IMPORTANT NOTE >> best viewed downloading it, or: https://www.yumpu.com/en/document/view/60005225/cocooners-making-it-happen-no-4-march-2018 The digital version of our "Cocooners" half-yearly publication. Catch up about news, tools, thoughts, facts, people, work, future. Welcome to Cocooners.

1. COCOONERS
When size doesn’t
matter.
In this number we share a story of courage. It is the
story about some people of a multinational high
tech company who understood that even if you
are today a big player in the worldwide market, it
is fundamental to recognize that everybody needs
to evolve its way of working. In particular, they
wanted a more adaptive governance of the most
important division of the company.
Read at page 6
Together to change the
rules.
During Fascism in Italy, the regime approved l
aws aimed at defending race and increasing
birth rates.
This was mainly achieved with art. 553 of the
Penal Code that banned both propaganda and
the personal use of any contraceptives.
On 10th October 1953, the AIED (“Italian Associ-
ation for Demographic Education”) was founded
Read at page 4
A word about Cocoon Projects
Read at page 10
Meet LiquidOTM
Read at page 12
OUR STORY, YOUR STORY FROM THE FAMILY: AIED ROMA
COOKING IN OUR LABS
• Nalu
• LSP
• Rory’s Story Cubes®
• Organisation Design
• Core2
Read at page 8
COCOONERS IS PRINTED ON RECYCLED PAPER
N°4 - MARCH 2018 MAKING IT HAPPEN
TRUST UNCERTAINTY

2. 2
A
re risk and fear still everything most of managers
can focus on? Or is it just laziness? After all the
world-wide work done for 3 decades in understanding
complexity, uncertainty and adaptive systems, it still
seems nowadays most people in the “business world” are looking
for precise instructions on what to do and reassurance that they
will work. Even if reducing risk were the best focus to have, still
can’t these people see that the only risk this approach reduces is
that of thriving? All the off-the-shelf “solutions” and “models”
sold out there prêt-à-porter presume that context doesn’t matter,
that identity doesn’t matter. They all are about certainty indeed,
certainty to fail though. They’re about certainty to give in to fear,
constrain emergence, and kill the beauty of creativity that any
human system carries within.
Imagine you could wake up every morning knowing exactly
everything that will happen in the rest of your life. Every day.
Is that a life you’d want to live? No surprises? No derails? No
discovery? No hope? I would not. Actually quite the opposite, I long
for novelty. I use to keep and grow a collection, my collection of
first times. Once you start collecting first times you begin to see how
easy and interesting it is to live them every day. The first time you
walk, you fly, you visit a half-built house, the first time your new
colleague laughs, the first time your project takes off, the first
time you overcome fear and feel what freedom really is. The first
time you let go.
Here’s my entreaty to hordes of managers supposedly leading
companies of any size in every country of this planet: stop looking
for a prêt-à-porter work. There is no prescriptive solution to evolu-
tionary challenges. It is your life, you can live
it much more than that. It is our world, we
should love it so much more than that.
WHAT’S UP
I
want to tell you a story.
My first passion since I was 10 years old has been the gymnas-
tics and when it was the moment to choose my job, I decided to
become a gymnastics coach.
We trained for many years, among the others, some young girls.
Everyday we learned something new growing up together and day
by day, slowly, I saw the group turning into a team. The highlight of
this beautiful path was when we decided to perform a blindfolded
exercise.
Yes, they couldn’t see anything for 3 minutes while they shared the
space moving and collaborating.
The music, the energy and their breaths were the only things that
led them.
When I’m thinking over the training aimed at the performance, I’m
sure about one thing: the experience would not have been possible
without trust. In each moment, every girl was responsible for herself
and for the others and, at the same time, totally certain to be in a
comfortable and protected space because they relied on the team.
When we work with people, we experience the same situation. We
have a common goal but everyone takes care of a part of it. Often we
don’t see the whole but if there is the trust in the team, we can let
go the control and open the mind to new unexpected possibilities in
order to achieve a bigger purpose.
Not understanding/seeing everything isn’t a limit, it is an oppor-
tunity. When we lack something, the other senses expand and new
feelings appear.
To perform blindfolded wasn’t easy but it
was amazing. Let go the control and nurture
the trust! STELIO
VERZERA
ALESSANDRA
CIANCHETTINI
Cocooners - n° 4 - March 2018

