COCOONERS - Making It Happen - No 0, February 2016
The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners.
The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners.
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<strong>COCOONERS</strong><br />
N°0 - FEBRUARY <strong>2016</strong> MAKING IT HAPPEN<br />
HELLO WORLD<br />
OUR STORY, YOUR STORY<br />
<strong>Making</strong> sense of change<br />
This story is about a leading <strong>It</strong>alian publishing<br />
house, founded in 1931 and focused on economic<br />
and legal books, products and services. The goal<br />
of our first intervention, delivered on <strong>February</strong><br />
2015, was starting an evolutionary path through<br />
a sensitive corporate phase after an important<br />
acquisition. This path is oriented to achieving<br />
mastery over tools and techniques that allow a<br />
better management of complexity and variability.<br />
Read at page 6<br />
FROM THE FAMILY: E-XTRATEGY<br />
Our open governance:<br />
considerations, facts<br />
and results.<br />
<strong>It</strong>’s been almost two years now, since we decided<br />
to apply an open governance in e-xtrategy,<br />
thanks to Cocoon Projects help and LiquidO<br />
contaminations. What were the results in the<br />
last 12 months?<br />
Read at page 4<br />
COOKING IN OUR LABS<br />
• Labs, what?<br />
• Ok, got it. And what do they do?<br />
Read at page 8<br />
A word about Cocoon Projects<br />
Read at page 10<br />
Meet LiquidO TM<br />
Read at page 12
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
WHAT’S UP<br />
This is the first edition of the brand new Cocoon Projects<br />
house organ and I feel I have a great responsibility in<br />
choosing the argument of my opening article!<br />
What is important for me, for Cocoon and may be of<br />
interest for others? Personal (and work) satisfaction.<br />
There is no single formula that defines the path to reach personal<br />
satisfaction.<br />
The important question that we should first ask ourselves is “What<br />
is my potential? What could I be?”. And it is not easy to answer with<br />
honesty and openness. We are not used to find out the answers<br />
inside ourselves. Have you really chosen your direction or were all<br />
your steps already established?<br />
To tell you the truth I haven’t thought too much about that for many<br />
years and these questions have been increasingly growing.<br />
CLAUDIA<br />
PELLICORI<br />
If we spend our time and efforts trying to follow somebody else’s<br />
idea of success, and if we keep on ignoring any message coming<br />
from inside us, then we will finally be exhausted and discouraged.<br />
But I tested on myself that you can achieve very good results if<br />
you are working in a supportive environment, if you are in the<br />
right place, if you listen to yourself, if you are fully aware of your<br />
strengths.<br />
Your work and your life are exactly the same thing, it is no longer<br />
possible to split these elements. <strong>No</strong> sense being “someone” at home<br />
and with friends and “someone else” at work.<br />
CLAUDIA<br />
PELLICORI<br />
As John Hagel wrote in his The Power of Pull:<br />
small moves, smartly made, can set big things<br />
in motion. We need to marry our passions<br />
with our professions in order to reach our<br />
potential. And be happy.<br />
Inclusiveness: why participation makes a difference.<br />
Dealing with companies, whatever big or small, I’m increasingly<br />
convinced that managers and entrepreneurs (or business<br />
owners) fail to see the true value in people and their incredible<br />
hidden opportunities.<br />
Everybody knows that human resources are important. Everyone<br />
is saying “put people first” in the company. Everybody thinks that<br />
corporate values should be the core driver in the growth path of companies.<br />
And off they go with coaches and trainers making people jump<br />
on their chairs once a year. And off they go with consultants trying<br />
to improve resource efficiency, You’ll see experts spending hours to<br />
write pages and pages full of valuable principles and guidelines to be<br />
read by employees in the front hall or along the corridors …<br />
The truth is that very few companies are willing to spend their time,<br />
money and energy investing in people and for people. They already<br />
spend a lot of time and money, they just have to change methods<br />
and destination.<br />
Stop with occasional team building events (as if we were talking of<br />
building palaces!): let’s start new processes instead, let’s get people<br />
work together with measured profit and give them the chance to<br />
