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Dr. Davide Sola is Associate Professor of Strategy and former Director of ESCP Europe London campus. His teaching is in the organisational and strategy area - in particular he teaches business strategy, change management and organisational design to both graduate and post-graduate courses.
Born in Italy Dr. Sola is a graduate of ESCP Europe and University of Turin (1998). He holds a Master’s in European Management, the Diplom Kaufmann, the Diplôme des Grandes Ecoles and the Laurea in Economia from Universita’ di Torino. He earned his doctorate in Enterprise Economics from the University of Torino with a thesis on " - Organisational transformation" - .
Following graduation he became involved in several technology Start-ups, first in Oxford through the Oxford Centre for Innovation, then in London under the umbrella of a number of venture capital and private equity firms. Subsequently he moved to join the Hartley Investment Trust, a private equity firm based in London specialised in corporate restructuring and investment in fast growing organisations - there he worked as Head of New Ventures.
In 2003 Professor Sola returned to Italy to join McKinsey & - Co. where he held the position of Engagement Manager in charge of several projects ranging from post-merger integration to turnaround of state-owned companies. Also in 2003, Dr. Sola was part of a team headed by Dr. Quaglia responsible for setting up the fifth ESCP Europe campus, in Torino, Italy. Professor Sola holds the position of Vice-President of the Board of the school’s Italian campus. Early in 2007, after a sabbatical year away from McKinsey & - Co. and spent at the London Campus, he joined ESCP Europe as a permanent member of faculty.
Dr. Sola’s research interests are in corporate transformation, strategic renewal, entrepreneurship and applied enterprise economics (in particular the application of Austrian principles in the corporate world). He is author of articles, policy papers, book chapters, case studies and papers presented at international research conferences (Academy of Management, SMS, EIASM, etc.). Professor Davide Sola discusses why enterprise and entrepreneurial activity are key to the economic recovery in Britain.

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20 publications

Journal Article

2018

PUCCIARELLI, F., D.SOLA

Can online social networks enhance existing patient pathways and make them scalable?

BRITISH JOURNAL OF HEALTHCARE MANAGEMENT, 24 (3), 127-133

Journal Article

2018

QUAGLIA, R., D.SOLA, G.SCARSO BORIOLI

Predicting GPs engagement with artificial intelligence

BRITISH JOURNAL OF HEALTHCARE MANAGEMENT, 2018 Vol 24 No 3, 132-138

Journal Article

2015

SOLA, D., J.COUTURIER, B.VOYER

Unlocking patient activation: Coupling e-health solutions coupled with gamification

BRITISH JOURNAL OF HEALTHCARE MANAGEMENT, Vol. 21, pp. 223-228 (6 p.)

Journal Article

2015

SOLA, D., G.SCARSO BORIOLI, G.SCALABRINI

New Product Development and Disciplined Experimentation

SYMPHONIA - EMERGING ISSUES IN MANAGEMENT, Issue 2, pp. 103-118 (16 p.)

Journal Article

2015

SOLA, D., J., G.COUTURIER

How innovations will boost adult immunisation programmes in the UK

BRITISH JOURNAL OF HEALTHCARE MANAGEMENT, vol.21, pp. 225-229

Published Case Study

2014

SOLA, D., J.COUTURIER

BABOLAT: INNOVATION AND HERITAGE IN TENNIS

The Case Center, 314-080-1, 22

Book

2013

COUTURIER, J., D.SOLA

How to think strategically

Pearson-Financial Times series, 243 p.

Journal Article

2012

COUTURIER, J., C.RAICIU, S.CUZZOLIN, D.SOLA

Market entry decisions in emerging economies: the choice of local intermediaries as key determinant of competitive sustainability. Examining the case of a leading MNC entering the Maghreb region

INTERNATIONAL JOURNAL OF TRADE AND GLOBAL MARKETS, Vol. 5, Issue 2, 16 p.

Journal Article

2012

SOLA, D., G.SCARSO-BORIOLI, C.RAICIU, J.COUTURIER

How can the Internet of Things help to overcome current healthcare challenges

COMMUNICATIONS AND STRATEGIES, Issue 87, pp. 67-81 15 p.

Journal Article

2012

SOLA, D., R.QUAGLIA, J.COUTURIER, A.LOPINTO

Familiness vs. Family ownership and control

INTERNATIONAL JOURNAL OF MANAGEMENT PRACTICE, Vol.5, Issue 3, 22 p.