invitations to business leaders and econo-mic experts to conduct seminars and give lessons, as well as frequent exchanges with lecturers from foreign universities, were the order of the day at Pro Deo University.

Workers at an Italian footwear factory

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Umberto Agnelli and Angelo Moratti, leading entrepreneurs and supporters of Pro Deo University

University for society

The ultimate goal of Pro Deo’s educational activity was “to represent an international institution inspired by inter-religious principles, carrying out studies and research in the field of social sciences and training new generations of leading executives who are mindful of their social re-sponsibilities in a truly democratic community.” The key to everything lies with every individual being prepared to shoulder his or her responsibilities. The University exists not only to serve its own ends but also those of society: it is a means by which culture and skills are transmitted and, above all, it is a prime contributor to the moral and civil growth of the country.

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Giampiero Massolo

“After a long and futile wait for information about the courses on offer at the state university, I turned to Pro Deo, where I was immediately able to talk through my questions and expectations. The episode gave me a tangible indica-tion that higher education there would be a personalized process, so I decided to enroll. The University was indeed a serious institution that made substantial demands on its students, but it was also open and flexible. It allowed me to undertake a program of study that was consistent with my desire to aim for a career with an international dimension and the lecturers, who were always amenable to personal discussion with us students, were a constant source of help and support until I finally decided to enter the diplomatic service.”

Ambassador Giampiero Massolo, Director General of the Department of Security Information (DIS) and member of LUISS’s Board of Directors; a 1976 Pro Deo graduate in Political Science

Towards secularization

Unfortunately, the rising prestige accorded to the University’s teaching accomplishments was not matched by a sustained flow of adequate financial resources. In 1973 and 1974 a number of large industrial groups including Fiat, Saras, Li-quigas, Buitoni, Zanussi and Saint Gobain, all of which had long prized Pro Deo’s educational methods and success, got together to ensure a stable future for the Free University. It was thanks to the efforts of this first “action group,” led by Umberto Agnelli, that the University began a process of secularization that over the next few years would bind it even more closely to the Italian business world. To symbolize this delicate transition, Giuseppe Mira took over as provost and Fa-ther Morlion passed on the presidency to Monsignor Ferrero.

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Signs of change1975-1978

The majestic staircas at the Viale Pola premises

The LUISS project emerged from a gradual accretion of ideas, solutions, proposals and contributions, but the dream of creating a new university model was already a consuming passion for the business world.

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The 1970s presented a clear contrast with all that had cha-racterized the previous decade. The history of the period developed along two parallel lines: on one side the violent events that grabbed the headlines and clamored for pu-blic attention nationally and internationally; on the other, civil and technological progress, from the referendum on divorce to the invention of the microprocessor, setting in motion a process of modernization that would revolutio-nize habits, customs and traditional patterns of behavior. The sensational aspects of reality trumpeted by the media were counterbalanced by other, less visible developments that did not make front page news, but instead painstakin-gly constructed a new world, one that would long outlast the insubstantial and ultimately irrelevant obsessions of the media. Despite the fact that the decade saw Italy firmly in recession, with austerity the order of the day, busines-ses, which were more solidly based and adept at networ-king, managed to brace Italy’s economic system, even in parts of the country where there was no flourishing indu-strial tradition. The dynamism and vision of the institution that was about take the name of LUISS and which would be led by new men like Guido Carli would also make a crucial contribution against this background of change and innovation.

Students and lecturers in LUISS’s Assembly Hall

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The involvement of Italian entrepreneurs

The disengagement of higher education from the real needs of working life was a matter of general perception and the-re was an even more obvious disparity between what the Università Bocconi and the Università Cattolica offered in the north and the void that still existed in the south. Pro Deo provided the Italian business world with an unmissable opportunity: it already possessed all the requisites needed to construct an experimental university in Rome, an insti-tution that would make up for Italian shortcomings in the managerial sciences and bridge the void between academic institutions and the dynamic reality of the business world.

The LUISS project

Confindustria, the confederation of Italian industrial com-panies mentioned earlier, decided to combine its commit-ment to improving the quality of the Italian managerial class and to the development of the country with a project,

The Confindustria headquarters in the EUR district of Rome

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championed above all by Guido Carli, the newly elected president who succeeded Giovanni Agnelli, to redevelop Pro Deo University. While Confindustria set about formally constituting a new action group, the University was in a constant ferment of preparation for an important turning-point in its history.

