COCOONERS - Making It Happen - No 7, October 2019

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The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners. No 7, Oct 2019.





Growing Strong,

Doing Great

The first time we were in touch with this company

was October 2017. That was when we started to get

to know them, the purpose behind their idea, and

the work they were doing to make it sustainable

and thrive. January 2018 arrived and we met the

whole team to establish our “iteration 0” in order

to understand their trajectory and discover the

leverage points we needed to work on to support the

next natural step in their evolution.


Just doing

our job.

The time it takes for change to occur can be quick.

The time it takes for the conditions of change

to ripen and become ready is a variable. It’s x + 1

minute. You just never know where you are in the

timeline of x.

Sometimes it’s closer than you think.

Let’s not start at the beginning.


The Ecosight


Why should the world of business let go of the

egotistic perspectives driven and perpetuated by

the ideas of competition, strategy, conquest and


We know that we’re in an increasingly evident

double-bind here: we have to survive in the

status-quo, while at the same time knowing

that by doing so we are possibly putting our own

survival as a species at risk.

Read at page 6 Read at page 4

Read at page 8

A word about

Cocoon Pro

What’s cooking in our


Meet LiquidO TM

Read at page 14 Read at page 10 Read at page 16


Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019


We accept that change is one of the few constants

today, and we try to live in that uncertainty every

day. We’re looking for new organizational models,

generating internal transformation processes,

and we need to innovate. The bottom line is now also measured in

terms of human “capital”; we see happiness as a mantra to save us

from an uncertain future thanks to quasi-magical tools.

What are these “tools”? In many cases, leaders find themselves

forced to improve “soft skills” and learn how to “manage” people.

They must “motivate” their teams to ensure workers are satisfied,

are “committed”, and give high marks on work environment

surveys. Most of all, they need to make sure they meet their goals.

I’ve seen that situation in many organizations; all it does is create

stress and frustration without causing any deep evolution.

People no longer settle for a contract that provides security in

exchange for renouncing their freedom. Times have changed, as

have needs. We need to exercise our freedom to choose the future,

and to lead ourselves.

We need a different perspective: leaders who can live without the

“illusion” of control, who are not bottlenecks to emerging talent,

who share leadership and see the complexity of the human system

they live in as a sign of wealth. They must be able to create spaces

where open communication and transparency thrive, to practice

what they preach, to push the system forward and create emotionally

healthy environments.

We need leaders with appreciative insight who are inspiring,



capable of reading the patterns coming up in

the system; who open, not close. They must

promote that natural leadership that arises

from the innate energy of human systems,

and not see leadership as a position of power.

We need resilient leaders who intend to be


Last year I facilitated a small workshop while blindfolded.

I was totally immersed in blackness. At first, it was very

hard. Have you ever done this?

A few seconds to settle in and the game started. I gave the team

two minutes to complete an exercise, knowing that while I

couldn’t see a timer, I could certainly count to 120. I focused on

that. But something went wrong somewhere around 12 and again

at 30. My plan had failed, and I had no other strategy. I felt afraid. I

had lost contact with the room and had no awareness of what was

happening around me. Was the team conscious of my uncertainty?

Were they working?

Switching off my thinking brain, I started trying to receive feedback

from the room. I remember it as if it were yesterday. I felt this:

all my other non-visual senses expanded their reach. I touched

the air, which was full of energy and concentration. I heard the

scratching of pens on paper and the rhythm of breathing in the

room. I couldn’t see if they were aware of my fear, but I could tell

they were working and they were fine. The signals I received told

me that.

I focused my attention on those perceptions and everything

became easier. When the last pen was writing the last word, I knew

it was the last one, beautiful. Silence fell and the energy in the

room changed. I asked them, “Are you ready? Can we go on?” And

they answered sincerely, “Yes, we can.” I don’t know how much

time the exercise took, but I like to think it was the right amount.

I came to understand that while it’s good to have a plan, you need



to be ready to change it. And if experience and

skill help you better manage the change, then

sensing the environment around you helps

you to understand when and how.

Full listening is what we need to train.

I believe in it.

Mistakes are the essence of learning. When we

make new experiences and acquire competences,

we inevitably make mistakes.

As a father to a 12 year-old daughter who loves to experiment and

be autonomous in what she does, I always try to teach her that

failure is part of the process and that If you face new challenges,

inevitably, you will make some mistakes, but these are learning

opportunities and not something one should try to avoid.

