COCOONERS - Making It Happen - No 1, September 2016
The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners. No 1, Sep 2016.
The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners. No 1, Sep 2016.
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<strong>COCOONERS</strong><br />
N°1 - SEPTEMBER <strong>2016</strong> MAKING IT HAPPEN<br />
PHOTO COURTESY OF HTTPS://WWW.FLICKR.COM/PHOTOS/MASSIMO_RISERBO/6292165209/<br />
PLAY. SERIOUSLY.<br />
OUR STORY, YOUR STORY<br />
On their way to<br />
becoming a Small Giant.<br />
In this issue we are glad to talk you about a<br />
company located in southern <strong>It</strong>aly, which<br />
represents the excellence among state-ofthe-art<br />
Media Companies. They approached<br />
us for supporting their development process<br />
in order to attain a higher maturity level.<br />
Read at page 6<br />
FROM THE FAMILY: FIFTH BEAT<br />
Stop focusing on briefs.<br />
Let UX start playing<br />
seriously.<br />
We ceased pretending companies get involved in<br />
a project with us on the basis of a complete brief<br />
and a precise budget. What we are asking is more<br />
immediate and not banal: trust and openness for<br />
a mutual and enriching partnership.<br />
Read at page 4<br />
COOKING IN OUR LABS<br />
• Rory’s Story Cubes ®<br />
• LSP<br />
• Yous<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° 1 - <strong>September</strong> <strong>2016</strong><br />
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong><br />
PLAY.<br />
SERIOUSLY.<br />
In the previous issue of Cocooners, Michele Luconi said:<br />
“<strong>It</strong>’s definitely true: a company starts growing when<br />
people in that company start growing” and I totally agree<br />
with him.<br />
Usually, in a company people work together to achieve the same<br />
goals and I have heard some managers talking about teams and<br />
their business results. That sounds good but, they often aren’t<br />
talking about teams. These are groups.<br />
To be part of a team isn’t running a 4x100 meter relay in an<br />
athletic competition, it is playing in a basketball team.<br />
Really working together means learning to have trust in each<br />
other, to be ready to support the teammates, to share the<br />
same root and to understand when it’s time to lead and when<br />
CLAUDIA<br />
PELLICORI<br />
it is important to step back and leave space for others. People<br />
involved in a team have more accountability towards the<br />
results, they work better and are more motivated. The first rule<br />
in a team is: “win all or lose all” and it’s not only the destination<br />
that matters but, sharing the way is the real value.<br />
The evolution of the path isn’t simple and the relational<br />
dynamics are complex to manage, but the real power of a team<br />
is: to learn to sail through these dynamics and grow in order to<br />
turn from a group to a team.<br />
Today, working life is changing and companies cannot aim for<br />
results without thinking about people and their wellbeing.<br />
ALESSANDRA<br />
CIANCHETTINI<br />
As Michael Jordan once said: “Talent wins<br />
games, but teamwork and intelligence<br />
win championships.”<br />
So….Timeout! <strong>It</strong>’s time to start growing as<br />
a Team!<br />
Did you ever hear about Swarm Intelligence?<br />
The way in which animals can coordinate their behaviors<br />
has always fascinated and intrigued humans. The<br />
harmony in which thousands of birds can fly together like<br />
a single organism, the complex bee structure, the perfect synchronized<br />
movements within a school of fishes.<br />
Today many researchers are investigating how it is possible replicate<br />
these behaviors, named “stigmergic”, in human organizations.<br />
The term “Swarm Intelligence” was introduced by Gerardo Beni,<br />
professor of electrical engineering at University of California, in the<br />
context of cellular robotic systems. In fact, the concept was initially<br />
employed in work on artificial intelligence, and then applied at biological<br />
systems. Eric Bonabeau and Marco Dorigo, some of the world’s<br />
leading experts in complex systems, argue that Swarm Intelligence is<br />
based on three characteristics:<br />
• Flexibility – the colony can adapt to a change environment;<br />
• Robustness – even when one individual fails the group can still<br />
perform its task;<br />
• Self Organization – activities are not centrally controlled and not<br />
locally supervised.<br />
In nature, biological systems use Swarm Intelligence to survive at<br />
predators attacks, and environment changes. In some way the interconnections<br />
of these single being allow them to access to more smart<br />
