COCOONERS - Making It Happen - No 3, September 2017

CocoonPro

The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners. No 3, Sep 2017.

COCOONERS

N°3 - SEPTEMBER 2017 MAKING IT HAPPEN

OPEN UP.IMPROVE.

OUR STORY, YOUR STORY

Merging beyond

boundaries.

Any boundaries.

FROM THE FAMILY: IM-MEDIA

People have

the power.

In this number we are proud to share the story of

two top-level IT companies in Italy that decided

to merge. In this story you’ll find an example of

huge openness, inclusiveness and agility. All the

boundaries, internal and external, faded letting

the new and the unknown emerge powerfully.

Read at page 6

When problems arise in our Agency, i.e. obstacles

to our work, we often focus on technological

problems, or issues regarding tools and methods,

or people.

Read at page 4

COOKING IN OUR LABS

• Nalu

• Rory’s Story Cubes ®

• LSP

• Core 2

Read at page 8

A word about Cocoon Projects

Read at page 10

Meet LiquidO TM

Read at page 12

COCOONERS IS PRINTED ON RECYCLED PAPER


Cocooners - n° 3 - September 2017

Cocooners - n° 3 - September 2017

WHAT’S UP

Some days ago I went to a concert expecting to spend an

evening listening to good music but it was more than

this and I want to share with you what I learnt from that

experience.

At the beginning it was immediately clear that the concert would

have been different from the others because some violinists, two

cellists and a rock drummer were on the stage. What can this

instruments apparently dissonant among them create together?

The experience was surprising and I experimented what happens

when people see the things in a new way.

The first thing I learnt was the importance to let go the usual

knowledge to open the mind and letting things happen.

In music to experiment means to go out of the comfort zone

playing Beethoven and Led Zeppelin on the same track. In our

life, it means to have the courage to break the boundaries to go

beyond the limits to discover the unexpected.

The second one is the charm of innovation.

To innovate means to have new ideas how some things can be

done. I thought this listening to the drummer and the cellists

to play together. We are used to expect the cello only in classical

music and the percussions in rock songs but to change the rules

of the game and find new chords to play classical and rock music

with both instruments was the key of success of this ensemble.

So, for taking our life to a new level, I think we have to experiment

and innovate without fear because the magic is just around

ALESSANDRA

CIANCHETTINI

the corner and to find it can be amazing

like a midsummer night’s concert.

According to the Oxford Dictionary, feedback is “Information

about reactions to a product, a person’s performance

of a task, etc. which is used as a basis for

improvement.”

The keyword is “improvement”, we can’t make any real progress if

we don’t know what we want to improve. Through feedback we can

see how others perceive our weakness and strengths, and sometimes

we can discover new aspects we can’t see by ourselves.

One of the things that pushed me into the User Experience world

were usability tests.

I did some simple usability tests for an app and I was surprised to

see how different people did not see or do what I expected and this

aspect fascinated me a lot!

It made me understand the importance of a user-centered design

approach and how early feedback can really help my design process.

In Cocoon Projects’ Open Governance, a way to understand how

our contribution in a task is perceived by others it’s the retrospective

shares evaluation (part of credit accounting system, for

more info check www.liquidorganisation.info), each task’s participant

declares how much value (not time or effort) each person has

brought in the final result for that particular activity. In this way,

everyone can see how their work were perceived by the whole team

and observe if they tend to overestimate or underestimate, too

much, their own contribution.

MILUSKA

OJEDA

People are hungry for opinions about themselves,

by now my social streams are full of

personal links to receive anonymous and

honest feedback. Maybe it’s just a fad, but I

think it’s an interesting experiment because

often reactions and opinions we generate can

have a weight in our path.

Let’s say it once and for all: *the* leader does not exist.

For years we have tried to find the characteristics that a

good leader must have, so that he could cultivate, learn,

and even teach them. Technical, psychological, relational

characteristics. And every time the feeling is that we were missing

something.

That’s because *the* leader, as such, does not exist.

Following what Harrison Owen suggests, leadership is something

that shows at the intersection between passion and responsibility.

People who have true passion for something and feel a sense of

responsibility are those who can inspire others, so that “the efforts

of many coalesce as one”.

