1. COCOONERS
In this issue we’d love to tell you about the
Innolympics Education Hackathon we organized
this year. It is a story about the urge we felt to help
ignite a revolution in the world of Education and
the desire of the entire ecosystem to give birth
together to an international space in which people
from all over the world could gather to envision ...
A word about Cocoon Projects
Read at page 10
Meet LiquidOTM
Read at page 12
OUR STORY, YOUR STORY FROM THE FAMILY:
PLATFORM DESIGN TOOLKIT
COOKING IN OUR LABS
• Nalu
• LSP
• Rory’s Story Cubes®
• Organisation Design
• Core2
Read at page 8
COCOONERS IS PRINTED ON RECYCLED PAPER
N°5 - SEPTEMBER 2018 MAKING IT HAPPEN
WANDER ACROSS
The joys and struggles
of growing up.
Innolympics Education
Hackathon.
A few years ago our agency didn’t exist. We were a
few freelancers, one of which had a great idea, and
a bunch of friends and practitioners who believed
in it. Early on we began helping small and large
companies in re-thinking their strategy, more
specifically their ‘platform strategy’. In a nutshell,
we came up with one of the first methodologies ...
Read at page 6 Read at page 4

2. 2
F
rom time to time, I have realized how often I take for
granted how people should work or interact with each
other, maybe because of the people and environments
I have encountered, and these aspects mixed with my
own attitude have shaped my reality, my culture.
The first time I realized it, about 4 years ago, I felt very weird and
rather out of place, as I very often do, but that time I really could
not understand why people showed such different behaviour.
Even when I understood the reason, their way of doing/thinking
seemed so illogical to me. Life teaches us a lot and I have learned to
pay particular attention to behaviours in different environments,
but I have also learned not to change everything: the attitude of
treating people as persons is one of those. In some environments I
didn’t like the way some people treated others, and that is because
a group of people working together is not always a real Team.
Sometimes companies treat employees like things or coworkers
treat others like enemies, often I saw competition and judgment
instead of real cooperation towards the same goal or purpose.
In life I question almost everything, but one of the few sure things
I know is that being aware of our differences can enable us to be
open-minded, try and learn something new...and yes, question
our assumptions or even test them!
For this reason, it is interesting and challenging to interact with
different contexts, people and companies; it can teach us to adapt,
test ourselves and be more aware of what part of ourselves we do
not want to change.
WHAT’S UP
L
ast summer, while I was waiting for my holidays to
arrive, I found myself surrounded by people posting
public countdowns on social media about them heading
to a peaceful beach or to a quiet mountain. Even though
I usually refrain from posting this sort of news on social media,
I must admit that inside my head I was doing exactly the same.
Holidays are holidays, and even if you really love your job (and I
certainly do) it is hard not to count the days that separate you from
some free, relaxing time.
This year though, despite my strong desire to finally head to
Greece with my family, I haven’t done that painful countdown. I
think this is because during the last year I have been able to start
accomplishing what I had been chasing from a long time: to find a
good balance between my work and some valuable time off.
Yes, we all know that we do not live to work, but when you are a
freelance consultant - or part of a company you truly care about –
and you work hard to build a business, it is not easy to have breaks
(mentally or physically).
The truth is, even if your job is what gives meaning to your life,
you need to save some time from it in order to be more fulfilled
and efficient. There seems to be some sort of cultural bias in our
society in thinking that taking some time off is something to feel
guilty about. What I have learned in my personal experience is that
when I am able to take a good break (and here I do not mean days
but hours) to socialize, to spend time with my family or simply to
relax, that is when I am able to go back to work and express myself
at my best, with true passion, creating more value for my clients.
So my memo on the fridge (before I go on
holiday) says: if you really love your job you
must take some free time from it.
MILUSKA
OJEDA
Cocooners - n° 5 - September 2018
GUIDO
MARTINI