3. 3
I
t is normal for children to ask questions. Asking is one of the
most natural ways to explore what we do not know and thus
build an understanding of what surrounds us.
Aswegrowup,however,wetendtolosethehabitofaskingtodiscover
and understand who or what we have in front of us.
Avoiding generalisations, and bearing in mind that asking is allowed
or even encouraged in some contexts, it is nevertheless often seen as
a disrupting element. In school it is not always allowed to interrupt
in order to ask questions, and those who ask too much are often seen
as the “difficult ones” who do not get it the first time. Even at work,
asking too many questions can be interpreted as a sign of incompe-
tence. As adults, in short, we run the risk of becoming used to asking
just for the sake of conversation, losing the excitement of discovering
through our questions.
And yet, people like me, whose job it is to design services, know very
well that asking questions is crucial in order be able to design some-
thing that really meets the needs of its users.
In a broader perspective, complexity is increasingly becoming an
integrated part of our professional world and society, and even in life
in general it is important to have a beginner’s mindset, which is the
key to discovering, learning and adapting to change.
To do so, however, we need to be able to question our own certain-
ties, make room for new information and be able to empathise with
others.
Therefore, let us remember not to be afraid to
ask and to try and keep that curiosity alive, like
when we were kids.
SOME OF OUR HIGHLIGHTS FORTHE 2ND HALF OF 2017
FACCIAMO
L’EVOLUZIONE
THRIVING FIVE:MULTIGENERATIONAL
WORKING BY DESIGN [3RD HANGOUT]
EODF ITALY FIRST COUNTRY MEETING,
25 OCTOBER 2017
13 ITERATIONS
17 FACILITATORS
5 COUNTRIES
CUSTOMER PROJECTS
5ACTIVELABS
18PEOPLEINVOLVED
5WORKSHOPS
COCOON LABS
TALKINGABOUT US
12NEWCONTRIBUTORS
14PEOPLESHIFTS
TRANSITIONTOWELOCOMPLETED
CPOPENGOVERNANCE
3
T
here is an important shift in the way people work and
live together. A shift that is only a matter of awareness,
because in its very nature it is well known by the human
kind (even if not by every human).
I’m talking about the shift from ego-istic behaviours to eco-istic
behaviours.
And it is not related to a quality of the person (there is not such
a thing like “being an egoist”), but to complex interdependencies
with the context that allow or not the rising of certain behaviours.
Everybody, and you can recognize it in yourself, sometimes acts
selfishly and sometimes acts altruistically. It is perfectly fine and it
is a good thing having both behaviours. But there is a third possi-
bility, represented by what I called “ecoism”. Ecoism means delib-
erately acting for the advantage of the ecosystem(s) in which we
live, not just for a personal benefit or an altruistic aim but because
of a deep understanding of being at the same time an individual
and the system itself. Even if it sounds like a very complex defini-
tion, everyone knows what it means to act ecoistically: think about
a mother with her family. It is not egoism, it is not altruism, it is a
deep feeling of uniqueness of her with her family.
I’m talking about it in many places and I’m going to write more
extensively about this topic, but the point is: it is time to become
aware of the power of our ecosystems, and we need to uncover our
natural ability to work and to live in this complexity.
Ecoism is a first important step in this
journey. The possible results are unknown
but it’s definitely worth it.
EMANUELE
RAPISARDA
GUIDO
MARTINI
Cocooners - n° 4 - March 2018

