The transition to Defence 4.0 requires a deep revision of human capital management. This paper explores how human resource can and must continue to act as a strategic competitive advantage by integrating hard and soft skills with technologies such as AI, e-learning and SNA/ONA. The analysis is supported by institutional references and real cases like Army 4.0, IFTS and Multi Capability Carrier. Adaptive HR models are proposed, focusing on continuous training and distributed leadership.
La transizione verso la Difesa 4.0 impone una revisione profonda della gestione del capitale umano. Il paper analizza come la risorsa umana possa e debba continuare a rappresentare un vantaggio competitivo strategico, integrando hard e soft skills con tecnologie come AI, e-learning e SNA/ONA. L’analisi è supportata da riferimenti istituzionali e casi operativi concreti come Esercito 4.0, IFTS e Multi Capability Carrier. Vengono proposti modelli HR adattivi, con focus su formazione continua e leadership distribuita.
La "risorsa umana" quale vantaggio competitivo: ipotesi di riorganizzazione, processi e funzionamento della difesa 4.0 / Human resources as a competitive advantage: hypothesis of reorganization, processes, and functioning of Defense 4.0
Sara Russo
2025-01-01
Abstract
The transition to Defence 4.0 requires a deep revision of human capital management. This paper explores how human resource can and must continue to act as a strategic competitive advantage by integrating hard and soft skills with technologies such as AI, e-learning and SNA/ONA. The analysis is supported by institutional references and real cases like Army 4.0, IFTS and Multi Capability Carrier. Adaptive HR models are proposed, focusing on continuous training and distributed leadership.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