abilities. According to researchers the key is enabling a positive feedback<br />
within the system. Each individual amplifies the actions of the<br />
previous one leading to the emergence of an “intelligent” global<br />
behavior unknowns to the single. Simple organisms, as termites,<br />
are able to build air conditioned “castle of clay” more sophisticated<br />
VALERIO<br />
CIANCI<br />
than the vast majority of human constructions<br />
without any centralized control. How can we<br />
enable such behaviors in our organizations?<br />
How is it possible wake up the awareness about<br />
the deep interconnections among people?<br />
<strong>No</strong>wadays something is moving and according<br />
to Cocoon Projects people need new tools and<br />
practices to engage each other in effective<br />
collaboration, exploiting collective intelligence<br />
and individual diversity for value co-creation.<br />
In the age of Disruptive Innovation, I couldn’t find any better<br />
landscape than the Chinese Market.<br />
Two years ago, arriving here I felt lost in this confused mix<br />
of different ages mashed all together, while innovation<br />
randomly explodes and culture and society trying to keep up. Then,<br />
approaching many organizations, I figured out how they were able to<br />
manage all this: continuously adapting to the context. Surprisingly,<br />
despite the enormous number of people, products and services are<br />
perfectly shaped around them.<br />
And that’s wonderful. But the deeper you dig into organizations the<br />
more you realize that often the principles they’re built on don’t take<br />
into consideration people as they should. How can a hiring process<br />
be compelling if there’s no attention to the way each individual<br />
approach may impact on the effectiveness of the team or more<br />
broadly on the organization?<br />
Are you sure I am just talking about China? Aren’t you familiar with<br />
this, wherever you come from?<br />
Everywhere the mania to control complexity converts organizations<br />
- naturally complex systems – into something just complicated.<br />
Exchanging tools with purposes twists the very idea of innovation.<br />
So you can now see a bunch of people reading books and taking<br />
certifications, but how many of them are really willing to involve<br />
their coworkers in decisional processes? Curiously, in a time where<br />
machines are already human, companies still think of coworkers in<br />
terms of executors. Confusing leadership with power raises up the<br />
gap between strategists and executors. And that’s where the black<br />
ALESSANDRA<br />
COSIMATO<br />
hole lies, where companies lose the chance to<br />
create value.<br />
COCREATION INITIATIVES<br />
10 DAYS OF PUBLIC WORKSHOPS<br />
3 CITIES<br />
130+ PARTICIPANTS<br />
FROM THE WHOLE WORLD<br />
TALKING ABOUT US<br />
IN COSA CONSISTE IL METODO<br />
LEGO ® SERIOUS PLAY ® ?<br />
If organizations can’t face this, they won’t<br />
see the Elephant with the whole Savannah in<br />
the room. So let’s rethink mindsets to change<br />
behaviors, processes, and organizational principles.<br />
This could be an innovative start.<br />
What are you afraid of? Have you ever noticed<br />
how you relate with your fears? Think about a<br />
situation that time ago got you completely nuts.<br />
Personally, I’ve got several situations where my<br />
only wish was to run away, disappear, earth-please-eat-me…But<br />
today, I can even smile thinking of how much I was scared about<br />
things, contexts and people.<br />
We are constantly in touch with Fear, often through its most<br />
daily nuances such a continued uncertainty in doing anything;<br />
Fear tends to block us and it will not disappear for itself because<br />
it’s just in our minds. We have to face it, even by small steps<br />
because it’s the only way to get a change and move ahead. When<br />
something is blocking you, find the smallest thing you can do to<br />
get a solution and start, otherwise, the risk is to get used to not<br />
act at all and always leave decisions and actions to something or<br />
someone else.<br />
Reflect on the way we deal with Fear, even when it’s present in<br />
small doses in our everyday life, allows us to understand ourselves<br />
a little more deeply and it can cause a change or an improvement<br />
in our approach to life. <strong>It</strong> can make us more proactive and free.<br />
Cocoon Projects tends to attract and to continue its path with<br />
people with a proactive attitude, caring and committed. <strong>It</strong>’s an<br />
open enterprise, so everyone interested in joining and compatible<br />
with our values has free access. The path and what this<br />
MILUSKA<br />
OJEDA<br />
