Innovation and skills

Women in wine, 90% of wineries in Campania are interested in AI, but 60% do not use it

The main obstacle is not technological, but skills-related

by Rosaria Sica

 JackF - stock.adobe.com

2' min read

Translated by AI
Versione italiana

2' min read

Translated by AI
Versione italiana

In the narrative of Vinitaly, alongside export and market themes, an increasingly central issue emerges: the relationship between wine businesses and technological innovation.

A survey of 32 companies in Campania led by women highlights a transition phase that is still ongoing. 59% of companies do not use artificial intelligence tools, but 91% say they intend to adopt them in the near future. A gap that signals a growing openness towards innovation, in the face of a limited capacity for integration into business processes. The gap between interest and actual use gives an accurate picture of the sector: innovation is perceived as necessary, but struggles to translate into concrete application. This is not a technological lag, but rather a still unfinished transition towards more evolved organisational models.

Loading...

The main obstacle is not technological, but related to skills. 53% of companies identify the lack of internal skills as the first limitation, while 75% indicate training as a strategic priority. Moreover, 47% of companies do not have a dedicated digital figure.

The limit, therefore, does not concern access to tools, but the ability to govern and integrate them into business processes. A passage that requires not only economic investments, but also cultural and organisational ones.The data emerges from a research promoted by Le Donne del Vino Campania, with scientific coordination by Rural Hack, conducted on a sample of 32 regional wine-producing companies.

Digitalisation is widespread, but still unstructured. 91% of companies have a website, 84% use social media and 94% electronic invoicing. However, the use of technology remains mainly focused on communication, with limited integration in production and decision-making processes.

In many cases, the presence of digital tools does not correspond to a real change in management models. Technology strengthens visibility and the relationship with the market, but remains marginal in strategic and operational choices.

More advanced appears to be the path related to sustainability. 66% of companies report a reduction in environmental impacts, 59% a reduction in costs and 41% an increase in productivity. Sustainability is thus configured as a concrete economic lever, as well as a value. The companies analysed, which are predominantly small, show a model oriented towards quality, the control of the supply chain and the valorisation of the territory, with a strong focus on direct relations with the market.

In this context, digital transformation cannot be read only as the introduction of new tools, but as a broader change involving organisational models and decision-making capabilities.

Overall, a two-speed system emerges: on the one hand a high awareness of change, on the other a low organisational structuring. The distance between interest in and application of innovation today represents the real competitive crux of the sector. For wine-growing enterprises, and particularly for those led by women, the challenge is not access to technologies, but the ability to integrate them into production models and business strategies, making them an integral part of processes. In this scenario, training and skills are the decisive factors in transforming interest in innovation into a real competitive advantage.

Copyright reserved ©
Loading...

Brand connect

Loading...

Newsletter

Notizie e approfondimenti sugli avvenimenti politici, economici e finanziari.

Iscriviti