As a designer, I try to have the same mindset when working on my

projects. In a design-driven culture you should learn from both

success and failure and build on what you have learnt. Accepting

that failure will sometimes occur in difficult environments can

help you manage uncertainty. Rather than failures, these situations

can be considered as opportunities to grow.

However, in my experience, many companies and organizations

are biased towards failure and do not make enough effort to deal

with it. Often, they are not designed to manage, allow, and learn

from failure. If you want to innovate and strive for excellence you

should be comfortable with the idea of failure, as it can be an

engine for growth and innovation.

Of course, I’m not saying that failure is by itself a good thing.

Obviously, failing is not always helpful, and sometimes it should

be avoided at all costs, but if you embrace learning, you will

become less afraid of making mistakes, and you will be able to










open up to innovation opportunities.

Therefore, as a designer I try to foster this

culture, a culture where organizations

can become safe learning environments,

where learning from failure is responsibly


More and more I’m discovering how important stories

are for all of us.

Stories help us make decisions about what to believe

and give us the energy and passion we need to act

in the world. Until I started experimenting directly the Lego Serious

Play methodology, Rory’s Story Cubes, the Dixit cards, the CORE²

tool, the Warm Data Lab, and many others, that power wasn’t available

to me.


Everyone needs to form an idea of what the world around us

contains, so from the time we are very very young we start to tell

and listen to stories and to give a sense to our existence.

Through small and big stories, close and far stories, real and dream

stories, we learn how to live, who we want to be, what we like and

dislike. At the same time we start discovering a sort of life scripts,

things people expect from us. And this script may be very dangerous

because it can enclose us in a rigid shape.

Now look at that from another point of view. Imagine if we started

to contribute to building amazing stories that can inspire others,

think about how powerful that could be.

Yes, each of us today has the responsibility to participate in creating

a better version of ourselves and of the context in which we are

immersed. We can change people’s lives with our model. We can do

it living day by day with this awareness in mind. We have the possibility

to shape new scripts that could lead the new generations, men









and women out of their comfort zone, out of

the traditional ways, in a new flow of beautiful

possibilities. People and enterprises need a new

model with which to interpret the world.

Our own lives can be in service to the world, our

work can be seen through Khalil Gibran’s words

“Work is love made visible”. So, which stories do

you want to contribute telling?









Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019




We’re glad to share the pages of this issue of Cocooners

with the International Bateson Institute, one of the most

valuable organizations one could walk with along the

way to a better world.








What we believe and how

we do it.

Cocoon Pro is a last-generation company devoted to

fostering real value creation in the world-wide work


The time it takes for change to occur can be quick.

We are not at the beginning, so we cannot start there

customer/client list?

But what if we could take that further? What would it

The time it takes for the conditions of change to ripen

anyway. Change has already arrived, it is just unevenly

Does it include the community and the biosphere? Is

look like to draw that circle of cost wider? What if we

and become ready is a variable. It’s x + 1 minute. You

experienced. I am not interested in how to prevent

it in the nation, is it the culture?

made the chain of production non-linear?

just never know where you are in the timeline of x.

systems crash. There might be a way to postpone it a

And to push that question further, where is the edge

Let’s explore the possibility of organizations working

Sometimes it’s closer than you think.

bit, but most of us here today will be alive to witness

of the responsibility of the organization?

together in nets and zig zags and U-turns. Where the

Let’s not start at the beginning.

the bumps and unravellings of systems change. The

Is it just to the investors, donors, employees and

employee that contributes to a decentralized organi-

At this point if your organization is at all inclined

complex multiple processes and their tipping points


zation, is clothed in fabrics that have been produced

toward social or ecological responsibility you are

are already well underway. For the sake of this short

Or…Does it extend into the day to day lives of those

without extreme poverty, and human rights viola-

already aware of rising levels of cultural and environmental

upheaval. I will not use this place to reproduce

the digits of destruction of biodiversity, soil degradation,

increasing wealth gap, polarizing societies, or

rampant political corruption. You know about all of

that, and since the speed and direction of change that

piece I am going to assume this.

In which case, we are faced with another, perhaps

more improvisational opportunity: How to create the

alignments that will allow organizations to remain

relevant to a world in rapid upheaval?

What would it take to find and fibre the connectivity

people who are financially connected to the organization?

What were the agricultural conditions in

which their breakfasts were cultivated? What about

their clothing? How did they get to work? How is their

health? How much exploitation to the environment

and other people does each person in your organi-

tions, dyed without toxicity to the soil, and they have

eaten breakfast produced by farmers whose children

receive education and health care.