The presidency of Guido Carli

In July 1977, the University’s governing council approved the general lines of the redevelopment project drawn up by an internal commission. The new charter, which came into effect the following year, marked a break with the past and a leap forward in the process of laicization that had already been underway for some time. The reference to the Pro Deo

Guido Carli with a group of LUISS students

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The main entrance to LUISS, the Free International University of Social Studies, on Viale Pola in Rome

movement was removed from the University’s name, which now became “Libera Università Internazionale degli Studi Sociali” (Free International University of Social Studies), and went by the acronym LUISS. At the end of 1978, Gui-do Carli – who played a central role in defining the new direction the University would take and was one of the foremost proponents of Confindustria’s entrance into the world of higher education – became its president. Beside him, Professor Rosario Romeo was appointed provost.

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A new kind of university

The new charter, which came into effect in June 1978, sets out the aims of a university designed to turn out hi-ghly qualified professionals trained to play a leading role in the management of companies producing goods and services, in devising and implementing socio-political projects and in the administration of international acti-vities. From the beginning, limited enrollment numbers, a rigorously selective entry policy, full-time attendance at lectures and high-quality teaching were implemented as the prime criteria on which LUISS would build its reputation.

Luigi Ferro

“In the early 1970s, there was considerable debate in the business world about how it could best foster Italian eco-nomic development and what role education should play in achieving it. One very cogent and compelling propo-sal in this discussion was that the Italian entrepreneurial class as a whole should throw its weight behind Pro Deo, with a view to ensuring its survival as a secular, lay univer-sity embodying the values of the free market economy and managerial culture. The plan was widely shared but extre-mely complex and absorbed the energies and resources of many industrialists and others. The idea of involving Confindustria was a natural outcome.”

In various roles, including those of Vice President of the Friends of LUISS, Joint President of Confindustria and Executive and Deputy Vice President of the University, Luigi Ferro was a constant figure of support for LUISS from the end of the 1960s until recently

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Relaunch1979-1983

A seminar held at LUISS, in Colonne Hall on Viale Pola

Guido Carli’s success as president of the revitalized University made it possible to overcome difficulties and diffidence and take a new direction. The continuing presence of his name beside the acronym LUISS is a fitting tribute.

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The beginning of the 1980s was marked by a surge of in-ternational optimism, with personalities like Ronald Rea-gan and Pope John Paul II, who, albeit in different ways, were both natural champions of a new way of envisioning progress. The growth of the American economy, and con-sequently of the whole of the Western world, opened new perspectives in mass consumption. Italy too, though with a number of distinctive traits, was a participant in this pro-cess of global renewal. In a climate of far-reaching social transformations and of ideological positions that were of-ten in conflict with each other, the university once again found itself representing the summa of the many different political and ideological tendencies that coexisted in the country. Within the academic world, in addition to the per-manent “antisystem” mobilization inherited from the pre-vious decade, there was an earnest return to study and a keen demand for further education, accompanied by a rise in the number of students. The University on Viale Pola and Confindustria laid the foundation for a set of shared intents, which then led to an experiment that was unique in Italy and a stable and significant landmark in continuing education for years to come.

LUISS students at work

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The road to renewal

Thanks to the work of Guido Carli and Rosario Romeo, the process of renewal set in motion in the late ‘70s produced increasingly impressive concrete results through continuous improvements in the resources and facilities offered to stu-dents. Confirming LUISS’s already established ability to adapt its approach to take account of the country’s real needs, it instigated numerous research projects concerned with crucial issues of national importance. These were the years in which Confindustria took on a permanent and offi-cial presiding role for LUISS by virtue of the farsightedness not only of Guido Carli but also of Vittorio Merloni, his successor as President of Confindustria, Paolo Savona and Luigi Abete.

The LUISS Library

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The third department

The years 1981-82 saw the fulfillment of a project that had long been under discussion and which could no longer be deferred now that Italian industry conducted business with foreign markets on a daily basis: the creation of a Department of Law that would be capable of turning out Italian professionals equipped to take part in international transactions and able to adapt the traditions of legal training to meet the requirements of the modern economic world. When LUISS’s third department was set up in 1981, it immediately proved itself by brokering agreements with outside bodies for training courses, research programs, cul-tural exchanges and international projects, arrangements that enriched the range and quality of teaching available and rapidly enhanced the university’s international prestige.Provost Rosario Romeo

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During a lecture at LUISS Friends of LUISS

From an economic and organizational point of view, 1982 was also important in that it saw the foundation of the Association of Friends of LUISS, which formalized the role of the University’s financial backers and at the same time ensured sound relations with the economic world. At first, the Association concentrated on promoting competitive scholarships and openings for researchers, establishing pro-fessorships and sponsoring special projects. This determi-nation to propagate entrepreneurial and managerial values in the cultural context of higher education set a historic precedent which, year after year, has been supported by a number of Italy’s foremost industrial concerns.