3. 3
SOME OF OUR HIGHLIGHTS FORTHE 1ST HALF OF 2018
2 NEW CREATION SPACES
25 ACTIVE SUPPORTERS
99 PEOPLE INVOLVED
ECOSYSTEM ENABLERS
13ITERATIONS
+30COUNTRIESINVOLVED
+200PEOPLEINVOLVED
CUSTOMER PROJECTS
TALKINGABOUT US
13NEWCONTRIBUTORS
17PEOPLESHIFTS
5COUNTRIESINVOLVED
CPOPENGOVERNANCE
PAUL TOLCHINSKY & STELIO VERZERA ON
ADAPTIVE ORGANISATIONS DESIGN
EDUCATION HACKATHON:
INNOVARE L’EDUCAZIONE
3
W
e hear so much talking about “edges” in these
days. There seems to be so much happening at
“the edge” of your market, of your organiza-
tion, even at the edge of your identity. So you
should listen to the experts of “edges” and equip yourself with the
latest methodology to enable and influence all this edge-value to
somehow get to you. Sounds cool, and even fairly easy if you know
who to ask to for help. Except, in reality, there is no edge. Edges
are no more than a mental model, a misused metaphor. Since your
body has edges, it seems plausible that also your market has them,
or your organization, right?
While I am comfortable with the concept of “core”, meant as the
focus in which we apply the lens with which we chose to read a
given reality, I really do not like the concept of edge. I’ve felt
this disconfort clearly in many conversations, but quite recently
even stronger in my own evolution, as I had a child. In fact, a few
months ago it stroke me how even the edge of my body is even
more clearly an illusion now that I am physically continued in his
flesh. Let alone the edges of my feelings, of my thoughts, of my
tribe.
Almost everything I know in the real world is a complex and impli-
cated ecosystem of ecosystems. The borders we think to be real
are instead zones of sharper changes in patterns oversimplified
by our reductionist thinking. Life does not have “edges”. She has
horizons. And the difference is quite crucial: what you perceive
as an horizon depends on your eyes, your
position, your line of sight, not on the form
of the thing itself. Once we understand
this, we stop believing in separation, we
stop looking for experts of edges, and start
working to expand our many horizons.
Actually, life is pretty much all about this.
Isn’t it?
CLAUDIA
PELLICORI
Cocooners - n° 5 - September 2018
DESIGN FOR ECOSYSTEMS - EODF18
MASTERCLASS INTRO CONVERSATION
STELIO
VERZERA
O
n the 21st of June I had a baby, Leo arrived in my
family. This experience transformed my life, some
things deep inside me changed.
In the last months I have even noticed that many
relevant points I observed when I worked with my customers
are fundamental in being a mum too. I have put in my pockets
numerous lessons so far, but there are 3 points above all that I
want to share with you:
1) Never stop growing. A child makes you better. You strongly
feel you are part of a whole. You want to give him a better world
where he can grow, discover his potential and learn. So you start by
evolving yourself because you know that if we improve ourselves, people
around us will thrive too. You always have to remember to nourish your-
self constantly if you want to be able to contribute to your community
and organisation.
2) Focus focus focus. The energy and time that your baby really
needs are a lot, so prioritizing and focusing become very very
important. You have to choose the first items in your to do list,
which means that you are renouncing to the others in that moment
even if it doesn’t mean that the other things are not important.
The Pareto’s 80/20 rule that states “20 percent of focused effort results
in 80 percent outcome” is fundamental.
3) Get free from fear. Fear is very dangerous because it can block
you, it can decide on your behalf and infect who is around you. Fear
of the unknown, of not being good enough, of not having security,
of making mistakes. You have to trust yourself, people and the system.
You need to stop controlling everything and abandon your expectations.
I’m discovering that to be a mum is making me
a better professional. Bringing our personal
life lessons to our professional lives, and
the opposite as well, enriches our vision and
comprehension of complexity. These 2 sides
of ourselves are strongly interconnected and
never as today I know that my growth is based
on both.