change the rules of the game, if necessary.<br />
Stop with meetings where someone speaks and hopefully the<br />
others listen.Let’s turn them into open meetings where anyone can<br />
suggest, discuss and act.<br />
Stop with long-term business plans written by few and forgotten by<br />
most people after a few weeks.<br />
MICHELE<br />
LUCONI<br />
<strong>It</strong>’s so much better to work on short- and medium-term<br />
visions and give everyone the opportunity<br />
to make a valuable contribution.<br />
If you think your employees are not able to<br />
do this or even worse, they can’t<br />
usefully<br />
contribute to, I suggest you to review your<br />
recruiting methods.<br />
<strong>It</strong>’s definitely true: a company starts growing<br />
when people in that company start growing.<br />
2
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
Crowd funding campaigns: what’s the matter? Connecting<br />
opportunities to the world wide potential consumers is<br />
now very easy thanks to crowd funding platforms like<br />
Kick Starter or Indiegogo.<br />
From social networks to the disruption of business models, digital<br />
revolution is having a deep impact on our society, bringing to light<br />
the best but also the very worst of it.<br />
Are you promoting your idea as a real innovative product?<br />
Be ready and luckily you will probably find more than 10 similar<br />
ideas. That’s digital effect.<br />
But on the other side <strong>It</strong>’s a good thing that If you want to launch<br />
an innovative product, you can simply try and enter your project<br />
in Kickstarter and in a few minutes you will find out if there are<br />
other start-ups already working on that idea and which feedback<br />
they received from bakers all around the world.<br />
Innovation, as one of the major foundations in Cocoon’s manifest,<br />
does not only concern business models, but it’s also about<br />
professional training now.<br />
In recent years, for example lawyer as a profession has radically<br />
changed. Most lawyers used Latin and Greek and law firm organization<br />
was still anchored to outdated models, based on paper files<br />
and on-site meetings.<br />
To be competitive today means you must speak very good English,<br />
you must perfectly know how to perform Internet and you absolutely<br />
have to invest in tools, in order to achieve economically efficient<br />
training methods. However according to recent studies at Polytechnic<br />
University of Milan, <strong>It</strong>alian professionals still largely show a<br />
conservative attitude regarding Information Technology (IT), which<br />
is perceived more as a cost than as a real tool of improvement.<br />
Basically the result is a passive approach to changing.<br />
If bakers welcome your idea, this could be a turning point for your<br />
company as it happened in 2012 at Pebble when they received<br />
pre-orders for 10M$ from approximately 66 thousands bakers<br />
against a modest target of 0.1M$. A major milestone!<br />
That is a real “customer validation” process!<br />
A new question arises: is it so easy to launch a pre-order campaign?<br />
<strong>No</strong>, not at all.<br />
Your communication must be successful, you have to prepare<br />
impressive digital contents to show your great idea.<br />
GIUSY<br />
TOMARCHIO<br />
You have to take care and be sure you’re<br />
respecting pre-orders’ commitments and<br />
avoiding the risk to run out of cash in your<br />
campaign, once successful.<br />
Especially on your first approach, all this does<br />
require great expertise and lean execution. Well,<br />
Cocoon Projects can be your perfect partner..<br />
The use of IT tools is limited to email, internet navigation and to<br />
create documents. But a new vision of law firm organization and an<br />
active role of lawyers in the innovation process are highly icreasing<br />
and definitely needed.<br />
To stay competitive on the market, lawyers will necessarily have to<br />
rely more on IT tools in the very near future.<br />
For example by using software to catalogue and exchange information,<br />
such as files, events and services, all meetings, emails, documents<br />
and legal expiry dates will be instantly and automatically<br />
FABIO<br />
CALABRÒ<br />
shared by all associates.<br />
The informed use of innovation will help them<br />
to save time and focus on purely legal matters<br />
in their professional activity. More efficiency<br />
and increased quality of services provided as a<br />
result!<br />
COCREATION INITIATIVES<br />
4 WORKSHOP<br />
3 CITIES<br />
250+ PARTICIPANTS<br />
FROM THE WHOLE WORLD<br />
TALKING ABOUT US<br />
MAKING SENSE OF CHANGE<br />