If so, and I believe it is, it is obvious how each of us has passion and

responsibility to certain themes and not to others. Then it’s easy to

understand how a person can be a leader in some activities and not

in others, even within the same workgroup and the same organization.

Thinking that one can choose to be a leader or, worse, that the position

in the org-chart determine who has leadership is a mistake

that at the minimum does not create value and at worse, more

commonly, causes real damage.

So, within every organization and every team we should look for

those who, in any given moment, are showing sincere passion and

strong sense of responsibility instead of building some super-power

or standardized characteristics. Once we found them we should just

EMANUELE

RAPISARDA

CUSTOMER PROJECTS

22 ITERATIONS

30+ FACILITATORS INVOLVED

10+ COUNTRIES

TALKING ABOUT US

COSTRUIRE UN’IMPRESA

È UN’OPERA D’ARTE

give them the opportunity to express their

leadership, providing resources and letting

them express their unique way to lead.

Doing this, we will not have static “leaders”

(as a title), but we will have a dynamic leadership

(as a quality).

So, stop looking for leaders and start looking

for leadership. Also because, you know,

*the* leader does not exist.

When work rhythms are very high and we have to

face emergencies and deadlines, it’s easy to overshadow

our evolutionary path and then overthinking

the time that we couldn’t preserve. How

can we manage work staffs and simultaneously devoting time to our

growth? I heard about this dilemma so many times and I have been

through it myself.

We all know very well that by improving ourselves, our team and

organization will profit too.

Though putting ourselves above customers, deliveries and projects is

still very hard to do.

I believe that if we align who we are and what we care with our work

we can avoid all frictions and this is the only way to dispel wastes, as

the two (energy) streams are pointing in the same direction.

Easier said than done!

In my opinion the development of operational reputation is the way,

namely the focus on the only possible sustainable reputation which

is based on what we have done and the experience gained by cooperating

with other people.

It relies on our true skills and on the real contribution we can give to

our community.

SOME OF OUR HIGHLIGHTS FOR THE 1ST HALF OF 2017

COCOON LABS

11 COCOONERS INVOLVED

3 COUNTRIES

8 PUBLIC INITIATIVES

CREATING DESIGN TOOLS

FOR THE AGE OF NETWORKS

This is quite a long-running process, thus we have to invest time and

energy in it and we have to be coherent and constant. Today this is

one of the most powerful means to achieve major goals: to advance

CLAUDIA

PELLICORI

in full alignment with our identity, to be recognized by our community,

to attract what we need, to create tangible

value for us and others.

Operational reputation represents today one of

the biggest chances for us to unleash our potential

and to offer our unique contribution to the

world.

And it is for this purpose, that is to support

systematic and effective work of professionals

and organizations that we designed CORE2 tool

for lean reputation development.

CP OPEN GOVERNANCE

9 NEW CONTRIBUTORS

1 NEW MEMBER

26 PEOPLE SHIFTS

INSIGHT TO ACTION - EVOLVING THROUGH

THE CONFLICT OF SOCIETAL EXPECTATIONS

2 3


Cocooners - n° 3 - September 2017

Cocooners - n° 3 - September 2017

FROM

THE

FAMILY

In this issue of Cocooners we love to give space

to our friends at IM*MEDIA, who are sharing a story

about what people can do once they are freed from fear.

PEOPLE

HAVE THE

POWER

COCOON PROJECTS

WEBSITE

HIGHLIGHTS

Cresce la facilitazione

con LSP

immedia.net

Era settembre quando abbiamo pubblicato l’articolo

“Ci siamo riusciti: adesso LSP parla italiano!”

e da allora già tante cose sono cambiate.

When problems arise in our Agency, i.e. obstacles

improve this I could do this other, let’s try!”.

starting, we choose relevant and measurable data

solutions in areas not properly belonging to them.

to our work, we often focus on technological

to evaluate the results of a possible improvement.

problems, or issues regarding tools and methods,

We understand that it’s crucial to neutralize the

Our Agency understood that the person’s expertise

or people.

fear of making wrong decisions and cyclically

Slowly we are abandoning the concept of the

has much more value than its’ job title.