SOME OF OUR HIGHLIGHTS FOR THE 1ST HALF OF <strong>2016</strong><br />
COCOON LABS<br />
3 NEW LABS<br />
16 <strong>COCOONERS</strong> INVOLVED<br />
3 CONTENTS PUBLISHED<br />
THE NEAR FUTURE OF WORK HOW YOU ARE GOING<br />
TO WORK TOMORROW WITH STELIO VERZERA<br />
person can give and gain in this context<br />
always depends on his actions. We believe in<br />
collective intelligence, and I personally trust<br />
the “Butterfly effect”.<br />
CP OPEN GOVERNANCE<br />
1 NEW MEMBER<br />
9 NEW CONTRIBUTORS<br />
SHIFT-OUT DYNAMICS INITIATED<br />
BOSSLESS ORGANIZATIONS<br />
IN PRACTICE<br />
2 3
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong><br />
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong><br />
FROM<br />
THE<br />
FAMILY<br />
In this number of Cocooners we are happy to share<br />
with you an article from our ohana on the importance<br />
of trust, people and the right methodology to deliver<br />
real value for the market.<br />
STOP FOCUSING ON BRIEFS.<br />
LET UX START<br />
PLAYING SERIOUSLY.<br />
COCOON PROJECTS<br />
WEBSITE<br />
HIGHLIGHTS<br />
LSP Fest: immerse yourself<br />
in the world’s first LEGO ®<br />
SERIOUS PLAY ® Fest<br />
Fifthbeat.com<br />
We are glad and particularly proud to invite all those who love the evolution<br />
of work, serious play and the legendary colored blocks to join us in<br />
Milan on the 22.nd and 23.rd of October (<strong>2016</strong>).<br />
We ceased pretending companies get involved in<br />
An interesting case-study is the LEGO® SERIOUS<br />
Pushing the elephant<br />
We naturally create an element of discussion<br />
a project with us on the basis of a complete brief<br />
PLAY® workshop we lead with Cocoon, where<br />
The power of this technique is in the resolution<br />
capable to overcome any personal or hierar-<br />
and a precise budget. What we are asking is more<br />
clients and managers of this home appliance<br />
of internal dynamics and can be used to build<br />
chical dynamic.<br />
immediate and not banal: trust and openness for<br />
company were involved together. <strong>It</strong> has been<br />
a channel of communication between different<br />
Participants to the workshop have to choose<br />
a mutual and enriching partnership. Techniques<br />
exciting to observe each participant to work with a<br />
teams that work on a single project or among<br />
which portion of their model will be saved in<br />
and method of LEGO® SERIOUS PLAY® help<br />
smorgasbord of Lego pieces and elaborate a rather<br />
persons in the same company, with heteroge-<br />
order to create a shared vision. The selected part<br />
Fifth Beat to establish good relationships with<br />
complex template such as a value proposition<br />
neous responsibilities. LEGO® SERIOUS PLAY®<br />
will be assembled with all the others parts and<br />
our clients.<br />
canvas. Furthermore it was invaluable to blend<br />
enhances our ability to build a common vision<br />
they will piece together in a unique common<br />
each personal strategy of the company’s new<br />
and the model made of little bricks becomes the<br />
model, with a high symbolic value and which<br />
Our objective is to let our stakeholders perceive<br />
platform into three collective scenarios, immedi-<br />
mirror of the positive and negative aspects in a<br />
is the representation of the connection of the<br />
the value of co-designed products and services,<br />
with and for the people. Whenever we have to<br />
create an identity or communication strategy<br />
or explore user needs, LEGO® SERIOUS PLAY®<br />
ately transformed in concrete actions to take.<br />
project (pain & gain).<br />
single artefacts.<br />
We were especially surprised by the outcome<br />
of a workshop where an elephant, tired and<br />
lazy, represented the abandoned project we<br />
<strong>COCOONERS</strong> n°0 is online!<br />
<strong>Making</strong> <strong>It</strong> <strong>Happen</strong>.<br />
gave us the chance to advance with confidence in<br />
were discussing on. At the end of the day,<br />
The N°0 of our “Cocooners” half-yearly publication is<br />
several areas of interest: a manufacturer of blast<br />
each participant contributed with a solution<br />
online in digital version! Catch up about news, tools, thoughts, facts,<br />
chillers ready to enter in the domestic market,<br />
to instill dynamism to the animal and lead it<br />
people, work, future.<br />
an NGO focusing on agricultural development, a<br />
back home, towards the goal. Weeks after, the<br />
facility management company in need of coordi-<br />
project rekindle itself and lived of a strong vital<br />
nation with a thorny client.<br />
energy. The working team focusing on the new<br />