At one point in time it was not your responsibility to

initiate these relationships into sectors and organizations

that, from a compartmentalized worldview,

Why Cocoon Pro

We are active participants in the global work evolution

ecosystem, branching out to new and vital ways of working.

Here’s what we believe and how we make sense by it.

these numbers take as time goes by is only towards

of vitality across multiple contexts of community,

zation contribute to just to survive day to day?

have nothing to do with what you do. But now, in a

more unthinkable emergencies, I think we can leave

culture, biosphere and family? Could nurturing an

It is fair enough to demand human rights ecological

world that is waking up to the interdependencies

it at: This moment is critical.

interdependency that nets together not only your

policy regulation, but when the goods produced by

that give life, a new landscape of working together

Right now, in the wealthy parts of the world, there

organization but others in connection to it redefine

those forces of destruction are then imported from

is opening. A field of new connections awaits. New

is still some semblance of normalcy. I am speaking

the notion of success, relevance and ultimately

nations where the regulation has been formed to

friends, partners across communities, together you

about the normalcy of day to day consumerism inter-


continue producing at high cost to the humans and

are forming a net—or maybe a nest, in which the

twined with the patterns of domestic life, parenting,

Benevolence is not really possible in today’s world--

biospheric but low cost financially--

how is that

living world might heal and find new ways of living.

athletics, paying taxes, taking holidays and so on.

let’s not be naïve. Everything we do links us to

really better? / “aren’t you implicit too?”

Not everyone will be able or ready, but if you are

This normalcy is an illusion and it is stolen-- but it is a

unthinkable exploitation of mothers, children and

Drawing the circle of cost.

reading this, I think you may be.The ‘organ’ in organ-

normalcy that offers the fleeting safety within which

to reshape the notion of organizational boundaries.

The risk of radical shape-shifting carries the obvious

likelihood of becoming obsolete. But not changing

shape is also deadly.

There are many more familiar, more gentle, more

fathers, as well as ecological destruction. Beyond

making 5% donations to ecological causes, or making

minor contributions to myriad causes that are the

consequence of business as usual, beyond greenwashing

and fudging chemical tests, beyond the

little voice that whispers “Everyone has to make a

You would not be reading this if you did not care,

and my guess is that you are not new to the scene of

trying to support business that generates well-being

and hope. To do so you have probably already risked

positioning and profit by aligning to the best options

currently available. Participating in fair trade, organic

ization is a contributor to the vitality of the system.

In the body the organs are constantly in response,

in relationship, in complex processes of interdependence

with the other bodily systems. Joining

emotion, intellect, culture, sleep, microbiome,

identity, mental and physical health, and intergener-

What we do

We develop and provide mastery in evolving organizations

towards their full potential, becoming truly relevant,

resilient and resonant.

convincingly possible approaches to what organiza-

buck somehow”— There is a possibility of doing the

farming, renewable energies and tending to the

ational continuance on our fair blue planet. It is into

tions might do to adjust to a changing world, but for


well-being of children and so on within a business or

all of these processes, as they reach well beyond your

now, let’s take this time to work together towards

something more courageous.

Where is the edge of the organization?

Is it the departments, board, finances, employees and

organization the circle of cost is drawn around those

actions that might be seen as directly connected.

offices that we are here to address.

Is it your responsibility? Of course it is.



Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019





In this space, we’re excited to tell you a story of freedom. It’s the story of a dozen people deeply involved in

nurturing a young fintech company. They were working well, but they felt it was time to get to a new level of

organizational alignment between their identity and values and the market dynamics.



7 20


The first time we

were in touch

with this company

was October 2017.

team to establish

our “iteration 0” in

order to understand

their trajectory and

From the

beginning we

understood we had in

front of us a dynamic

With that in hand,

we started to

help them tune

their rhythm of

Following that came

work on decisionmaking.