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Giovanni Floris

“It’s strange: after getting my degree I received many job offers but, the night before signing a contract with one of the organizations that had contacted me, I decided to turn down a bank job and resume working as a correspondent with small newspapers. Paradoxically, LUISS, which I had elected to attend because a degree from a university clo-sely connected with the world of industry would enhance my employment potential, taught me to say no to this offer, and gave me the strength and self-confidence to become a journalist. If I try to picture the social model proposed by LUISS, it is one of an open society, characterized by a continual exchange of ideas, by the possibility of chan-ging your mind, and by openness and tolerance towards everyone and everything.”

A journalist and anchorman from the Italian television program Ballarò since 2002, Giovanni Floris graduated from LUISS with a thesis on industrial relations in Italy that won him the Mondoperaio Prize

A private-sector-style education

The principal consequence of the interaction between Confindustria and LUISS was the creation of a university managed using methods adopted from the corporate world, making efficiency the central concern, developing activities which would really create value, and, above all, considering the requirements of those supposed to benefit from its services. The idea that education should not be an exclusi-vely public monopoly was, in the early 1980s, anathema to some. The example of LUISS showed that the social ends of a university could also be successfully pursued through private-sector management.

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The Carli era1984-1992

The internal staircase at the LUISS premises on Via Parenzo, inaugurated in 1993

The aim is not just to shape the managerial class, but to behave as if one already were the managerial class, providing teachers, students and structures able to help solve the problems on the national agenda.

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The second half of the 1980s saw one of the most important events in the history of the last century: the fall, on Novem-ber 9, 1989, of the Berlin Wall. The collapse of communism coincided in Italy with a period in which wealth, success and corporate efficiency began to be seen in a positive light socially. This resulted in more attention being paid to the economy and to individual and collective ways of crea-ting well-being through the expression of talent and its ap-plication to the problems faced by the country. These were years in which LUISS, having left its economic difficulties and uncertainties behind, devoted itself to consolidation, internal organization and the definition of programs that would effectively express the University’s mission. On the one hand, this meant modernizing the scientific content of the subjects taught; on the other, bringing enterprises into the teaching of corporate organization, through case stu-dies, the actual experience of entrepreneurs, and the con-crete aspects of daily life. The world was speeding up and cultural sedimentation had to be tackled on a daily basis to keep up with the students’ training requirements.

Citizens on the Berlin Wall in front of the Brandenburg Gate following the opening of the border on November 9, 1989

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The path ahead

1984 saw Carlo Scognamiglio take over from Rosario Ro-meo as provost. This marked the beginning of a new era in the life of the University, which up to that point had been characterized by intelligent renewal but was now ready to consolidate its position in a way that distinguished it from its counterparts in the public sector. Rethinking the content of the various curricula, diversifying students’ educational experience by introducing specialized postgraduate courses, maintaining modest numbers as a guarantee of quality, despite the ever-growing number of applications: these were just a few of the initiatives that determined the future development of LUISS.

Students enjoying a break on the University grounds

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Two schools of success

A project that had been long in its gestation finally got off the ground in the mid-1980s: the LUISS School of Management, founded to provide postgraduate training programs at the highest level in the areas of law, finance and management. The results were excellent, on par with those achieved by another school established in 1983: the School of Journalism and Mass Communications, which, in addition to enjoying widespread success, could boast of placing some of its students in enviable positions even before they had completed their courses.

Students working at a computer terminal in the University

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Guido Carli and Mario Arcelli The tools of culture

It was not just a matter of the subjects taught or the degree programs offered. The desire to invest in its strengths led LUISS to adopt a wide range of procedures whereby culture and competence are shaped and disseminated, whereby knowledge makes its mark on reality and vice-versa. There was therefore a great readiness to conclude agreements,

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carry out specific research projects, enter into cooperative ventures with other universities, and set up new research centers. These years were devoted to improving the struc-tures supporting education, such as the Library and the IT Center, recognized as the new fulcrum for learning and knowledge.