unexpected findings managed to give new life<br />
A communications strategy designed<br />
and a new structure to the project.<br />
with LEGO® SERIOUS PLAY®<br />
Fifth Beat uses this technique to foster in a<br />
neutral ground different points of view within the<br />
marketing team, the business department and<br />
who is in charge to promote and design a product<br />
or a service.<br />
From generating what it seems apparently a<br />
mute construction made of little bricks, we lay<br />
the foundation to find values, scopes and a list<br />
of priorities to face, in order to develop a shared<br />
communication strategy.<br />
One of the most interesting visions on the necessity to use the web with “little characters without body”, connected<br />
with flexible tubes to exchange news and information linked to company products. All the participants, included<br />
marketing staff, have positioned their models in the center, bringing out a map of priorities for the strategy of this<br />
platform aimed to promote company and products.<br />
#EODF15 has ended:<br />
feedback and thanks!<br />
Which images come back to us about this beautiful<br />
event?<br />
4<br />
5
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong> Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong><br />
OUR STORY IS YOUR STORY<br />
ON THEIR WAY TO BECOMING A<br />
SMALL GIANT<br />
SOME DATA<br />
110<br />
3 35<br />
HOURS OF WORK FACILITATORS PARTICPANTS<br />
In this issue we are glad to talk you about a company located in southern <strong>It</strong>aly, which represents the excellence<br />
among state-of-the-art Media Companies.<br />
They approached us for supporting their development process in order to attain a higher maturity level.<br />
We started in February <strong>2016</strong> and from the very beginning we realized we were experiencing an extraordinary<br />
story to share.<br />
Every (single)<br />
human system<br />
is by its very nature<br />
step intervention<br />
to understand the<br />
current situation we<br />
Following the<br />
Pareto focus principle<br />
we then identi-<br />
of a renewed management<br />
team through<br />
an in-depth process<br />
Once an initial pace<br />
of change was<br />
applied through the<br />
in respect with the<br />
current change and<br />
from that moment<br />
After a strong<br />
cultural and<br />
relational background<br />
deeper intervention<br />
that was applied on<br />
bi-annual basis. In this<br />
This is a stable<br />
framework, where<br />
the company can take<br />
will lead this extraordinary<br />
company to<br />
reach high conscious<br />
FINAL THOUGHTS<br />
unique.<br />
are going to face and<br />
fied those (specific)<br />
of identity alignment<br />
above retrospectives,<br />
on we could start<br />
had flourished, our<br />
way the company has<br />
the first necessary<br />
management levels<br />
There is absolutely<br />
operating. This would<br />
areas where small<br />
and co-creation of<br />
we could finally start<br />
spreading the best<br />
next step was to start<br />
been able to apply a<br />
steps towards a<br />
and evolution. With its<br />
“They’re interested in being great at what<br />
no way to apply any<br />
lead us to set short-<br />
interventions might<br />
guidelines by using<br />
to go and act deeper<br />
practice and a shared<br />
evolving the workflow,<br />
double-loop learning<br />
systemic and system-<br />
own hands.<br />
they do, creating a great place to work, pro-<br />
standardized process<br />
and medium-term<br />
have implemented<br />
LEGO® SERIOUS<br />
and deeper into the<br />
proactivity mindset.<br />
that is eliminating<br />
process for the contin-<br />
atic evolution process.<br />
viding great service to customers, having<br />
improvement without<br />
objectives through<br />
great changes. <strong>It</strong>s<br />
PLAY® methods.<br />
culture of the whole<br />
first the root causes of<br />
uous improvement: a<br />
And this will also be<br />
great relationships with their suppliers,<br />
admitting honestly<br />
the co-creation of a<br />
immediate effect was<br />
organization and the<br />
wastes (c.d. “muda”)<br />
first loop, lighter and<br />
the guiding path of<br />
making great contributions to the com-<br />
it won’t produce any<br />
new area where all<br />
a two-way workflow:<br />
people who make it up.<br />
and then highlighting<br />
faster, regarding tools<br />
the next 6-month<br />
munities they live and work in, and finding<br />
real positive effects<br />
identities in the group<br />
on one side the<br />
Everyone, regardless<br />
all the dynamics that<br />
and processes, and a<br />
term iteractions that<br />
great ways to lead their lives. I call them<br />