While in

traditional companies

All this resulted in

the introduction of an

entire new framework,

giving them the chance

While taking

these steps,

we challenged

the whole team to

model preparing

the ground for their

, which was

If it’s true we have

to work to make

the best of each team

at a given moment,

That’s why, in

addition to deep

and key face-toface

meetings, we


This young company is working in

That was when we

discover the leverage

and advanced team.

evolution according

decisional power is

to work on their best

discover new ways

their most important

we can’t forget that

have chosen to

the highly regulated and bureaucratic

started to get to

points we needed to

The first thing we

to their ecosystem

often positional and

shared solutions, with

of business in order

need at this crucial

our work has to be

design distributed

context of finance.

know them, the

work on to support

did together was to

and focusing on

clear, in this case

the knowledge and the

to recognize new

moment of their

aligned with the

workshops for them

Despite this, they have chosen to grow

purpose behind their

the next natural step

make more readable

the system of

decisional power was

experience to update

opportunities, shape


identity and the

and to support them

without limiting their potential. In fact,

idea, and the work

in their evolution.

how the company


implicit. It required

it every time were

unexplored dynamics

dynamics of the team

with virtual tools

on the opposite, they have decided to

they were doing to

was producing value

for continuous

frequent and open


and relations, and

we’re working with.

throughout our whole

embrace a value-centered, iterative and

make it sustainable

and how to orient


conversations among

to crystallize the

path together, in

adaptive approach, finding their own

and thrive. January

themselves in the

people, and so our work

chosen business

alignment with their

unique way to make a difference in their

2018 arrived and

living complexity of

has been to make them

distributed work

context. And we are proud to be by their

we met the whole

their work.

aware of the breadth


side during this challenge.

and depth of the topic.












6 7

Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019



Here’s to the system of value flows we work in. Our ecosystem. No initiative, tool,

competence, result can exist without roots in the liminal spaces between these

flows, between organizations, across narratives. Enjoy.

Ohana Meetup 2020

Special Edition


The Ecosight framework: thriving by the

LIFE cycle

Why should the world of business let go of the

egotistic perspectives driven and perpetuated

by the ideas of competition, strategy, conquest

and dominance?

We know that we’re in an increasingly evident

double-bind here: we have to survive in the

status-quo, while at the same time knowing

that by doing so we are possibly putting our

own survival as a species at risk.

The key, we have found, is to nurture both

sides of this twofold opportunity as one. It is

the unparalleled journey of actualizing your

best self while, at the same time, producing

the deepest value for the interwoven ecosystems

you are part of.

The 3rd edition of the #OhanaMeetup is

approaching and this time it is unmissable.

What if at the dawn of the new decade we

realize we are a tribe that is actually changing

the world? The Twenty-Twenties are almost

here and the time is now.

This is the moment to make different choices,

to embrace who we truly want to be, to coalesce

in the redefinition of the principles that drive

how we actualise ourselves in the world.

The Ohana Meetup is an ecosystem enabler we’re offering to the whole tribe of professionals, game-changers, change agents, passionate people

evolving the world (of work). It’s the place where ideas, experiences and true passion merge to offer a contribution for a profound change in the

world of work.

The #OM20 will happen on 20-21 March 2020. Join the work revolution party and grab your ticket

by December 16th!




The language of the Master

What defines a human? What is the essence of what we are?

Perhaps it is the ability, and the desire, to ask questions like that.

At some level, the “culture” inhabited by people like us - people who

read, who write, who think, who worry, who accept these questions as

valid - is a culture of separation; an orthodoxy of subject and object.

Read the full article

Why we need to reinvent human


Let’s think for a moment about how our organizations (really) work.

Beneath the jargon, hype, glamour, and spin. There’s a carrot. Money,

power, fame. There’s a stick. The axe, the knife of shame, the noose of


Read the full article

Lean management: a socio-technical

systems approach to change

Let it be said that there are multiple paths to the same truth. Ancient tribes

possessed knowledge of the environment and man’s place in the natural

world that we are just now confirming through science. The discovery of

what works in the life of organizations, as in the life of society, may be discovered

and described in many different and equally accurate ways.

Read the full article

And each of us has the choice, either help this happen, surf the

strong waves that are coming, going with this flow and taking advantage

of the exponential opportunities it bears, or resist it and

- most likely - be swept away.

In this soil, the Ecosight framework was born as a new branch on an

enormous existing tree of work that has been growing for decades

all around the world. It has deep roots in the studies and practices

of complex adaptive systems, ecology, warm data, socio-technical

systems, organizational identity, individuation, positive psychology,

lean management, adaptive organization design, and more.

It flows through a 4-phase wheel, the LIFE cycle: Listen, Interact,

Form, Evolve. Here, listening means considering what the system

is showing in terms of patterns, dynamics, leverages. By interacting

with them you actualize your current sensemaking, generating a

new reality through the interplay with the system. This reality gives

new forms to your thinking and structure, in-forming you. And the

evolution of your own identity through a changed sense-making

closes the circle, asking for and allowing a new level of listening.