WITH LEGO ® SERIOUS PLAY <br />
SOME OF OUR 2015 HIGHLIGHTS<br />
INNOVATION EVENTS ORGANISED<br />
2 EVENTS<br />
200+ PARTICIPANTS<br />
20 COUNTRIES<br />
CHANGE INNOVATION AND LIQUID<br />
ORGANIZATIONS WITH STELIO VERZERA<br />
PARTNERS COLLABORATIONS<br />
20+ PARTNERS<br />
5 COUNTRIES<br />
LIQUEFYING AN ORGANIZATION<br />
TO INCREASE AGILITY<br />
3
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
FROM<br />
THE<br />
FAMILY<br />
For this first number of “Cocooners” we love to feature a rewarding piece<br />
by E-xtrategy, about the work, path and passion that we’ve shared so far,<br />
and that we keep sharing.<br />
OUR<br />
OPEN GOVERNANCE:<br />
CONSIDERATIONS, FACTS AND RESULTS.<br />
e-xtrategy.net<br />
<strong>It</strong>’s been almost two years now, since we decided<br />
to apply an open governance in e-xtrategy,<br />
thanks to Cocoon Projects help and LiquidO<br />
contaminations. What were the results in the last<br />
12 months?<br />
Participation and Co-creation<br />
True participation is developed through exchange<br />
of views, meetings, ideas, talks, all members with<br />
one and only goal: aiming at convergence!<br />
Strategic decisions mean to us how to review<br />
business models, how to choose the right partners<br />
to work with, how to identify stimulus plans and<br />
how to draw up a budget. Participation means all<br />
together to us . Everyone involved!<br />
The most significant step in our process of change<br />
was on biannual meeting in October, 2015.<br />
<strong>It</strong> was our fourth meeting to define the company<br />
vision and we had 2 days together trying to<br />
identify where exactly we were and designing<br />
where we wanted to go within 6 months.<br />
Better than designing, I should properly say<br />
building, because we actually used Lego Serious<br />
Play (LSP) in our latest 3 sessions.<br />
See here below one of the artifacts produced<br />
during those 2 days, and you will find e-xtrategy<br />
vision. That’s where exactly we want(ed) to be<br />
within 6 months.<br />
100/100 meetings<br />
Introduced by using LSP they’ve become essential<br />
and indispensable now.<br />
100/100 meetings means meetings where 100% of<br />
the participants produce 100% of the results<br />
When all participants are open members, make<br />
their personal contribution and they are all<br />
perfectly aligned with the final result.<br />
Believe me: you’re experiencing an incredible and<br />
priceless opportunity!<br />
I think this is due to 2 main aspects:<br />
Corporate culture: You get it by working over<br />
years and acting with people for years.<br />
Values: Values are essential.<br />
<strong>No</strong> need to carve them in stones. Question your<br />
values and recognize them.<br />
Keep on experiencing true values in our own life.<br />
Ritual dance<br />
Since flexible methods have been introduced<br />
in our business practices, we have used a dozen<br />
rituals. Daily, weekly and monthly but never fixed<br />
and definitely regular routines.<br />
This attitude highly contributed to our company’s<br />
improvement and helped us to develop a new<br />
approach (in order to adapt) to ever-changing<br />
needs and circumstances. So here are 2 rituals we<br />
can’t almost do without now and which give us<br />
the best<br />
and immediately realizable results.<br />
1- The biannual open-governance meeting<br />
2- Retrospectives<br />
Real time alignment<br />
Four new full-time employees joined E-xtrategy<br />
this year. A few months have passed and there’s<br />
absolutely no difference between them and the<br />
staff who have been (working) with us for 15 years.<br />
We are spending so much time in developing<br />
those activities that encourage everyone in the<br />
4
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
COCOON PROJECTS<br />
WEBSITE<br />
HIGHLIGHTS<br />
“From networks to<br />
partners”: Lego Serious<br />
Play workshop<br />
The power of networking to succeed: from here the idea to organize a workshop<br />
on active networks with the Lego Serious Play methodology.<br />
company to confront each other and to take<br />
decisions. There’s no way to escape. When you’re<br />
at the cross road, you just have to align.<br />
And actually there is no other chance: the<br />
company is in fact one system made up of people<br />
that uniquely decide where to go.<br />
Dare to take decisions<br />
We faced many challenges this year, that raised<br />
again the issue: “how to take decision”.<br />
This is every company’s greatest fear: and what if<br />
I’m wrong? What if I’m not up to it? What if I don’t<br />
have all information I need to make a decision?<br />