Often we end up judging superficially what

analyze the results of it. These new “experiments”,

“position” of people, shifting our focus to their

Moving the focus on expertise it is possible to

surrounds us because of our irresistible temptation

if taken with careful and common sense (eg small

passion. We all have something close to our heart.

redirect decision making processes within organ-

to categorize what we still do not really know.

targets in short terms), allow us to evolve quickly

We are convinced that talented people have a great

izations and companies (we are already testing it).

Rather than being pleasantly curious about what’s

towards new production standards.

passion and, by virtue of it, also have a great sense

Also testing new ideas and focusing on talented

new, we prefer to make judgments with the aim of

The experiments give us a great deal of infor-

of responsibility. It doesn’t matter what the job

people allows one to move to more prosperous

“rejecting what’s new”.

Perhaps we should remember that knowledge is

mation, which can be collateral and unexpected,

but still very useful. For this reason, before

or position are. Everyone’s contribution is fundamental.

Sometimes it is easier for people to find

systems, better able to challenge so many

unforeseen changes of the modern world.

COCOONERS N° 2 is online!

Making It Happen.

a seedling that needs to be continually watered,

People are the real driving force for change and

The N°2 of our “Cocooners” half-yearly publication

and that without passion and daily care, it will stop

we are working to ensure that their passions and

is online in digital version!

giving its results. This is why we should always be

responsibilities are always at the top.

ready to question each day what we have learned.

So today we can better understand others, avoid

What if the reason why we don’t question our

endless meetings, identify wastes and oppor-

knowledge is simply fear? In this era of sudden

tunities coming from the changes of business

change, fear is a major obstacle for organizations

processes. Thanks to this we are now able to focus

and people who are dealing with new challenges

on specific and major goals. We work better and

and opportunities, as well as facing the same old

our customers are happier.

problems. It is probably something atavic that, in

Once all the non-relevant information is gone, and

the end, has brought human kind where it is today.

all the involved people are listened, this is when

Our digital Agency (with the help of Cocoons’

people) has started a path that we know will be

hard and long lasting and that will lead us to a

continuous change (i.e. improvement).

DECISIONS

ACTIONS

FEEDBACK

the perfect value can be reached.

What’s up by Claudia

Pellicori

I’d love to tell you a brief story. When I graduated I felt the

urgency to start to work, first of all to be economically

We are working on our mindset, trying to get

independent and to demonstrate to my family that I could work

out from our comfort zone but, above all, we are

CRITERIA

MINDSET

successfully, but also to grow and become stronger in deciding

experimenting something new. We are starting to

about my life.

use the following approach: “I’m not sure, but to

4

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Cocooners - n° 3 - September 2017

Cocooners - n° 3 - September 2017

OUR STORY IS YOUR STORY

MERGING BEYOND

BOUNDARIES.

ANY BOUNDARIES.

SOME DATA

16

5 40

DAYS OF WORK FACILITATORS PARTICPANTS

We are proud to share with you in this issue the story of two excellent IT companies in Italy that decided to

merge. This story will show you an example of extraordinarily high openness, inclusiveness and agility where

all inner and outer boundaries faded letting the new and the unknown emerge powerfully.

When we think

about a merger

of two companies it’s

all relevant analysis

and decisions

to be considered,

Keeping this in

mind, our first

small step was to

Thus the two workstreams

purposely

chosen to set up this

Once reached

a sufficient

level of operational

Guided by passion and

responsibility, feeling

to be definitely part of

Fortified by

long-running

progress in open

Even in this case,

they decided not to

be locked in their

Only when they

finally reached a

clear entrepreneurial

The final challenge

then is to conceive

a company that can

FINAL THOUGHTS

easy to focus on the

but secondary if you

leverage one of both

board were brand

alignment, the next

a new unique system,

co-creation and

offices, they instead

vision, strong cultural

be adaptive, that

revaluation of the two

realize that this kind

companies’ strengths

identity and sales

step was to go deeper

all people were able to

significant conversa-

invited representatives

alignment, sharing

can respond in real

“We can be who we want. Changing

companies, division

of operation is first of

by introducing a

process: two issues

into what every single

define what the new

tions with all people of

of the most relevant

tools and processes,

time to changes

is an opportunity. Opportunities to

of company shares,

all a union between

shared collaborative

that deepen the core

person felt to be

organization could

both companies, there

stakeholders of the

we could definitely

and constantly

accomplish our potential, what we can

infrastructures, etc...

