In a career spanning leadership roles across multinational corporations, governance bodies, and advisory boards, Daria Illy has built a reputation as a champion of authentic inclusion, cultural dialogue, and intergenerational leadership. Today, she works at the intersection of business, governance, and social impact, splitting her time between Italy and Oman, where she is shaping initiatives focused on inclusion, nutrition, and sport while fostering stronger ties between Europe and the Middle East.

In this conversation, Daria reflects on the urgent need to move beyond “ethical sticker-shopping” in ESG and DEI, the role of intergenerational collaboration in driving innovation, and why true impact is measured not only in policy reforms but also in the subtle shifts of how we lead, listen, and build trust.

1. You’ve recently stepped into a formal governance role focused on inclusion, nutrition, and sport, particularly in the context of Italy–Middle East relations. What drew you to this focus?

I have always encouraged and appreciated multiculturalism: Nothing like sport, which is part of my educational background, can put people on the same level in a playful way, stripping us of prejudices. The relationship that exists between values and potential. Inclusion, nutrition, and sport are not just elements of soft power — they are concrete drivers of social well-being, strengthening the economic sphere.

Embarking on this new path, with particular attention to relations between Italy and the Middle East, is a unique opportunity: to help create a more human-centred development model, where good governance is not an abstract principle but a lived experience.

In particular, it offers fertile ground for this type of work: a country that seriously invests in human capital and sustainable growth, with a strong focus on innovation, inclusion, and regional stability. In the Middle East, there are numerous opportunities to create study groups, research, education, and not only trade, but also technology, seeking a new balance, fairness, and meritocracy: tradition, streamlined bureaucracy, and great kindness.

2. You’ve spoken about the need to move beyond “ethical sticker-shopping” in ESG and DEI. What does authentic inclusion look like to you in policymaking and advisory work?

Authentic inclusion means recognizing diversity as a structural asset, not a label to be displayed. It means asking: Who is present at the table? Who is missing? And why? In policy development, this translates into designing transparent, participatory governance processes, rooted in local contexts. In consulting work, it means helping organizations connect inclusion to long-term value — not just reputational, but human and strategic.

The companies I work best with treat inclusion as a business necessity, not a compliance issue. In particular, as I often recall in discussions at roundtables on the topic, and the 'S' of ESG is sometimes missing.

Businesses, corporations, and societies exist to grow in all spheres of well-being, but mental and social well-being is essential. It would be difficult to achieve sustainable growth, both economically and conscientiously, with respect to future generations.

Human capital has been greatly neglected. Recently, after COVID, global statistics speak very clearly as do the skills that those who deal with resources know well are out of step with the times and inefficient.

Motivation comes from respect and a sense of affiliation, without which results, even financial ones, are lacking. This is because the pace at which different levels race to achieve a goal is misaligned. I believe this is one of the evils that must be defused by starting from a corporate culture that impacts with facts, not with proclamations and not with the purchase of certifications. Least of all by using the so-called credits, which sometimes cause more damage to the environment, which is already seriously threatened by human action, and is an unconscionable step forward.

3. You now split your time between Italy and Oman. What unique challenges or opportunities arise when building bridges between different cultural, political, or business ecosystems?

opportunity lies in their complementarity. Italy and Oman have very different institutional structures, but they share a strong entrepreneurial spirit and a long-term cultural vision. The challenge— and at the same time the wealth— lies in the relationship: of values, governance models, business expectations.

Being a bridge means listening deeply, asking the right questions, and accepting that "best practices" must often be redefined to adapt to local realities.

Innovation, after all, is born precisely in that border space between systems.I believe there is much to learn at this crossroads of brotherhood, as history teaches us, and I think that culture is born precisely where prejudice and fear end.

4. In your new role, how do you define “impact”? Is it institutional reform, people’s lived wellbeing, or something else entirely?

It is measurable in structural reforms and policy changes, of course— but also in more subtle results: how a conversation changes in a boardroom, or how a young woman imagines her future because the narrative on inclusion has changed. The impact consists in creating the conditions for transformation, even if concrete results will take a very long time to emerge. It's a balance between measurable results and meaningful trajectories.

5. Collaboration across generations is something you’ve championed in both business and governance. What does intergenerational leadership look like outside the family business context?

The relationship between generations within organizations is a topic that has been gaining increasing space for some time, and not only within family businesses. I have often been part of the teaching staff or given testimonials in family business groups. I find that the evolution in practices and theories has not borne much fruit, perhaps this is why over time my position has become openly provocative, 'no legacy.' And I am studying its deeper cultural aspects. If the new generations had sometimes said no, perhaps the previous generations would have drawn inspiration rather than conflict. In truly growing companies today, according to some American authors who study innovation, I will see at least one person under 25 in every five years actively contributing to the good performance of the company and to the streamlining of the development of ideas. It's worth reflecting on.

Intergenerational leadership is the ability to design intentionally permeable systems — where knowledge flows in both directions, leveraging different approaches, skills, and experiences. We often think of mentoring as a one-way street. But today's complexity demands mentoring. Young professionals bring technological fluidity and cultural agility; more experienced leaders bring institutional memory and systems thinking. I believe that innovation accelerates when both voices are not only heard, but have equal weight in defining strategy.

6. You’re actively contributing to a new book on governance and conflict in multistakeholder settings. Could you share one insight or story that reshaped how you think about leadership?

A significant experience came during a project in which actors with very different agendas —businesses, institutions, civil society— were involved in the shared construction of a national roadmap for sustainability. It quickly became clear that the role of the leader was not to have the best idea, but to create the space where trust could emerge. That experience reminded me that, in governance, leadership is not so much the art of consensus, but the ability to enable alignment. Especially in complex or evolving contexts, the most valuable currency is credibility. Leadership that listens, not that of power, is increasingly winning. The most responsible mandate that top management of companies, countries, and institutions can have today... is precisely that of promoting the growth of people, not only in terms of education, but also in terms of behavior. Socially responsible people must know how to say no, because sometimes it's more difficult to do this than to clarify the reasons for continuing with a choice. Humility. I move between these two worlds, remaining anchored to my purpose: knowing that both, if approached with integrity, can contribute to building the sustainable systems of tomorrow.

7. What does your day-to-day look like now, and how do you balance the formality of government work with the agility of innovation-driven initiatives?

Every day is different, and this is one of the aspects I appreciate most. Activities are the most diverse. Balance comes from clarity of purpose. Institutional work offers structure and authority; innovation requires experimentation and humility. I move between these two worlds while remaining anchored to my purpose: knowing that both, if approached with integrity, can contribute to building the sustainable systems of tomorrow.

8. If you could pass on one guiding principle to the next wave of diplomats, entrepreneurs, and impact leaders, what would it be?

Build slowly to go far. In an age dominated by speed, the temptation is to scale quickly and communicate constantly. But real change—the lasting, systemic kind—requires deep roots. Invest in relationships. Study contexts. Choose substance, not visibility. Especially when you operate across cultures or industries, your credibility is your capital. Cultivate it carefully.