on the system itself.<br />
can properly emerge<br />
introduction of a first<br />
any job title or position<br />
in an opposite way<br />
second longer-term<br />
small giants.”<br />
This is the reason<br />
why as for our normal<br />
practice we started<br />
and reveal.<br />
system of flexible<br />
agile retrospectives<br />
on different company<br />
in the organization<br />
chart, was enabled to<br />
express his own ideas<br />
CULTURE<br />
AND PEOPLE<br />
create value in all<br />
working process.<br />
Thanks to the<br />
and deeper loop<br />
concerning mind-setting<br />
and decision<br />
Bo Burlingham.<br />
what we call “itera-<br />
levels and at different<br />
and potentialities<br />
combined use of<br />
criteria of the whole<br />
tion 0”, that is a first-<br />
pace, on the other side<br />
Model Storming and<br />
organization.<br />
ITERATION 0<br />
the start-up training<br />
AGILE<br />
RETROSPECTIVES<br />
a QuEST procedure a<br />
first new experimental<br />
advancement phase<br />
was launched for 3<br />
weeks and then a<br />
DOUBLE-LOOP<br />
LEARNING<br />
SYSTEMIC<br />
EVOLUTION<br />
PROCESS<br />
6 7
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong> Cocooners - n° 1 - <strong>September</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 />
@CocoonPro<br />
Continuous improvement and respect for people #lean #responsibility<br />
#retrospective #CPJAM #<strong>2016</strong>h2<br />
COOKING<br />
IN OUR<br />
LABS<br />
Cocoon Projects Labs are our own innovation engine, which have developed driving forces for new knowledge, mastery and even<br />
new value proposition elements. They are open and voluntary structures, working by specific processes designed for proactively<br />
@MattiaRapisarda<br />
I’m really tired after this two days of #CPJam but at the same time<br />
I’m feeling better. I’m growing and it’s thanks to @CocoonPro<br />
#<strong>2016</strong>h2<br />
generating market-driven and high-quality value proposition.<br />
<strong>It</strong>’s in the CP Labs that entrepreneurs and professional game-changers can express their best contribution in the co-creation of<br />
the upcoming Cocoon Projects.<br />
@emagorse<br />
I love #CpJam because it never begins and never ends, just happens.<br />
And it’s beautiful. #<strong>2016</strong>h2<br />
Rory’s Story Cubes ®<br />
thing big! So we’ve used part of the first half of<br />
<strong>2016</strong> to organise the “LSP Fest” (LSPfest.com).<br />
for real-life encounters and experience-making,<br />
to build creative spaces and constantly enhance<br />
We started to play with the Rory’s Story Cubes®<br />
with a Spanish collegue who shared this tool with<br />
us and we soon discovered that it was possible<br />
<strong>It</strong> is the first fest entirely dedicated to the LSP<br />
methodology and its ways of facilitating thinking,<br />
communication and complex problem solving<br />
flows of knowledge in and among people.<br />
In these few months we have completed the<br />
envisioning phase through which we came to<br />
@giusyfratta<br />
Be prepared to be surprised, guided by passion & responsibility!<br />
#CPJAM @CocoonPro @ShiverTweet @emagorse #OST<br />
to use them in so many different ways and in so<br />
both for groups and for individuals. We’re organ-<br />
important considerations about the inefficiency<br />
many interesting areas. Then in March <strong>2016</strong> we<br />
ising it in partnership with Rasmussen Consulting<br />
of the current institutional life growth paths<br />
decided to open the lab.<br />
and Juego Serio, in the persons of our long time<br />
and conversely about the potentialities of our<br />
@Guido_Martini<br />
The Rory’s Story Cubes® are nine cubes with<br />
images on every face.<br />
friends Robert Rasmussen and Lucio Margulis.<br />
The goals of these days of LSP Fest are to get<br />
proposed solution.<br />
But as that was just our own idea, we decided to<br />
Envisioning our growth through #storycubes @CocoonPro<br />
#CPJAM #learning<br />
You can give them a good shake, roll them out and<br />
people to really know this method, gather with<br />
ask real people about their real needs in their real<br />
start to tell a story using these pictures.<br />
professional facilitators, allow them to meet<br />
lives and listened to them deeply. We collected<br />
We have experienced strong impact (both)<br />
people interested in knowing more about it in<br />
important information and (we have) started to<br />
@ShiverTweet<br />
on individuals and groups of people.<br />
order to evolve their way of working, exchange<br />
iteratively improve our solution.<br />
My life is no longer in my command. #CPjam #<strong>2016</strong>H2<br />