4. 4
During Fascism in Italy, the regime approved
laws aimed at defending race and increasing birth
rates.
This was mainly achieved with art. 553 of the
Penal Code that banned both propaganda and the
personal use of any contraceptives.
On 10th October 1953, the AIED (“Italian Associ-
ation for Demographic Education”) was founded,
with the purpose of repealing the aforementioned
law and spreading the concept of free and respon-
sible procreation.
In March 1971, the law was abrogated by the Italian
Constitutional Court.
From then on, AIED has been highly committed to
opening family counselling facilities all over Italy
and spreading the concepts of birth control, sexual
awareness and prevention.
In the meantime, however, many other social
issues, such as violence against women, bullying
and cyber-bullying, gender inequality, etc. have
arisen and quickly spread. Owing to these devel-
opments, “AIED Rome” has deemed it necessary
to respond and find new ways of intervening.
Innovation, both technological and strategic, has
been considered one of the most relevant areas to
work on, so in 2010 AIED turned to Cocoon Projects
and started a project based on evolution, which is
still ongoing.
This collaboration has proved profitable from the
beginning, as the two entities were very much
alike and the desire to create value and bring about
real changes in society guided them.
As a result, a brand new website came to life, based
on the needs of its internal staff and patients.
Social media and web campaigns, along with
cultural initiatives, aimed at involving young
people directly, were launched, addressing topics
relevant to AIED.
Since2013,infact,AIEDandCocoonProjectstogether
have promoted various innovation contests, facing
issues worthy of attention each year.
The core value has always been to listen to young
people’s point of view and allow them to have
their say on topics they normally wouldn’t get the
chance to discuss. Young people can teach us a lot
and excluding them from matters that are dealt
with every day is a mistake.
That’s why contests have always called for feasible
proposals, that could have a tangible impact
on reality. The challenges launched so far have
been related to #NoViolenza #Donne (#NoVio-
lence #Women) in 2013, #Giovani #LiberiDi-
Amare (#YoungPeople #FreetoLove) in 2014,
For this number of Cocooners we love to feature
a piece about the story, the purpose and the initiatives
of an organization we are proud to work with
for many years now.
aied-roma.it
FROM
THE
FAMILY
TOGETHERTO CHANGE
THE RULES
ROMA
Cocooners - n° 4 - March 2018

5. #diversieinsieme (#differentandtogether) in 2015,
#Nobullismo (#NoBullying) in 2016 and #costru-
ireilfuturo (#BuildtheFuture) in 2017.
Moreover, AIED Rome has felt the need to innovate
the family counselling facilities, both techno-
logically speaking and service-wise, to be on par
with private clinics. It has done so by creating a
restricted online area for medical reports. This
is an important tool to make access to medical
reports easier and cope with the constantly new
needs of patients.
For many years, AIED Rome has been working
within schools and with young people, helping
with sexual education for the prevention of
sexuallytransmitteddiseases,respectfordiversity
and, in recent years, bullying and cyberbullying,
too. For this specific reason, in November 2017,
AIED Rome published an educational guidebook
for parents, teachers and students, called: “Bulli e
cyberbulli: ora basta!” (“Bullies and cyber-bullies,
that’s enough!”). The guidebook, put together with
the aid of experts in different fields, has been
requested and is still used by a huge amount of
Italian schools, arousing discussions and debates
and spreading knowledge and awareness of the
phenomenon.
2018 has just begun and there are already a lot
of initiatives that AIED Rome can’t wait to work
on, certain that Cocoon projects will always be
by its side.
COCOON PROJECTS
WEBSITE
HIGHLIGHTS
5
What’s up by Stelio Verzera
We are living through an exponential phase of history,
with many of us choking on a feeling of continuous
acceleration.
Ci siamo riusciti: adesso
LSP parla italiano!
People have the power
Cocooners - n° 4 - March 2018
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.
Quest’anno, per la prima volta al mondo, Robert Rasmussen
ha acconsentito a ufficializzare l’italiano nella formazione di
massimo profilo dei facilitatori LSP, e lo ha fatto con noi.