Thanks to our coaches’ help, the result we are all<br />
aiming for is that “we can all decide on anything”,<br />
We’ve been forced to take sometimes very difficult<br />
decisions and on difficult questions, which were<br />
once reserved to only a few people in the company.<br />
This is why we are all growing up very fast and so<br />
the company is.<br />
For the third straight year, 2015 has been the best<br />
year in our company’s history.<br />
And yes, also in terms of euros.<br />
This is how we enjoy doing business.<br />
#EODF15: Re-imagining<br />
organisation,<br />
Re-imagining design.<br />
The European Organisation Design Forum has been organised by us,<br />
as Cocoon Projects, for the first time in the Mediterranean area.<br />
Abstract from the full article from<br />
the e-xtrategy blog.<br />
Read the full (and <strong>It</strong>alian) version HERE<br />
#EODF15: For the first time,<br />
the masterclasses.<br />
There is less than a month and we, as Cocoon Projects,<br />
are ready to bring the annual conference for the first time<br />
in the Mediterranean area.<br />
5
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
OUR STORY IS YOUR STORY<br />
MAKING SENSE OF<br />
CHANGE<br />
This story is about a leading <strong>It</strong>alian publishing house, founded in 1931 and focused on economic<br />
and legal books, products and services. The goal of our first intervention, delivered on <strong>February</strong><br />
2015, was starting an evolutionary path through a sensitive corporate phase after an important<br />
acquisition. This path is oriented to achieving mastery over tools and techniques that allow a<br />
better management of complexity and variability.<br />
In order to better<br />
describe this case,<br />
we need to introduce<br />
<strong>It</strong> is in that framework<br />
that we designed this<br />
workshop to start a<br />
Even though it<br />
may seem a very<br />
abstract concept,<br />
we definitely are not.<br />
Examining our “core<br />
identity” we can see<br />
Through the Lego TM<br />
Serious Play TM<br />
(LSP) methodology we<br />
methodology deepens<br />
the reflection process<br />
and supports an<br />
an important concept:<br />
path for all participants<br />
identity is intimately<br />
where the value of our<br />
encouraged them to<br />
effective dialogue –<br />
the Innovation Space.<br />
to define and evolve<br />
connected to our<br />
company comes from.<br />
dive into the identity of<br />
for everyone in the<br />
<strong>It</strong> can be described as<br />
their group identity,<br />
actions. <strong>It</strong>’s important<br />
In order to achieve this,<br />
the company, moving<br />
organization. People<br />
an evolutionary terri-<br />
the priority action<br />
to be clear and under-<br />
Cocoon Projects has<br />
from the core identity<br />
of all levels explicitly<br />
tory for organisations,<br />
areas, the change goals<br />
stand “who we are”<br />
chosen to start with a<br />
to what is called the<br />
admitted to have been<br />
driven by three main<br />
and an operational<br />
today. What unequiv-<br />
serious game to help<br />
aspirational identity. In<br />
talking about issues<br />
ideas: leanness, open-<br />
framework to start<br />
ocally represents us,<br />
the participants in<br />
this phase a lot of value<br />
never raised before.<br />
ness and inclusiveness.<br />
working on solutions.<br />
what motivates us and<br />
describing and under-<br />
was created. Based<br />
The LSP technique<br />
They refer respectively<br />
what encourages us to<br />
standing their shared<br />
on research which<br />
helped them to explore<br />
to how people collab-<br />
strive for the better.<br />
group identity: Lego TM<br />
shows that this kind<br />
their mind, even their<br />
orate,cocreate and<br />
<strong>It</strong> can be characterized<br />
Serious Play TM .<br />
of handson, mindson<br />
unconscious side, and<br />
converse.<br />
by values, for example,<br />
learning produces a<br />
to leverage also their<br />
by technologies that<br />
deeper, more mean-<br />
unexpressed opinions<br />
deeply define us, or<br />
ingful understanding<br />
and feelings.<br />
INNOVATION SPACE<br />
even by something that<br />
IDENTITY<br />
of the world and its<br />
possibilities, the LSP<br />
LEGO TM<br />
SERIOUS PLAY TM<br />
6
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
SOME DATA ABOUT ITERATION 0<br />
2 3 15<br />
DAYS<br />
FACILITATORS PARTICPANTS<br />
We then<br />
continued to<br />
feed the change by<br />
The selected change<br />
areas were three, and<br />
for each of them a<br />
The Change<br />
Canvases and the<br />
