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The culture of risk-taking,
enterprises and innovation,

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which are related,

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involves
the admission of mistakes,

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the admission of failure.

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Only if you try,
you can eventually fail.

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To make a mistake in Italian
also means to leave the main road,

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and that's how you find
new ways to get a result.

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We must reward those who do that.

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When I made the law on start-ups,

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I asked to edit
the insolvency law,

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because that law in Italy
put a sort of permanent mark

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on those who went bankrupt.

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However, those who try
in innovation, in research,

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in start-ups have at least
50% chance to fail.

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They should be punished,
but also encouraged to stand up

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and start all over again.

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The idea of falling and
getting up again is part of life.

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And I have tried
to teach that to my children,

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as physiology of life,
it's not a pathology of life,

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making a mistake, falling,
starting all over again.

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The concept of competence
has two faces,

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and it's important to know this.

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You can be competent…

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...by choosing
the maximum of specialisation.

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The world needs great specialists
in any field,

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being it scientific, humanistic,
or legal, fields of any kind.

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Specialised competence
requires a constant update,

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and an ability to discover
what is changing in the world

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in any field of specialisation,
always.

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This is the competence
deriving from specialisation.

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Then there's a rarer competence,
which doesn’t mean it’s better,

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but it's a precious ability,

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which is that of gathering
competences,

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which means being an entrepreneur,
or being a public administrator,

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being an all-round manager,

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being an entrepreneur.

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Entrepreneurs,
or public administrators,

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up to politicians,

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if they do their job properly, they
have a different kind of competence.

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They gather specialists,
other competences, leaders,

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they are orchestra conductors,

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who have to gather
the best instruments,

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without necessarily being
an expert in each instrument.

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They are trainers,
facilitators of other competences.

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We might define such competence
as holistic, synthetic,

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the competence of aggregating,
of leadership,

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it is a competence that
one can develop.

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It's not something that
you either have or not have.

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You either are an artist,
or you are not an artist.

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You can develop such precious
and necessary competence

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by gaining experience
in different fields,

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in different functions,

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by accepting the challenge
to make new things,

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to start from zero, several times
during your lifetime,

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and it's one of the biggest needs
of our countries,

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and one of the rarest ones.

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Over time, I have understood,
with myself,

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first with people close to me,
then with those who worked with me,

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that rationality is indeed
very important, your mind,

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but your heart, which means ideals,
your guts, which means fear,

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feelings, difficulties...

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are as important as your mind.

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When you manage people,

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when you think to your future,
when you build your own family,

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this mistake, or better,
such limited vision

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of the rational aspect of life
gives space to a broader freedom,

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where feelings have more space.