6. O
nce the ground
was ready, we
started to raise the bar.
We started helping
them to evolve their
way of navigating the
complexity of their
work, introducing a
rhythm of evolution
of their tools and their
practices to make
them more agile and
adaptive, both from
an operational point
of view and in decision
making processes.
6
I
t is always a magical
moment when we
meet a new group
of people for the
first time, to start
a project. It was
November 2016 when
it happened with the
12 members of their
Staff and the feeling
was that of a huge
amount of human
potential closed in a
cage of formality and
A
s usual, we
started with
the smallest possible
step, to release the
maximum potential
of the group at that
given moment,
which in this case
was to re-design
their monthly staff-
meeting. To be pre-
cise, it was for them
to re-design their
monthly meeting by
themselves. What we
did, in fact, was to
In this number we are glad to share a story of courage. It is the story of some people from a multinational high
tech company who understood that, even if you are a big player in the worldwide market today, it is paramount
to recognize that everybody needs to evolve their way of working. In particular, they wanted to implement
adaptive governance in one of the most important divisions of the company.
rigidity. The “iteration
0” has been like
opening Pandora’s
box, but with the
deep awareness that
everybody already
knew what was inside.
The time to face it had
simply arrived.
facilitate the process
while providing them
with that all the
knowledge required,
which, as always,
was already in their
minds and their guts.
By doing so, a lot
of seeds have been
planted and in the
following months the
fruits showed.
In the meantime,
they were changing
their organizational
structure, and this
required very deep
work on organization
design. A lot of stimuli
coming from all around
them started to shake
the ground.
HUMAN
POTENTIAL
NAVIGATE THE
COMPLEXITY
SMALLEST
STEP
OUR STORY IS YOUR STORY
SIZEDOESN’T MATTER.
Cocooners - n° 4 - March 2018
WHEN

7. 7
I
f you want real
change, tools and
processes are just
the tip of the iceberg.
People make the
difference.
That’s why we fostered
a very deep work
on each person of
the Staff and on the
relationships among
them. This step
represented one of the
most crucial moments
in the entire path:
the culture started to
visibly change, the
tools acquired a deeper
meaning and people
started to realize their
real development
potential.
N
ow we are going
to conclude
the project and in
these months we
are running the last
iterations with this
group. It has been an
incredible journey
during which we have
seen radical changes
take place and we are
leaving them with the
awareness that the
path has just begun.
That’s why when we
proposed to involve
the entire division for
two days, they picked
up the phone and
organized an incredible
co-creation event with
more than 100 people.
At the same time,
as always with real
evolution, other parts
of the organization
have started to feel
the need to evolve,
just like their govern-
ance board is doing.
We are sure that
amazing things are
going to happen.
RADICAL
CHANGES
PEOPLE
“Maybe we are the ones who are creating
our own barriers. In these two days we
had no agenda, no slides, no laptops and
everything worked perfectly. Perhaps we
are setting ourselves limits.”
I. C. during iteration 5.
FINAL THOUGHTS
23DAYS OFWORK FACILITATORS PARTICPANTS
14 100+
SOME DATA
Cocooners - n° 4 - March 2018