LSP method are “just”<br />
The main result is<br />
to have activated<br />
this approach,<br />
FINAL THOUGHTS<br />
helping them extrap-<br />
dedicated operating<br />
techniques that can<br />
enabling alignment,<br />
olating some new<br />
Change Canvas was<br />
facilitate innovation<br />
leveraging and<br />
<strong>It</strong> is not just a matter of effectiveness<br />
goals and we finally<br />
built.<br />
processes and improve<br />
understanding diver-<br />
of the most relevant methodologies, it<br />
set up a strategic<br />
The canvas encour-<br />
business performance.<br />
sity of perspectives<br />
is a question of understanding a better<br />
Change Canvas with a<br />
ages change agents<br />
What is fundamental,<br />
and competences,<br />
way to let value flow within a specific<br />
consequently complete<br />
to distil the change<br />
though, is the ability<br />
establishing a change<br />
company, through learning and a new<br />
change structure.<br />
goal into a form that is<br />
to start generating a<br />
framework focused<br />
level of people interactions. We need to<br />
Initiatives for the<br />
easy to communicate<br />
new culture that we<br />
on initial priorities<br />
practice and develop the arts of collabo-<br />
resolution of the<br />
and, yet more impor-<br />
could call an adaptive-<br />
and adopting new<br />
ration, cocreation and conversation.<br />
problems identified<br />
tant, easy to evolve or<br />
ness culture.<br />
evolutionary tools.<br />
by each participant<br />
even to throw away.<br />
were grouped<br />
collaboratively for<br />
macro intervention<br />
themes and evaluated<br />
by utility/impact and<br />
difficulties.<br />
A NEW CULTURE<br />
CHANGE<br />
CANVAS<br />
7
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
COOKING<br />
IN OUR<br />
LABS<br />
For this first number, before bringing you news about what our Labs are doing, we’d just like to tell you what to expect from them.<br />
And of course we’d start with what they are and what they do.<br />
In the meanwhile, we are preparing a brand new part of our website dedicated to them, where you’ll be able to follow their work and<br />
check out how we craft the value we bring to our customers to support and energize their evolution. Stay tuned!<br />
Labs, what?<br />
In short, the Cocoon Projects Labs are our own<br />
innovation engine. New knowledge, mastery and<br />
even new value proposition elements are developed<br />
here.<br />
They are open and voluntary structures, working<br />
by specific processes designed for proactively<br />
generating market-driven and high-quality value<br />
proposition.<br />
<strong>It</strong>’s in the CP Labs that entrepreneurs and professional<br />
game-changers can express their best<br />
contribution in the co-creation of the next Cocoon<br />
Projects.<br />
There are three different kinds of Labs for three<br />
different kinds of value production:<br />
Know-how Labs for the development of highlevel<br />
professional know-how on specific topics<br />
and practices;<br />
Tools Labs for the generation of mastery in the<br />
usage of official tools for customer projects;<br />
X Labs for the introduction and testing of new<br />
sustainable value proposition parts or complements<br />
of the Cocoon Projects business model.<br />
Ok, got it.<br />
And what do they do?<br />
The three kinds of Lab have some specific differences<br />
in the way they work. Nevertheless all of<br />
them share some traits, like the following ones:<br />
Anybody who takes part to the Cocoon Projects<br />
open governance, can launch a Lab.<br />
Each Lab will be expression both of Cocoon<br />
Project’s core values and of market-pulled needs<br />
and opportunities, specifically incorporating<br />
external requests, innovation trends and themes<br />
and opportunities detected in the work with<br />
customers.<br />
Each Lab will produce different value exchange<br />
activities more than once per year, such as insight<br />
studies, hangouts, specific initiatives, participations<br />
to external events, and more.<br />
Stay tuned for the<br />
publication of all the<br />
active Labs and their work<br />
at labs.cocoonprojects.com<br />
8
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
JAM NEWS<br />
A Cocoon Projects Jam happens twice per year, at the beginning of each half. <strong>It</strong> is the most important CP governance event,<br />
open to all members and contributors and lasting two or three days. During the CP Jam we cocreate our direction for the next 6<br />
months. Here below you can have a peek at our last Jam.<br />
#CPJAM<br />
@cosedapatsy<br />