The Ecosight framework pivots on a single canvas on which different

types of work can and should be carried out: the Ecothinking

Canvas. Just one canvas to open the space for sight, set the stage,

provide the seeds. And then it provides a playbook with examples,

possibilities, suggestions for playing with this soil, dancing with

your unique combination of identity, context and trajectory.

All this does not belong to us. Saying that it is released in Creative

Commons doesn’t even begin to convey the spirit that is making us

work on it. So, if you are interested, please get in touch. The time

is now.

Join the conversation in our public

Telegram channel @CocoonPro

The world of books on the evolution of work

is huge. We have read hundreds of them. We

even maintain our little public list of recommendations

on this Trello board.

The vast majority of these books, at the

end of the day, try to sell you a way of doing

things. Some very good, many definitely too


Letizia Piangerelli


Facilitare l’invisibile

Avete presente quei momenti in cui oggetti

familiari cambiano natura in maniera

irreversibile? Come quando impari a...

And then there is a book, that is one of a kind.

Saying that it is about the evolution of work

is a shrink. Saying that it is not, though, is a

fatal error. In a world in which a trans-contextual

approach to complex challenges is

vital and huge value dwells in liminal spaces

escaping any framing, we have deeply loved

and broadly suggested this book. It is “Small

Arcs of Larger Circles” by Nora Bateson.

Giusy Fratta

Learning to fly

Do you remember that time in your life

when you were not afraid of failure? A time

when you were not even aware of...

Francesco Tassi

Recommendations on Trello

Nora Bateson’s book

Following the flow in

Gran Canaria

When I first met Ideato I was living in

Edinburgh. It was 2012, I was freelancing at

that time and that was my first...

Read on Mozaic Read on Mozaic Read on Mozaic



Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019

The Cocoon Pro 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 market-driven 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 Pro.




Stay tuned for the publication of all

the active Labs and their work at


Core 2

In today’s world, there is a huge

and professional growth, one

The CORE² lab has become a

Those are some of the main

effort on creating training,

of the first conversations we

genuine community of prac-

questions we’ve answered and

modules, meetups and expe-

faced was about the importance

titioners. While new energy,

explored with different persons

riences for people growth, but

of nurturing the space between

experiences and knowledges are

and in different workshops. We’ve

very little is done to help each

the growth steps of each unique

coming into the LAB to support

worked together to do it better

person in making deep sense

evolution journey.

its evolution, in recent months

each time. Making the CORE²

of these steps and choosing the

we’ve worked to sumount a huge

tool more open and accessible

next ones with care. The rela-

Nalu is now operatively focusing

challenge: allow people to follow

and closer to people’s needs has

tionships between the experi-

on this need, exploring how the

the CORE² path remotely.

had great results and we’re ready

ences are almost invisible, while

complexity and trans-contextu-

to continue this journey.

they could be the difference that

ality of each path could be taken

Can a remote workshop give the

makes the difference.

into account, giving space to

same value as a “on site” workshop?

If you’re interested please get in

the human ability to sense your

How can we truly be in the same


When we started with this idea of

unique trajectory and suggesting

room? Which tools can we use?

having an emergent and decen-

you how to move forward.

What lessons learned from years of

tralized platform for personal

distributed work can we use now?

Organisation Design


You asked for an Italian master-

a new meetup to see what’s

Since 2013, when we first encoun-

The Hubs’ purpose is to make the

class on Organisation Design,

happening on the Italian scene.


method known to everyone who

and we’re working to organize

method, we have felt the need to

wants to have valuable experi-

one by the end of 2019!

work with it while maintaining its

ence with it, and to offer a space

quality. We have done many things

for facilitators to share experi-

In our Linkedin group Organi-

(like LSP Fest: ), and

ences, questions and ideas. We are

sation Design and Development

a year ago we started working on

organising demos and meetups

Italia, we’re also sharing news

a project dedicated to enhancing

in 4 cities (Ancona, Bergamo,

about events like The Choice

the true LSP method in Italy and

Palermo and Roma) and the feed-

Conference and the EODF Annual

promoting its growth and devel-

back we are receiving is amazing.

Conference, both in October


People recognise the quality and

(in Madrid and London, respec-

After talking with some valuable

want to contribute to the growth


Our Lab is growing, so in the

next few months we’ll organise

Organisation Design

and Development


facilitators with several years of

experience, the LSP Hubs were

born (

of the method.