8. 8
Nalu
Nalu has his first dress… in shorts and t-shirt!
Few weeks ago we finished the development of the
first “minimum viable product” (aka MVP) of the
platform. We are really proud of it, even if we know
itisjustanMVP.Whyarewesoproud?Becausethis
tool brings about lots of possibilities for the people
who are using it and for the Lab itself. On one side
people can now rely on something that gives and
enhances the possibility to join experiences and to
meet people for their mastery development path.
On the other side, the feedback received through
the MVP, will feed the evolution of Nalu. The first
steps have been taken, but the path is still to be
uncovered! We’ll just nalu it.
LSP
We love to integrate LSP with our edge studies as
we did in a masterclass at the last EODF annual
conference.
The topic was Adaptive Organisation Design.
It is about understanding and implementing a
completely new concept of the organisation itself,
putting the real system and the formal system in
the right order of priorities, while stopping trying
to fit the territory into our ideal map, and devising
organisations that allow people to arrange the way
they work together, according to the needs of the
specific situation while having the formal system
adhere to the real one.
By using the LEGO® SERIOUS PLAY® we literally
played with this concept, in order to understand it
deeply, building it up so to be concrete and appli-
these themes here in Italy.
We also created a Linkedin group called “Organ-
ization Design and Development Italia” to attract
and put in touch people interested in this emer-
gent topic. The seed is here, it’s growing and we
aim to nurture it, and by now we are organising
the next meeting.
Core2
We keep working with many people who want to
restart from who they are and what they know, in
order to build their operational reputation based
on the real value that they create.
These people have different stories and under-
standings, but a common vision: a desire to align
their personal and professional lives, finding a
balance that can nourish their growth and make
them better people day after day, feeling that
they are not wasting their time but that they are
contributing to the creation of something good.
We are realizing some truths about the important
values that the tool brings to those who decides
to take up the challenge of exposing themselves,
but also about the limitations that a person can
encounter on their way.
Experimenting the CORE
2
tool with many profiles
gives us new insights, proving or demolishing
our hypothesis, showing the weaknesses and
strengths of our approach. Only this way can we
develop the CORE
2
tool and learn how to use it to
support people in their true growth path.
cable to our professional lives.
It enabled people to live their new organisation in
threedimensional ways, to envision it in creative
and radically new ways, allowing for the integra-
tion of rational thinking, intuition and emotions.
Once again this tool has revealed its amazing
potential.
Rory’s Story Cubes®
From the moment we started using Rory’s Story
Cubes, we’ve seen more and more people doing the
same. Lots of them are using this tool just for fun,
some of them are experimenting, a small number
are already creating real value for individuals and
organizations. We think it is very valuable to be
living this unique moment. A moment when strict
rules exist no longer and everything looks like a
mess. Chaos, indeed. And to move from chaos
to order, we consider it extremely valuable to
continue exchanging energy with our ecosystem.
So, if you want to share some insights or food for
thoughts about this tool, just let us know. We yearn
to build new knowledge together.
Organisation Design
On October 25th, in partnership with EODF, we
held the first italian organisation design meetup
in our headquarters in Rome. 22 people from
Rome, London, Termoli, Messina and Catania
participated, shared thoughts and knowledge and
put into practice everything they know. The mood
resembled that of a “Carbonari” meeting, but the
group’s will was to spread, nourish and evolve
IN OUR
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 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 Projects.
LABSCOOKING
Cocooners - n° 4 - March 2018
Stay tuned for the
publication of all the
active Labs and their work
at labs.cocoonprojects.com

9. 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
9
JAM NEWS
@sara_cosio
Children ever smile because they live the moment where they
are. No matter the future. @CocoonPro #CPJam #2018H1
@CorreroFrancesc
The future is here. The result of two days of talent in people.
Thank you “Cocooners”#people #cocoonprojects #CPJam #value
@EPDawna_Jones
Looking forward to seeing what else @CocoonPro has in mind
to help companies adapt.
@emagorse
We’ve started to talk about a simple word and the conversation
is going more and more interesting, deep and wide. The word is
#smile. The origine of this energy are the #people.
@CocoonPro #CPjam #2018h1
@MattiaRapisarda
#Learning by #experience. The most important thing is to #live
the #moment. Thank you #Cocooners #CPJam #2018H1
Cocooners - n° 4 - March 2018
@ShiverTweet
Stoked for the #collaborative #future #making of these days!
Amazing levels of #people #passion #knowledge #openness
#fun #learning @CocoonPro #CPjam #2018h1
@pellicors
3 amazing days to share ideas and visions. Growing and
learning together while you have fun. Cocreating the next 6
months directions to build our future. This is #CPjam #2018h1
#evolution #revolution #life / @CocoonPro
@eleonoraferrau
There are precious moments when you can feel to be part of
something goes beyond yourself, a stygmergic human #system
which breathes, thinks and acts in perfect unity and where the
individual will is replaced by collective responsabily. This was
#CPjam #2018h1 Thank u guys!