Conscience and competence

In the late 1980s, when innovative legislative changes were being made to give the public system greater autonomy, LUISS redefined its logistical development by acquiring new premises on Via Parenzo to keep up with the controlled growth of its student population. In 1992, Mario Arcelli succeeded Carlo Luigi Scognamiglio as provost, immedia-tely giving ethical issues central importance, convinced that the role of a university was to shape consciences as well as competencies.

Carlo Luigi Scognamiglio Pasini

“LUISS is a good example of ‘success breeding success’. The positions of prestige and responsibility assumed by the University’s former pupils are one of LUISS’s distincti-ve features. Their advancement helps to fuel the Universi-ty’s success. Maybe not as much as in America, but here, too, graduates maintain a strong bond with their former university. This is a truly extraordinary factor, something important, promoting growth and renewal.”

Carlo Luigi Scognamiglio Pasini, provost of LUISS from 1984 to 1992. In 1994 he became President of the Senate and in 1998 Minister of Defense.

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LUISS Guido Carli1993-2000

A member of the LUISS basketball team

Controlling rather than submitting to change is one of the key points of the LUISS training system: hand in hand with innovation and the internationalization of its teaching, it has developed a galaxy of services and opportunities for students.

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The early 1990s were a time of great change. They saw the birth of the World Wide Web, which was soon to revo-lutionize everyone’s work and lifestyles, the explosion of commercial television, and the transformation of commu-nications brought about by mobile telephony. In just a few years, many companies were founded and developed, but the really amazing thing was the speed with which these changes occurred and spread. These new forms of communication contributed greatly to globalization, the most important economic phenomenon in recent histo-ry. Around the time of the collapse of the Soviet empire and the beginning of the civil war in the former Yugosla-via, all the information networks went global: the world seemed to have “shrunk”, but at the same time offered a wealth of economic opportunities. It was not unusual for international operators to take no more than a few ye-ars, if not months, to achieve financial success and Italy, too, in fields such as telephony, rapidly sprang to global prominence. Change and uncertainty characterized a period in which the Tangentopoli bribery and corruption scandal marked the end of the “First Republic” and the emergence of a new cast of political and institutional ac-tors. Meanwhile, on the educational scene, the ongoing expansion in the number of universities revealed a need for this growth to be matched by greater autonomy and a rethinking of educational practices.

During a papal visit to LUISS in 1998, Luigi Abete shows Pope John Paul II one of the personal computers that the University was donating to countries in Africa and Eastern Europe

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The internationalization of educational practices

In 1993, Guido Carli passed away and his place as president was taken by Luigi Abete. The globalization of the economy was inevitably pushing education in an international direc-tion: the “LUISS Europa Cultura Project” and AMSEC (Alliance of Management Schools in European Capitals) membership were the most obvious manifestations of this new trend. In 1997, managerial training underwent a fun-damental shift with the foundation of LUISS Management S.p.A., while the program to expand the University’s rese-arch centers continued with excellent results, as evidenced by the growing scientific value of the studies undertaken.

A LUISS student at her graduation ceremony

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Luigi Abete

“Where leadership is concerned, I believe that the right character traits are certainly an advantage, but some managerial skills and capacities are acquired through training. An understanding of what you are talking about and managing is not a given, but a continuum. Consistent behavior depends on being able to integrate change into the history and career path of each one of us and keep up to date with a sort of gradual continuity. Leadership is the combination of personal, character-related and motivatio-nal attitudes that are formed in the early part of our lives, together with the knowledge and awareness we acquire through rigorous training. It is a natural rule. In this sense, though I did not study at LUISS, I am a product of LUISS.”

Head of the A.BE.T.E. group and President of the Banca Nazionale del Lavoro from 1998, Luigi Abete was one of the leading figures of LUISS Guido Carli from 1993 to 2001. He is currently President of the LUISS Business School and the LUISS Sports Association

Logistics, services and new opportunities

During the second half of the 1990s, LUISS adopted new logistical arrangements to meet the demand for space and services. The new headquarters in Via Parenzo was followed by further major real-estate acquisitions and the creation of a Placement Office to manage relations between academia and the world of work. The resources made available by the Associazione Amici della LUISS (Friends of LUISS Association) ranged from additions to the library to impro-vements in career guidance and placement for graduates, not to mention the promotion of post-diploma, post-degree and cultural training initiatives.