Are you prepared to be surprised? #cpjam weekend #<strong>2016</strong>h1<br />
@PaulTolchinsky<br />
@xSheRocksOn @CocoonPro @cosedapatsy cocoon on the<br />
move, change in the wind!!!<br />
@xSheRocksOn<br />
Let’s make it happen! #CPJAM #<strong>2016</strong>H1 @CocoonPro<br />
@rogerbrufau<br />
@CocoonPro i wish stay here greetings from Barcelona see you<br />
in next cpjam<br />
@ShiverTweet<br />
#CPjam on the go @CocoonPro. The brains party just got started!<br />
#ohana #jaiho<br />
@Eustressland<br />
A real open space let’s start #Jam16 #<strong>2016</strong>H1 @CocoonPro<br />
@emagorse<br />
<strong>It</strong> could be the perfect wave! #cpjam #<strong>2016</strong>h1 @UpSiderTweet<br />
@jacoporomei<br />
Deep questions during @CocoonPro’s #CPJam<br />
@ShiverTweet<br />
Deep thanks to all those who showed they understand what<br />
#ohana means @CocoonPro #CPjam<br />
9
Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
A WORD<br />
ABOUT US<br />
Cocoon Projects is a last generation company,<br />
devoted to supporting innovation and fostering<br />
real value creation in the world entrepreneurial<br />
ecosystem. <strong>It</strong>’s been designed to be effective,<br />
agile, open, fast and adaptive. <strong>It</strong>s Customers<br />
are people and organisations in the need for<br />
significant evolution within the scopes of<br />
work methodologies, tools and techniques and/<br />
or stakeholders end-to-end relationships.<br />
Cocoon Projects’ governance system itself is<br />
based on the Lean managements and Open<br />
Collaboration principles. <strong>It</strong> constitutes a last<br />
generation adaptive organisational model<br />
called LiquidO TM that has already collected<br />
high interest and direct interaction by some of<br />
the most relevant international experts in the<br />
enterprise and management innovation fields.<br />
Cocoon Projects is thus involved first-hand in<br />
the edge international efforts for the development<br />
of methodologies and tools enabling the<br />
systemic improvement of organisations.<br />
And it is directly engaged on a regular base<br />
by global networks of professionals in the<br />
field, such as the European Organisation<br />
Design Forum, the Stoos Network, the OuiShare<br />
network, the Management Innovation<br />
Exchange (MIX).<br />
OPENNESS<br />
Imagine the space of evolution<br />
in these three dimensions.<br />
A value of zero on all of<br />
the three axes would fit<br />
for a company from<br />
the Fifties of the last<br />
century.<br />
Where is your organisation<br />
today?<br />
Where should it<br />
be tomorrow?<br />
LEANNESS<br />
INCLUSIVENESS<br />
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Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
These ongoing activities within the scopes of<br />
Innovation, together with intense and continuous<br />
field operations at the side of national<br />
and international Customers highlight Cocoon<br />
Projects as the ideal partner for those organisations<br />
in search of sound experience within the<br />
most core and relevant scopes of Innovation.<br />
We believe this is the time for establishing<br />
a whole new culture in the management of<br />
today’s challenges for any organisation. And<br />
we’re able to design and co-execute ad-hoc<br />
evolutionary paths on all the vertical aspects<br />
of this scenario.<br />
The goal is to make this change<br />
really happen.<br />
ADAPTIVE<br />
ORGANISATION<br />
DESIGN<br />
AGILE PROJECT<br />
MANAGEMENT<br />
ADAPTIVE<br />
ORGANISATION<br />
LEANNESS<br />
SERVICE MODEL<br />
DEVELOPMENT<br />
CONTINUOS<br />
IMPROVEMENT<br />
WORKPLACE<br />
EVOLUTION<br />
In the evolution of work across<br />
the three dimensions<br />
of leanness, inclusiveness<br />
and openness, we can<br />
provide services<br />
in these 9 different areas.<br />
REAL TIME<br />
STRATEGY<br />
MAKING<br />
INCLUSIVENESS<br />
IT’S ALL ABOUT<br />
PEOPLE<br />
OPENNESS<br />
REPUTATION<br />
DEVELOPMENT<br />
EXPERIENCE<br />
DESIGN<br />
IN<br />
OPEN<br />
NOVATION<br />
CROWD-PLATFORMS<br />
IMPLEMENTATION<br />
IDENTITY<br />
AND HERITAGE<br />
EMPOWERING<br />
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Cocooners - n° 0 - <strong>February</strong> <strong>2016</strong><br />
MEET LIQUIDO <br />
What is LiquidO<br />
You might have heard of a new breed of organisational models, responding<br />
to the fast growing adaptability, engagement and collaboration needs<br />
within modern company structures. Or you might have simply experienced<br />
the sound problems of slowness, rigidity, bureaucracy, disengagement<br />
along with various kinds of waste and bottlenecks that “traditional”<br />