So, get in touch and see you in the

LSP Hub!



Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019


A Cocoon Pro 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.



2 days of flow surrounded by lush nature, during this Jam

we experienced a connection that goes beyond the cognitive

level, it was a kind of magic! It has been an important step

for our evolution, we’ve shaped our potential - as individuals

and as ecosystem. Some people joined the Jam for the first

time and it was very powerful the way in which different

experiences came together to feed what we are and nurture

what we want to become. Topics emerged by themselves

and we embraced them with respect, responsibility and

love. Some topics flew high, others walked anchored on the

ground and all remained connected and consistent with our

values and with the impact we want to have in the world.



Age no matter, languages no matter, kilometers no matter when

you feel and live that people, nature, ecosystem really matter.

Our #CPJam has ended...but it is just the beginning. Two days…


I feel this jam will be like becoming adult. A big party with all of

your friends and the beginning of a new chapter of your life. And

the only thing that can help us flying will be know that we can

do it. #CPjam #2019h2 #work #people #challenge [...]


My first jam has just ended. So my flight has just begun. We

are the flight and we are the nest; only good things can come.

#CPjam #2019h2 #CocoonPro

When so many things are shared, lived together, in a wide and

new. It’s the fertilizing humus because the generativity exists

gathering range , there are the seeds for the creation of something

where very different things come together and mix.


Elisa Conti


I will remember this first Jam with the image of a bonsai tree,

which is small and requires care. It looks like a newborn, but

actually has a long story to tell. I was left with this paradox: on the

one hand the strength of a deeply rooted story, and on the other, the

sensitivity and the care we dedicate to a new bud sprouting.






Sometimes life and work take an expected shape. Love it. Enjoy

it. And it’s what we have right now. #CPjam #2019h2


#ready to start a new day after the #stories of the #history

#cpjam cocoon_pro


The last 10 days of work had us dive into the #reality of emergent

leadership. From our #XCourse to this amazing #CPjam we’ve lived

a crucial truth: #leadership is *not* any kind of property of an entity.

There are no leaders. It is a liminal emergent property of #relationships.


Passion and responsibility are leading us in our #CPjam

conversations. So many issues and topics to explore together.

Openness and curiosity, creativity and wisdom are the 4 key

words I see in this moment. Happy to be here! / @CocoonPro

Emanuele Ciccarelli



Para preparar el futuro lo realmente importante es saber hacer

las preguntas, porque entonces las respuestas casi aparecen.

#2019H2 #CPjam



Cocooners - n° 7 - October 2019

Cocooners - n° 7 - October 2019



Cocoon Pro is a last-generation company

Cocoon Pro’s governance system itself, known

evolve today’s most relevant work principles

Customers, highlight Cocoon Pro as the ideal

on ecosystemic awareness and practices,

devoted to fostering real value creation in

as LiquidO TM , is based on a cutting-edge set

and techniques.

partner for those organizations in search of

evolving both the very concept of work and

the world-wide work ecosystem. It’s been

of Lean Management and Open Collabora-

sound experience within the most core and

its organizational vehicles. We’re able to

designed to be effective, emergent, open

and adaptive in the journey of generating

and scaling-up mastery. Her customers are

tion principles and has repeatedly collected

high interest from some of the most relevant

thought-leaders in the entrepreneurship and

Cocoon Pro is thus directly involved in the

edge of international efforts for the development

of methodologies and tools enabling

relevant scopes of work evolution.

We believe this is the time for establishing a

design and co-execute tailored evolutionary

paths for our Customers on the many interdependent

scopes of this scenario.

organizations longing for deep evolution in

management innovation fields world-wide.

healthy systemic evolution in organizations.

whole new culture in the management of

order to stay relevant, resilient and resonant.

Most importantly, it enables an all-in adap-

These ongoing flows of learning, together

today’s challenges for any organization.

Our goal is to make this change really

tive organizational setup allowing Cocoon

with intense and continuous field opera-

We foster the birth of a world of work based


Pro to practice first-hand and continuously

tions at the side of national and international


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


Where is your organ-

In the evolution of work across

the three dimensions

of leanness, inclusiveness

and openness, we can

provide services

in these 9 different areas.

isation today?

Where should it

be tomorrow?





Cocooners - n° 7 - October 2019


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 Pro

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


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.





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.





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


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