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Students and guests in the Assembly Hall during a LUISS Day, held to inaugurate the academic year

University reform

The reform of Italian universities, stimulated by legislation and the adoption of the “Sorbonne Declaration”, brought private and public universities into closer association, for-cing LUISS to rethink its mission if it were to continue to strengthen the education it offered. Internationalization, greater professionalism in specific areas and improved tea-ching were the aspects requiring the greatest investment. The inauguration of the academic year was by now an event of great prestige, attended by, among others, Romano Prodi, Giuliano Amato, Oscar Luigi Scalfaro and Antonio Fazio.

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An indelible memory

Guido Carli’s presidency of LUISS lasted for fifteen years, a period during which the great economist saw the University through the finely tuned developments leading to success. Charismatic and innovative, Car-li took on many prominent roles in the service of his country, from President of Confindustria to Governor of the Bank of Italy, never losing his free spirit or his often contrarian approach to life. His role as a cham-pion of internationalization became a priceless asset for the University’s progress. On November 30, 1994, Guido Carli’s name was officially added to that of the University.

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University and globalization 2001-2003

Colonne Hall on Viale Pola, the scene of numerous graduation ceremonies and other LUISS events

The quality and efficiency of a country’s educational institutions are the preconditions for policies that see knowledge as a strategic factor for development. It was with this awareness that LUISS faced the complexities of the new millennium.

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The key characteristic of the new millennium was econo-mic globalization: the lowering of international customs barriers and the rise of new trading powers, such as India and China, forced Europe to make novel decisions in order to remain competitive in financial markets. The spread of the Internet, which made it easy to produce goods far from the centers of decision-making, and the advent of standar-dized production procedures meant that Europe was no longer able to compete in terms of labor cost. On March 23, 2000, heads of state and governments of the EU countri-es met in Lisbon to set out economic policies that would point the way ahead. The program they adopted was the “Lisbon Agenda”, and it was clear from its provisions that Europe would have to concentrate on innovation and the development of new technologies, as applied to consumer goods and services. Applied scientific research and the acquisition of new knowledge therefore emerged as prio-rities for the Italian and European education systems. This challenged the long-established pattern of “first study, then work,” in favor of an interdisciplinary vision of education based on training/work experiences and a broader under-standing of the world we live in.

The early 2000s saw an extension of the international dimension of the courses offered by LUISS

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The path of innovation

2001 began with the appointment of Antonio D’Amato as President of LUISS. For D’Amato, reform and constant innovation were key factors in managing the changes hi-ghlighted by the Lisbon Agenda. This involved three lines of action: systematic benchmarking of all aspects of University performance, the definition of criteria of excellence that must be as objective as possible, and a focus on specialized degrees and research centers. As required by the reform, new three-year degree courses were also introduced, which, regardless of how they were labeled, reflected the teaching and learning procedures developed and delivered by LUISS.

Antonio D’Amato, President of LUISS from 2001 to 2004

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Training and research

The need for multidisciplinary education transformed the University into a place where knowledge was constantly being developed through research centers and oversight bodies. LUISS invested heavily in these educational re-sources, founding the Specialized School for the Legal Professions and committing itself to the introduction of various kinds of master’s degrees. In 2003, it opened several research centers and, in 2004, went ahead with set-ting up three Departments: Economics, Political Science, and Law.

A student defending his graduation thesis in Colonne Hall on Viale Pola

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Adriano De Maio, provost of LUISS from 2002 to 2005

The University’s chief asset: its students

For the three academic years of 2002-2005, Adriano De Maio, a man of considerable depth, was appointed as pro-vost. From his predecessor, Mario Arcelli, he received a great legacy, the principal asset of which, as he himself emphasized, was the student body. With the explicit aim of developing this human capital, new recruitment procedures were introduced, including selection tests at two different times of the year and the possibility of taking the test in thirty different Italian cities.

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Personal growth

Excellent academic training must go hand-in-hand with personal growth. LUISS offers a series of extra-curricular activities aimed at developing the character and aptitudes of each and every student through sports, literature, music, creative writing, and cinema, and gives them opportunities to gather together for debate and social interaction. Initiati-ves such as the Experimental Theater (laboratorio teatrale) and sporting activities organized at the PalaLUISS have been very successful.

Gian Maria Gros-Pietro

“LUISS is managed like a good business, open to change, eager to compete, and fully at the service of its students and the business world. It has achieved exciting results. An excellent university should turn out excellent students, as confirmed by professional success. Fortunately, the young people who study at LUISS know they must make the most of their time there, and demonstrate growing awareness and maturity. If we accept that change is the characteri-stic of our time, and that the pace of change is constantly increasing, higher education in particular must allow for this and provide them with the tools they need to manage it. These tools must be both conceptual and scientific, ta-king into account both behaviors and attitudes. To ensure a sufficient level of expertise, both study and real-life ex-perience are necessary. This, in my opinion, is the most profitable investment a young person can make.”