two different human

working board

of the two groups,

really important for

absolutely not be

came the time when

two companies.

start high-level

re-write itself every

become, our unique contribution to the

Of course these are

systems, each one

with rhythmic and

working both on

the future of the new

missing!

the shareholders of the

Customers, partners

working on the

time, diving into

world.” Claudia Pellicori, during the

with its own processes

constant meetings

inner dynamics and

company.

two companies had

and key professionals

adaptive organization

uncertainty as one,

iteration 0 of this project.

and tools, its own

so that it could be

outer relationships.

We explicitly asked

to think about their

to share the same table

design of the new

even fortified and

competencies, culture,

adapted in real time.

this question to all of

entrepreneurial vision

and using the power

company.

nourished by it.

values ​and principles.

This created a safe

them and we chose

to be followed as a

of LEGOR Serious Play

In short: each one

space where people

a methodology that

guiding star in the new

the two companies

with its own people.

could start making

could leverage collec-

organization building

therefore envisioned

their own proposals

and work together on

structural activities

in order to reach a

common identity.

tive intelligence and

self-organization:

the Open Space

Technology.

OPEN SPACE

TECHNOLOGY

process.

their future together.

ADAPTIVE

ORGANIZATION

DESIGN

HUMAN

SYSTEM

COLLABORATIVE

WORKING BOARD

ENTREPRENEURIAL

VISION

6 7


Cocooners - n° 3 - September 2017

Cocooners - n° 3 - September 2017

JAM NEWS

A Cocoon Projects Jam happens twice per year, at the beginning of each half. It is the most important CP governance event,

open to all members and contributors and lasting two or three days. During the CP Jam we cocreate our direction for the next 6

months. Here below you can have a peek at our last Jam.

#CPJAM

COOKING

IN OUR

LABS

@ShiverTweet

Every #CPjam teaches me something more about the meaning

of Ohana. We are blessed by its energy flow.

World unfucking in progress!

@pellicors

#CPjam is also time to think, grow, share, celebrate, open

your mind. Impossible can become possible,if you see beyond!

#2017h2 @CocoonPro

The Cocoon Projects Labs are our own innovation engine. New knowledge, mastery and even new value proposition elements are

developed here. They are open and voluntary structures, working by specific processes designed for proactively generating marketdriven

and high-quality value proposition.

It’s in the CP Labs that entrepreneurs and professional game-changers can express their best contribution in the co-creation of the

next Cocoon Projects.

Nalu

standard techniques that can be used with the To offer attendees a memorable experience beyond

Do you remember our self-organized ecosystem Rory’s Story Cubes and eventual interesting vari-

the training itself is one of the things we love to do

@CocoonPro

So many important conversations today. High contribution and

involvement to create a new way #cpjam #2017h2 #evolution

#revolution #waves

for work-life growth and mastery development?

ations that you can combine with the standard

in this lab, and we have just started. Follow us if

@emagorse

Yes, I’m talking about what in the previous editions

of Cocooners was called Yous. Nalu is just the new

name of that same lab.

We didn’t decide to change name just for fun but

techniques in order to create always new, customized

and adaptive ways to release the dices’ full

potential. Now our next step will be to decide the

best way to share these techniques and variations

you want to know what we have in mind for the

very next months!

Core 2

Living in @CocoonPro is like living in a continuous big bang.

Today we are mapping the galaxy around us #ecosystem #evolution

#cpjam #2017h2

that was because we started to organize the first

modules and we started to sew a tailor-made dress

out of a simple idea. But these are only internal

stuff and just a small part of our journey!

with our community and be ready, we are thinking

about something deeply immersive and practical.

We’re not going to reveal everything today: we

won’t give you the game and spoil the surprise,

In July we were invited by our partner ITOL Roxana

Mocanu to participate in 2 events held in Bucharest,

Romania.