If you open your mind you can deeply understand<br />
valuable experiences, and learn basic principles<br />
In the meanwhile we have started working with<br />
@CocoonPro<br />
yourself and your context, then you can choose<br />
that can effectively guide through the complexity<br />
some companies who are interested in their<br />
your direction with increased awareness and<br />
of today’s world of work.<br />
employees’ work/life improvement.<br />
consciousness.<br />
We won’t be talking much, in fact we’ll be working<br />
This particular interest generated by the real<br />
@hoxeheome<br />
We are also using the Story Cubes® linked to<br />
hands-on most of the time! We want to focus on<br />
world is stimulating us to accelerate in the devel-<br />
Interesting #OST session for sharing experiences to improve<br />
other tools and we are discovering very inter-<br />
direct experience, not on theoretical knowledge.<br />
opment of the first working MVP of the platform<br />
#CPJAM #<strong>2016</strong>H2 @cocoonpro https://www.instagram.com/p/<br />
esting contaminations.<br />
Directly trying how it feels to use LSP in different<br />
and a great team of Cocooners are ready to make<br />
BI0Dw3yjM2M/<br />
Follow our journey and share your points of view<br />
workshops of various lengths and on different<br />
it happen.<br />
and ideas with us!<br />
topics is absolutely the best way to understand<br />
LSP<br />
Since LEGO® SERIOUS PLAY® has been with us<br />
for a couple of years now, as a really powerful tool<br />
what we mean by “hard fun”!<br />
Yous<br />
Yous is a bottom-up ecosystem of functional<br />
Stay tuned for the<br />
publication of all the<br />
active Labs and their work<br />
@pellicors<br />
#CPJam #<strong>2016</strong>h2 Starting to understand how we feel, the position<br />
between vision and determination… https://www.instagram.<br />
com/p/BIwsNEnA21s/<br />
for the evolution of human systems, for the first<br />
modules for worklife advancement.<br />
at labs.cocoonprojects.com<br />
output of this lab we’ve decided to go for some-<br />
it is a means which has been purposely devised<br />
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9
Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong> Cocooners - n° 1 - <strong>September</strong> <strong>2016</strong><br />
A WORD<br />
ABOUT US<br />
Cocoon Projects is a last generation company,<br />
Cocoon Projects’ governance system itself is<br />
Cocoon Projects is thus involved first-hand in<br />
These ongoing activities within the scopes of<br />
We believe this is the time for establishing<br />
devoted to supporting innovation and fostering<br />
based on the Lean managements and Open<br />
the edge international efforts for the develop-<br />
Innovation, together with intense and contin-<br />
a whole new culture in the management of<br />
real value creation in the world entrepreneurial<br />
Collaboration principles. <strong>It</strong> constitutes a last<br />
ment of methodologies and tools enabling the<br />
uous field operations at the side of national<br />
today’s challenges for any organisation. And<br />
ecosystem. <strong>It</strong>’s been designed to be effective,<br />
generation adaptive organisational model<br />
systemic improvement of organisations.<br />
and international Customers highlight Cocoon<br />
we’re able to design and co-execute ad-hoc<br />
agile, open, fast and adaptive. <strong>It</strong>s Customers<br />
called LiquidO TM<br />
that has already collected<br />
And it is directly engaged on a regular basis<br />
Projects as the ideal partner for those organisa-<br />
evolutionary paths on all the vertical aspects<br />
are people and organisations in the need for<br />
high interest and direct interaction by some of<br />
by global networks of professionals in the<br />
tions in search of sound experience within the<br />
of this scenario.<br />
significant evolution within the scopes of<br />
the most relevant international experts in the<br />
field, such as the European Organisation<br />
most core and relevant scopes of Innovation.<br />
work methodologies, tools and techniques and/<br />
enterprise and management innovation fields.<br />
Design Forum, the Stoos Network, the OuiS-<br />
or stakeholders end-to-end relationships.<br />
hare network, the Management Innovation<br />
The goal is to make this change<br />
Exchange (MIX).<br />
really happen.<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 />
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 />
LEANNESS<br />
INCLUSIVENESS<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° 1 - <strong>September</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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