A lecturer in Business Economics, Gian Maria Gros-Pietro was Dean of the Department of Economics and Business at LUISS from 2004 to 2011.He currently chairs the Management Board of Intesa San Paolo.

INTERVIEW

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The LUISS world2004-2009

One of the buildings on the LUISS campus on Viale Romania, in Rome

Students’ participation in events, associations and activities within the University is a fundamental element in shaping leadership, which is the fruit of professional and personal growth.

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Starting in 2004, the new governance of LUISS Guido Car-li set out to develop a strategy to overcome the constraints that prevent the up-and-coming generation from deploying their full professional and human potential. The fact is that, despite being a member of the group of most develo-ped countries, Italy was facing difficulties when compared with other European nations such as France or Germany, particularly where the number of graduates and their ac-cess to the world of work was concerned. An awareness that training channels and the labor market were no longer circumscribed by national boundaries opened the door to cooperative ventures with universities in other countries and degree courses delivered entirely in English, with tea-chers coming from distinguished international institutions. The student was made central to the life of the Universi-ty, to be provided with an enriching university experien-ce, from both an educational and a human point of view, and supported in his or her course of studies, with special attention paid to training and contact with the world of work. To face this new era, LUISS once again reviewed its “fundamentals”, adapting them to cope with a time of constant change and great opportunity. The University was able to fill former gaps through targeted initiatives in teaching, research, internationalization and logistical arrangements. In the knowledge economy, every achieve-ment naturally becomes a new starting point, and it is this awareness that drives the University to continually set new goals for itself.

LUISS students celebrating their graduation

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The new constituent phase

In 2004, with the appointment of Luca Cordero di Mon-tezemolo as president, came confirmation of the desire to create more opportunities for students to relate to the world of business, with the emphasis on four areas: internationali-zation, research, the market and social responsibility. With the arrival of its new general manager, Pier Luigi Celli, the University consolidated its organizational structure, taking a great logistical step forward: a large new campus and headquarters in Viale Romania.

General Manager Pier Luigi Celli (center) with students at the 2010 University Ball

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Luca Cordero di Montezemolo

“In 2004, I immediately set three priority objectives for myself: to clarify the mission and positioning of LUISS, to develop and promote its image vis-à-vis its target audien-ce and stakeholders and, finally, to enhance its graduates’ prospects of accessing the labor market, especially in the case of the really outstanding students. In Italy, there is an abundance of economics, political science and law de-partments, most of which offer very similar courses. LUISS, however, tends towards the opposite direction: towards segmentation, specialization, internationalization, and excellence in specific areas closely connected with market developments.”

Luca Cordero di Montezemolo was Head of Confindustria for four years (2004-2008) and President of LUISS from the end of 2004 until the summer of 2010. In 2004 he was included in the Financial Times’s list of the world’s fifty best managers

INTERVIEW

Quality and specialization

The second half of the 2000s was a time of great achieve-ments, beginning with the decision, strongly supported by Provost Massimo Egidi (appointed in 2006), to internationa-lize teaching and research through a visiting professor sche-me, student exchanges and a more international faculty. The master’s and postgraduate areas were expanded and then, in 2009, the LUISS School of Government was founded. The objective: to invest in human capital with a view to upgrading national institutions and the public sector.

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Three student members of the BeYou volunteer association, founded at LUISS in 2009

University as community

The academic and the anthropological are fundamental components in shaping a modern leadership, an objective to which LUISS has always aspired. Developing personal interests, as well as finding fulfillment in in-house projects such as Radio LUISS, the University’s various journalistic publications, LUISS TV web-based television and many voluntary initiatives, convey to young people the idea of the University as a community, a place where everyone cooperates in building a future for themselves, developing a strong sense of identity and of belonging that will always remain with them.

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From the University to business

From the outset, creating fruitful relationships between theUniversity and business has been LUISS’s raison d’être, expressed in the attention devoted to individuals, and especially to their transition from academics to work. This approach was strengthened under the management of Pier Luigi Celli. The Placement & Career Education Office now uses both conventional channels, such as seminars, placements and apprenticeships, as well as more inno-vative ones, such as video-CVs and the virtual LUISS Job Exchange (LJE). The aim is to give students as much sup-port as possible as they pursue their careers.