On the 12th of July during the HR breakfast - in

@laurabolletta

imPossible is nothing! Oh, yeah! #roadtothefuture

#thefutureisnow @CocoonPro #cpjam #2017h2

We are now opening very interesting conver-

news are coming soon.

addition to telling our experience on CORE 2 - we

sations with other organizations and people all

around the world in order to accelerate learning,

LSP

started to use it working on the first quadrant. The

workshop involved more than 20 professionals

@sara_cosio

What is our trajectory?

leverage each other’ strengths and maximize the

These past six months have been really intense for

who explored for their first time the topic of oper-

#changingtheworld #challenges

impact we can have on a wider ecosystem.

this lab as we’ve organised three different facilita-

ational reputation using the Rory’s Story Cubes too.

#CPJAM #2017H2 @CocoonPro

Just like a baby, it’s time for Nalu to start walking

tors’ training sessions in Italy (both in Italian and

On the 13th during the Talent Planet event, held

and you know, when a baby starts walking is just

in English).

at Deutsche Bank and involving about 60 profes-

a matter of time before he starts climbing and

running all around.

Rory’s Story Cubes ®

In April we had the pleasure to host in Rome a

training held by Robert Rasmussen, one of the

fathers of the LEGO® SERIOUS PLAY® method.

It was amazing to meet people from all over the

sionals, we introduced the tool in one of the 4 key

note speeches called “Developing our potential”.

The feedbacks were really exciting and opened up

new questions to be answered, so we will keep on

@guido_martini

Mapping our ecosystem #cpjam #2017h2 cc/@CocoonPro

In the last issues by Cocooners we informed you

world and to share with them our backgrounds

working on the tool!

that we were collecting all the knowledge and

and experiences.

@Lucia_Coflowing

information we were developing and putting

In June, we organised the first training in Castel-

Stay tuned for the

Beautiful place for the creation of disruptive ideas that will add

together into a readable and usable form that could

mola, a unique venue in Sicily. Working hard in

publication of all the

happiness to the world! @ShiverTweet @Pellicors @CocoonPro

be shared with our community.

front of a stunning view of the Mediterranean

active Labs and their work

This is what we’ve been actually doing in the last 6

sea, led by Lucio Margulis, was an excellent way to

at labs.cocoonprojects.com

months: we finally developed some very powerful

start the summer.

8

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Cocooners - n° 3 - September 2017

Cocooners - n° 3 - September 2017

A WORD

ABOUT US

Cocoon Projects is a last generation company,

Cocoon Projects’ governance system itself is

Cocoon Projects is thus involved first-hand in

These ongoing activities within the scopes of

We believe this is the time for establishing

devoted to supporting innovation and fostering

based on the Lean managements and Open

the edge international efforts for the develop-

Innovation, together with intense and contin-

a whole new culture in the management of

real value creation in the world entrepreneurial

Collaboration principles. It constitutes a last

ment of methodologies and tools enabling the

uous field operations at the side of national

today’s challenges for any organisation. And

ecosystem. It’s been designed to be effective,

generation adaptive organisational model

systemic improvement of organisations.

and international Customers highlight Cocoon

we’re able to design and co-execute ad-hoc

agile, open, fast and adaptive. Its Customers

called LiquidO TM

that has already collected

And it is directly engaged on a regular basis

Projects as the ideal partner for those organisa-

evolutionary paths on all the vertical aspects

are people and organisations in the need for

high interest and direct interaction by some of

by global networks of professionals in the

tions in search of sound experience within the

of this scenario.

significant evolution within the scopes of

the most relevant international experts in the

field, such as the European Organisation

most core and relevant scopes of Innovation.

work methodologies, tools and techniques and/

enterprise and management innovation fields.

Design Forum, the Stoos Network, the OuiS-

or stakeholders end-to-end relationships.

hare network, the Management Innovation

The goal is to make this change

Exchange (MIX).

really happen.

OPENNESS

Imagine the space of evolution

in these three dimensions.

A value of zero on all of

the three axes would fit

for a company from

the Fifties of the last

century.

Where is your organisation

today?

Where should it

be tomorrow?

ADAPTIVE

ORGANISATION

DESIGN

AGILE PROJECT

MANAGEMENT

ADAPTIVE

ORGANISATION

LEANNESS

SERVICE MODEL

DEVELOPMENT

CONTINUOS

IMPROVEMENT

WORKPLACE

EVOLUTION

In the evolution of work across

the three dimensions

of leanness, inclusiveness

and openness, we can

provide services

in these 9 different areas.