organisational models generate and suffer nowadays.<br />
This is what LiquidO TM is all about: the original “liquid organisation”<br />
model for governance, born from direct experience within Cocoon<br />
Projects and in use in a growing number of for profit and not-for-profit<br />
organisations willing to get liquid.<br />
Liquefying an organization means disrupting the industrial-age driven<br />
assumptions on which rigid structures are designed and move on to make<br />
it adaptive, dynamic and anti-fragile. Based on lean management and<br />
open collaboration principles, the LiquidO TM model is fluid,<br />
meritocratic and value-driven, enabling stigmergic<br />
behaviour and “organic” effectiveness.<br />
Why you would<br />
want it in your<br />
organisation<br />
Rigidly structured organizations<br />
cannot cope with the<br />
current pace of innovation<br />
and its complexity, let<br />
alone exploit it. We need a<br />
completely different mindset<br />
and consequently new models.<br />
And we need them to be simple<br />
and people-centric.<br />
This is exactly why LiquidO<br />
was born.<br />
1. Real-time adaptability.<br />
The industrial age organisational approach, where<br />
each area is defined as a restricted group of activities coherent<br />
to one another, has its biggest limitations in the risk to fall in fragmented,<br />
sealed administration and culture. As the company grows, so grows the<br />
complex ramification, branching and costs of these models. Lack of<br />
communication, heavy bureaucracy, disastrous efficiency.<br />
COLLABORATIVE<br />
WORKING BOARD<br />
REPUTATION<br />
TRACKING<br />
The completely different perspective realized by LiquidO, in fact relying<br />
on people and competences without fixed roles, provides an integrated<br />
and adaptive business management scenario shifted to a systemic<br />
approach, pragmatically meritocratic and inherently capable of real time<br />
adaptability to any context. <strong>It</strong>’s just like water, some would say.<br />
2. Better and faster information processing.<br />
Hierarchies are a sound bottleneck both for decision making and competences<br />
evolution. Too many info to process in order to succeed. Moreover,<br />
on the other hand, the distance between where and how in the organization<br />
strategies are created, and where and how they have to be executed<br />
too often creates waste, lack of effectiveness or even complete failure.<br />
<strong>No</strong>n-peer evaluation, silos and recruiting inefficiency are additional<br />
heavy side-defects of an organizational design philosophy based on the<br />
two illusions of control and predictability, and therefore actualized with<br />
structural divisions between thinking and doing.<br />
LiquidO is a viable and operational way to let all the brilliant people in<br />
the company effectively emerge. Anybody can join each wave, surf it and<br />
enrich it, so to say. And leveraging different viewpoints, backgrounds and<br />
competences today is definitely critical to succeed in taking better and<br />
faster decisions.<br />
CONTRIBUTION<br />
ACCOUNTING<br />
COLLABORATIVE<br />
DECISIONMAKING<br />
3. Engagement and spontaneous leadership.<br />
People are key in this picture. In fact, within<br />
LiquidO everyone can decide whether to<br />
join a process or not, try, and consequently<br />
determine her level by fast<br />
feedback loops from frequent and<br />
specific peer-reviews driven by<br />
the actual delivered value.<br />
Besides a natural engagement<br />
due to continuous feedback<br />
and consequently improving<br />
results, within this scenario<br />
it’s really difficult to deny<br />
emerging problems. Within<br />
the old way of thinking the<br />
organizations very often<br />
conflicts, work overload, sense<br />
of impotence, lack of decision<br />
power, absence of endorsement,<br />
unfair treatment and misalignments<br />
are among the real causes of failures.<br />
There is much more that can be done today, if<br />
only we let go of control, predictability and rigidity.<br />
LiquidO moves structures, processes and the organization<br />
itself away from the center, where it is assumed that people have to adapt<br />
to them, instead shifting the focus on people and truly empowering<br />
them to dynamically find their maximum value creation spot within<br />
the organization, expressing leadership effectively and without fear,<br />
naturally growing and being rewarded for this.<br />
Read the whole LiquidO whitepaper. <strong>It</strong> is available in<br />
Creative Commons at liquidorganisation.info<br />
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