Students meet the business world during LUISS’s Career Day

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Calibrated to the future2010-2013

LUISS students take the stage during Welcome Day for first-year students starting in the 2010-2011 academic year

At a time when the channels for disseminating skills and competencies are rapidly increasing in number, we cannot afford to lose out in the drive for quality and internationalization.

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2010 ended a demanding and eventful decade. On the one hand, it had seen the outbreak of a serious economic crisis, one which is not yet over; on the other, it was the starting point of a new cycle of development for LUISS Gui-do Carli, a University firmly grounded in its achievements but constantly striving towards the future. The guidelines that had characterized the University’s mission in recent years – excellence in education, an international vocation and the capacity to respond to new global challenges – now flowed together in another key aspect of the project: creating an effective managerial class. The University set out in pursuit of this objective, partly by promoting an an-nual report (Generating a Managerial Class) devoted to the analytical study of the areas of management training, selection and renewal, in Italy and in the rest of Europe. In response to the new problems of an extremely complex period, LUISS developed a strategic plan, comprising many solutions that were interconnected in different ways: from a new departmental organization to increasingly me-ritocratic selection procedures, from student activities to scholarships for the most deserving, never forgetting the University’s founding values, the essential underpinning for every type of present and future development. Though the idea of a more competitive society has always been part of the University’s DNA, LUISS Guido Carli is tackling new challenges with determination.

A formal welcome for first-year students at the beginning of the 2011-2012 academic year

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The challenge of tomorrow

The speed so characteristic of this latest decade – in techno-logical innovation, relationships, communication, work – has inevitably had repercussions for the University’s acti-vities. In 2010 Emma Marcegaglia took over the Presidency, the ideal person to embody the spirit of initiative that LUISS needs to keep up with the demands of a rapidly changing society. Internationalization was and continues to be the answer to students’ needs and, at the same time, the axis of a new cycle of development and conditio sine qua non of the validity of its role as an educational institution.

Organizational renewal

The need to adapt quickly to new educational requirements has resulted in a reform of the University’s statutory and teaching arrangements. The University is now organized into departments and schools, encouraging hybridization between disciplines and, at the same time, greater specia-lization, more akin to the practice of the best British and American universities. In September 2011, a system of four departments was instituted – Business and Management, Economics and Finance, Law and Political Science – opera-ting alongside the two LUISS schools: the Business School and the School of Government.

The President of LUISS, Emma Marcegaglia, and Provost Massimo Egidi with the President of the European Commission, José Manuel Barroso, in 2011

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Encouraging start-ups

In 2013, to contribute to the development of young people’s entrepreneurial capacities and initiatives, the LUISS EnLabs project was launched. The aim was to se-lect and support the best technological start-up projects by providing funding, mentoring, targeted training and strong networking support. The conviction is that, throu-gh the kind of training provided by the LED (LUISS Entrepreneurship for Development Center), and thanks to synergies between enterprises, the University and providers of funding, the right combination of talent and additional resources can give birth to new entre-preneurial initiatives.

Emma Marcegaglia

“Our ambition is to make a serious and substantial con-tribution to enhancing the quality of the country’s mana-gerial class, fostering the sense of responsibility that must characterize every strategic decision: this is true for en-terprises as for the community as a whole. It is no easy task, but we are not alone: others are committed, like us, to providing quality higher education. Our young people are hungry to build a new future. For this reason, LUISS’s mission is to continually seek to understand the world and the ways in which it can be changed. Our task is to graft today’s agenda onto tomorrow’s, staking everything on knowledge as an indispensable individual asset and a strategic resource at the service of all.”

Italian businesswoman Emma Marcegaglia was the first woman to be President of Confindustria; since 2010 she has been President of LUISS Guido Carli and in 2013 she became President of BusinessEurope, the association of European Industrial Confederations

INTERVIEW

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A LUISS student takes the floor during the 2010 ItaliaCamp

2.0 University

Participation is central to every aspect of life at LUISS Guido Carli. Culture is not something accumulated, but rather is disseminated in various ways to bring out the full potential of people, companies and institutions. This is the thinking behind such voluntary associations as Italia-Camp, whose members promote social innovation throu-gh research and support for business and policy projects throughout Italy, and the LUISS Entrepreneurship for Development Center. But it has also inspired alternati-ve projects, such as LUISS On The Road, the first web reality program created by a university, reaching thirteen Italian regions.