LEANNESS

INCLUSIVENESS

REAL TIME

STRATEGY

MAKING

INCLUSIVENESS

IT’S ALL ABOUT

PEOPLE

OPENNESS

REPUTATION

DEVELOPMENT

EXPERIENCE

DESIGN

IN

OPEN

NOVATION

CROWD-PLATFORMS

IMPLEMENTATION

IDENTITY

AND HERITAGE

EMPOWERING

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Cocooners - n° 3 - September 2017

MEET LIQUIDO

What is LiquidO

You might have heard of a new breed of organisational models, responding

to the fast growing adaptability, engagement and collaboration needs

within modern company structures. Or you might have simply experienced

the sound problems of slowness, rigidity, bureaucracy, disengagement

along with various kinds of waste and bottlenecks that “traditional”

organisational models generate and suffer nowadays.

This is what LiquidO TM is all about: the original “liquid organisation”

model for governance, born from direct experience within Cocoon

Projects and in use in a growing number of for profit and not-for-profit

organisations willing to get liquid.

Liquefying an organization means disrupting the industrial-age driven

assumptions on which rigid structures are designed and move on to make

it adaptive, dynamic and anti-fragile. Based on lean management and

open collaboration principles, the LiquidO TM model is fluid,

meritocratic and value-driven, enabling stigmergic

behaviour and “organic” effectiveness.

Why you would

want it in your

organisation

Rigidly structured organizations

cannot cope with the

current pace of innovation

and its complexity, let

alone exploit it. We need a

completely different mindset

and consequently new models.

And we need them to be simple

and people-centric.

This is exactly why LiquidO

was born.

1. Real-time adaptability.

The industrial age organisational approach, where

each area is defined as a restricted group of activities coherent

to one another, has its biggest limitations in the risk to fall in fragmented,

sealed administration and culture. As the company grows, so grows the

complex ramification, branching and costs of these models. Lack of

communication, heavy bureaucracy, disastrous efficiency.

COLLABORATIVE

WORKING BOARD

REPUTATION

TRACKING

The completely different perspective realized by LiquidO, in fact relying

on people and competences without fixed roles, provides an integrated

and adaptive business management scenario shifted to a systemic

approach, pragmatically meritocratic and inherently capable of real time

adaptability to any context. It’s just like water, some would say.

2. Better and faster information processing.

Hierarchies are a sound bottleneck both for decision making and competences

evolution. Too many info to process in order to succeed. Moreover,

on the other hand, the distance between where and how in the organization

strategies are created, and where and how they have to be executed

too often creates waste, lack of effectiveness or even complete failure.

Non-peer evaluation, silos and recruiting inefficiency are additional

heavy side-defects of an organizational design philosophy based on the

two illusions of control and predictability, and therefore actualized with

structural divisions between thinking and doing.

LiquidO is a viable and operational way to let all the brilliant people in

the company effectively emerge. Anybody can join each wave, surf it and

enrich it, so to say. And leveraging different viewpoints, backgrounds and

competences today is definitely critical to succeed in taking better and

faster decisions.

CONTRIBUTION

ACCOUNTING

COLLABORATIVE

DECISIONMAKING

3. Engagement and spontaneous leadership.

People are key in this picture. In fact, within

LiquidO everyone can decide whether to

join a process or not, try, and consequently

determine her level by fast

feedback loops from frequent and

specific peer-reviews driven by

the actual delivered value.

Besides a natural engagement

due to continuous feedback

and consequently improving

results, within this scenario

it’s really difficult to deny

emerging problems. Within

the old way of thinking the

organizations very often

conflicts, work overload, sense

of impotence, lack of decision

power, absence of endorsement,

unfair treatment and misalignments

are among the real causes of failures.

There is much more that can be done today, if

only we let go of control, predictability and rigidity.

LiquidO moves structures, processes and the organization

itself away from the center, where it is assumed that people have to adapt

to them, instead shifting the focus on people and truly empowering

them to dynamically find their maximum value creation spot within

the organization, expressing leadership effectively and without fear,

naturally growing and being rewarded for this.

Read the whole LiquidO whitepaper. It is available in

Creative Commons at liquidorganisation.info

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