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.
COCOONERS
N°7 - OCTOBER 2019 MAKING IT HAPPEN
DARE TO SHIFT
OUR STORY IS YOUR STORY
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.
FROM THE FAMILY: IBI
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.
LIVE FROM THE ECOSYSTEM
The Ecosight
Framework:
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.
Read at page 6 Read at page 4
Read at page 8
A word about
Cocoon Pro
What’s cooking in our
LABS
Meet LiquidO TM
Read at page 14 Read at page 10 Read at page 16
COCOONERS IS PRINTED ON RECYCLED PAPER
Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
WHAT’S UP
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,
IÑAKI PÉREZ
HERREROS
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
ephemeral.
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
LAURA
BOLLETTA
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
GUIDO
MARTINI
COCOON LABS
4 ACTIVE LABS
21 PEOPLE INVOLVED
3 COUNTRIES INVOLVED
TALKING ABOUT US
WORKSHOP 4: LEADING
BY RESONANCE
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
embraced.
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.
SOME OF OUR HIGHLIGHTS FOR THE FIRST HALF OF 2019
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
CLAUDIA
PELLICORI
CREATION SPACES
6 X-COURSES IN PLACE
4 WORKING LSP HUBS
1 OHANA MEETUP IN BARCELONA
ABANCA INNOVA ON
LIQUID ORGANISATION
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?
CP OPEN GOVERNANCE
9 NEW CONTRIBUTORS
10 PEOPLE SHIFTS
5 COUNTRIES INVOLVED
AN INTERVIEW WITH
ALESSANDRA
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Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
FROM
THE
FAMILY
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.
JUST
DOING
OUR JOB
COCOON PRO
WEBSITE
HIGHLIGHTS
AN ARTICLE BY NORA BATESON FROM
batesoninstitute.org
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
ecosystem.
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
founders?
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-
survival?
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
unprecedented.
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.
www.cocoon-pro.com
4
5
Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
OUR STORY IS YOUR STORY
GROWING STRONG,
DOING
GREAT
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.
SOME DATA
18
7 20
DAYS OF WORK FACILITATORS PARTICIPANTS
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
FINAL THOUGHTS
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
journey.
identity and the
and to support them
without limiting their potential. In fact,
idea, and the work
in their evolution.
how the company
retrospectives
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
needed.
and relations, and
we’re working with.
throughout our whole
embrace a value-centered, iterative and
make it sustainable
and how to orient
improvement.
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
environment.
side during this challenge.
and depth of the topic.
RHYTHM OF
EVOLUTION
DECISION
-MAKING
ADAPTIVE
ORGANIZATION
DESIGN
LEVERAGE
POINTS
DISTRIBUTED
WORKSHOPS
6 7
Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
LIVE FROM THE
ECOSYSTEM
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
NURTURING SHARED VALUE
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!
SPOT ON: HERE’S HOW IT FELT
VISIT
Ohanameetup.party
STUFF WE’VE LOVED READING!
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
organization
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
misery.
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
prescriptive.
Letizia Piangerelli
FRESH STORIES FROM MOZAIC
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
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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.
COOKING
IN OUR
LABS
Stay tuned for the publication of all
the active Labs and their work at
labs.cocoonprojects.com
Nalu
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
touch!
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
LSP
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.
tered the LEGO® SERIOUS PLAY®
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: bit.ly/LSPfest ), 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
opment.
People recognise the quality and
(in Madrid and London, respec-
After talking with some valuable
want to contribute to the growth
tively)!
Our Lab is growing, so in the
next few months we’ll organise
Organisation Design
and Development
Italia
facilitators with several years of
experience, the LSP Hubs were
born (www.LSPhub.it).
of the method.
So, get in touch and see you in the
LSP Hub!
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Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
JAM NEWS
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.
HIGHLIGHTS
#CPJAM
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.
MY FIRST JAM
@connuevosaires
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…
@emagorse
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 [...]
@BiceDadda
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.
#Evolution
Elisa Conti
@ec0_me
“
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.
”
#Sense
#Trust
#Leap
#Generative
@laurabolletta
Sometimes life and work take an expected shape. Love it. Enjoy
it. And it’s what we have right now. #CPjam #2019h2
@InakiPerez
#ready to start a new day after the #stories of the #history
#cpjam cocoon_pro
@ShiverTweet
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.
@Pellicors
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
@gamelapse
@KaritteAlegria
Para preparar el futuro lo realmente importante es saber hacer
las preguntas, porque entonces las respuestas casi aparecen.
#2019H2 #CPjam
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Cocooners - n° 7 - October 2019
Cocooners - n° 7 - October 2019
A WORD
ABOUT US
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.
www.cocoon-pro.com
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
happen.
Pro to practice first-hand and continuously
tions at the side of national and international
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 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?
LEANNESS
INCLUSIVENESS
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15
Cocooners - n° 7 - October 2019
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 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
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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