10. 10
Cocoon Projects’ governance system itself is
based on the Lean managements and Open
Collaboration principles. It constitutes a last
generation adaptive organisational model
called LiquidOTM
that has already collected
high interest and direct interaction by some of
the most relevant international experts in the
enterprise and management innovation fields.
Cocoon Projects is thus involved first-hand in
the edge international efforts for the develop-
ment of methodologies and tools enabling the
systemic improvement of organisations.
And it is directly engaged on a regular basis
by global networks of professionals in the
field, such as the European Organisation
Design Forum, the Stoos Network, the OuiS-
hare network, the Management Innovation
Exchange (MIX).
Cocoon Projects is a last generation company,
devoted to supporting innovation and fostering
real value creationintheworldentrepreneurial
ecosystem. It’s been designed to be effective,
agile, open, fast and adaptive. Its Customers
are people and organisations in the need for
significant evolution within the scopes of
work methodologies, tools and techniques and/
or stakeholders end-to-end relationships.
INCLUSIVENESS
OPENNESS
LEANNESS
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-
isation today?
Where should it
be tomorrow?
A WORD
ABOUT US
Cocooners - n° 4 - March 2018

11. These ongoing activities within the scopes of
Innovation, together with intense and contin-
uous field operations at the side of national
and international Customers highlight Cocoon
Projects as the ideal partner for those organisa-
tions in search of sound experience within the
most core and relevant scopes of Innovation.
We believe this is the time for establishing
a whole new culture in the management of
today’s challenges for any organisation. And
we’re able to design and co-execute ad-hoc
evolutionary paths on all the vertical aspects
of this scenario.
The goal is to make this change
really happen.
11
AGILE PROJECT
MANAGEMENT
SERVICE MODEL
DEVELOPMENT
WORKPLACE
EVOLUTION
REPUTATION
DEVELOPMENT
IDENTITY
AND HERITAGE
EMPOWERING
CROWD-PLATFORMS
IMPLEMENTATION
REAL TIME
STRATEGY
MAKING
EXPERIENCE
DESIGN
ADAPTIVE
ORGANISATION
DESIGN
INCLUSIV
ENESS OPE
N
NESS
OPEN
INNOVATION
LEANNESS
ADAPTIV
E
ORGANISAT
ION
C
O
NTINUOS
IM
PROVEMENT
IT’S ALL ABOUT
PEOPLE
In the evolution of work across
the three dimensions
of leanness, inclusiveness
and openness, we can
provide services
in these 9 different areas.
Cocooners - n° 4 - March 2018

12. What is LiquidO™
You might have heard of a new breed of organisational models, responding
to the fast growing adaptability, engagement and collaboration needs
withinmoderncompanystructures.Oryoumighthavesimplyexperienced
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 LiquidOTM
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 LiquidOTM
model is fluid,
meritocratic and value-driven, enabling stigmergic
behaviour and “organic” effectiveness.
Why you would
wantitinyour
organisation
Rigidly structured organiza-
tions 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 compe-
tences evolution. Too many info to process in order to succeed. Moreover,
on the other hand, the distance between where and how in the organi-
zation 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 conse-
quently 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
12
COLLABORATIVE
WORKING BOARD
REPUTATION
TRACKING
CONTRIBUTION
ACCOUNTING
COLLABORATIVE
DECISIONMAKING
MEET LIQUIDO™
Cocooners - n° 4 - March 2018