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The LUISS Schools

Complementing the LUISS Business School, a post-gradua-te institution capable of adapting its teaching methods to a vast range of environments, 2013 saw the birth of the LUISS School of Governmental Studies. The new institution absor-bed the existing LUISS School of Government, devoted to providing future leaders of national and international legi-slative, administrative and governmental institutions with the tools of good government, and the recently founded LU-ISS School of European Political Studies, concerned with the political economy of European institutions and policy, particularly in the field of governance.

A group of master ’s degree program students at the LUISS Business School

Board of Directors

President Executive Vice President Executive Vice PresidentEmma Marcegaglia Luigi Serra Barbara Poggiali

Provost General ManagerMassimo Egidi Giovanni Lo Storto

Other members

Luigi Abete Francesco Gaetano Caltagirone Giuseppe Di TarantoGiorgio Fossa Gian Maria Gros-Pietro Alessandro LaterzaGiampiero Massolo Alberto Meomartini Angelos PapadimitriouRuggero Parrotto Raffaele Ranucci Federico Ronca Giuseppe Zigliotto

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GOVERNANCE 2013-2016

32 Viale Romania - 00197 Rome

Department of Economics and Financetel. 06 8522 5550e-mail economiaefinanza@luiss.it

Department of Business and Managementtel. 06 8522 5310 e-mail impresaemanagement@luiss.it

Department of Political Science tel. 06 85225 5290 - 5700 - 5702e-mail scienzepolitiche@luiss.it

Student Officetel. 06 8522 5263 - 5270 - 5895 e-mail segreteria@luiss.it

LUISS Store

Placement & Career Education Office

Rome International School

Radio LUISS

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LUISS CAMPUS

12 Viale Pola - 00198 Rome

Switchboard tel. 06 8522 51

President’s Office tel. 06 8522 5322 e-mail presidenza@luiss.it

Provost’s Office tel. 06 8522 5221 e-mail rettore@luiss.it

General Manager’s Office tel. 06 8522 5448 e-mail direzionegenerale@luiss.it

Postgraduate Schools and Courses

LUISS Business School

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OTHE

R PR

EMIS

ES

11 Via Parenzo - 00198 Rome

Department of Lawtel. 06 8522 5294 - 5826 e-mail giurisprudenza@luiss.it

17 Viale Gorizia - 00198 Rome

University Union

53 Via di Santa Costanza - 00198 Rome

Library

14 Via Antelao - 00141 Rome

Villa Betania - Student Residence

56/58 Via di Trasone - 00199 Rome

“Giuseppe Tovini” Hall of residence for male students

14 Via di Villa Emiliani - 00197 Rome

LUISS School of Government

7 Via Alberoni - 00198 Rome

External Relations and Events

34 Via G. Giolitti - 00185 Rome

LUISS Enlabs

2 Via Salvini - 00197 Rome

i-lab

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PHOTOGRAPH CREDITS

LUISS Guido Carli archive:pp. 10, 17, 19, 21, 22, 24, 26, 27, 28, 29, 31, 34, 35, 36, 38, 40, 41, 42, 43, 45, 49, 50, 51, 52, 54, 55, 56, 57, 58, 59, 61, 62, 63, 64, 65, 66, 67, 68, 69.

Confindustria historical archive:pp. 5, 8, 9 (top), 14, 15, 20, 48.

Interfoto-TV-Yesterday/Archivi Alinari:p. 33.

Illustrations courtesy of Stanislao Morawsky:pp. 6, 7, 13.

The stills from the film Lucky to be a woman (in Italian La fortuna di essere donna) on p.9 (center and bottom) are reproduced with permission from Manzotti’s heirs.Thanks are also due to Faso Film SrL.

Raccolta Museale Fratelli Alinari (RMFA), Florence: p. 3.

Shutterstock:p. 47.

Team/Alinari:pp. 12, 44.

AT LUISS WE UNDERSTAND THAT THE WORLD HAS CHANGED. ACCORDINGLY, WE HAVE CREATED A UNIVERSITY THAT IS ALSO A COMMUNITY, ONE THAT INSPIRES PASSIONATE COMMITMENT AND WHERE COOPERATION ENHANCES COMPETITION, INFUSING IT WITH NEW MEANING. THANKS TO THIS APPROACH, OUR GRADUATES START THEIR CAREERS WITH WHAT MONTAIGNE CALLED “A WELL-MADE HEAD.”