4. 4
A few years ago our agency didn’t exist. We
were a few freelancers, one of which had a great
idea, and a bunch of friends and practitioners
who believed in it. Early on we began helping
small and large companies in re-thinking their
strategy, more specifically their ‘platform
strategy’. In a nutshell, we came up with one of
the first methodologies to design systems that
aims at mobilizing individuals and organisations
towards the same strategic lines. This is done by
understanding their incentives to join the shared
strategy, what they could exchange among each
other, and which kind of evolutionary context
they’re looking for. Our methodology is known as
the ‘Platform Design Toolkit’. Today, our platform
design theory is getting thicker as we engage
in powerful conversations with an increasing
number of practitioners around the world. Heavily
based on the reflections we have by working
closely with partners and customers, every two
weeks we publish on our blog an updated under-
standing of the most important bits of platform
strategies and how they’re radically changing the
way we live and work.
Over the past three years we grew, we shrunk, we
grew again. Today we’re a dozen people consoli-
dating a passionate team helping Fortune 500s,
SMBs, startups and even institutions like the
UN or the NHS. Yesterday everything was the
‘Platform Design Toolkit’ brand, a website, a very
small team prototyping a way to do customer work
and basically surviving.
Recently, we incorporated a larger team into an
italian company named ‘Boundaryless’ with the
aim to extend what we do, exploring new ventures
and horizons.
As one can imagine it hasn’t been easy, nor is it
today. The challenges we had when we were two
or three people having one customer per month
are radically different from now when we have
the whole team constantly busy on a different
customer project around the world. How should
wespendthemoney?Inwhichdirectionshouldwe
grow? How do we empower our team more? How
can we harmonize the perspectives of founders,
investors, and folks that work with us? How do
we value the work we do on the governance and
operations in respect to customer work? What
should this organization be doing when it ‘grows
up’? What’s the purpose of this organization?
The underlying central theme to all these
questions, and certainly relevant even in our
early days is ‘how can we make effective decisions
together?’. This is a tough one, especially when
you are so fragile as you base all your strategy
on a central product with only a few people and
resources.
The story we are sharing with you in this issue of
Cocooners is one of passion and togetherness.
It is the story of a younger sister we’ve watched being
birth and growing up.
FROM
THE
FAMILY
THE JOYS
AND STRUGGLES OF
GROWING UP
Cocooners - n° 5 - September 2018
platformdesigntoolkit.com

5. Even before we started our journey with the
Platform Design Toolkit, our personal and profes-
sional paths crossed with Cocoon Projects and
the beautiful humans living and working therein.
Thus, our organizational culture has been greatly
influenced by LiquidO™ and many other cultural
bits that Cocoon Projects has consolidated and
spread so far. It is like a sister organization,
someone you can always rely upon to clarify
your mind when you’re in doubt. Alessandra and
Emanuele from Cocoon Projects helped us in a
critical summit a few months after we incorpo-
rated. With the Cocoon family we even did an
amazing customer work together at the UNDP
Asia and the Pacific Regional Hub in Bangkok.
Every time we do something together we have
the kind of excitement shivers that you get when
you’re doing something truly meaningful. Deep
inside, I guess we both feel this journey together
isn’t in any way over, and that the best is yet to
come as we both grow up and ‘go to college’ :) .
On our side, what we learned is that if you’re truly
interested in exploring new and better ways of
working,youshouldfirstlearnfromothers,deeply
and with great attention, what they’re doing and
how they are doing it. Then you’ll need to exper-
iment, again with great care and humbleness
(people can get hurt!). After a while you’ll realize
that one recipe works in one context but needs to
be amended and adapted to another. That’s what
we learned with LiquidO™ and other systems, and
indeed that’s what we learned with the Platform
Design Toolkit: that context is key.
COCOON PROJECTS
WEBSITE
HIGHLIGHTS
5
Cresce la facilitazione
con LSP
Cocooners - n° 5 - September 2018
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).
Era settembre quando abbiamo pubblicato l’articolo “Ci
siamo riusciti: adesso LSP parla italiano!” e da allora già
tante cose sono cambiate.
Innolympics Education
Hackathon
We strongly believe that Education needs to evolve and
this means that what we have today is not enough.
Ohana Meetup: the work
revolution party is coming!

6. I
n June, finally, the
Hackathon live
phase came alive.
People came to Rome
full of energy and
smiles. Some teams
were composed of
friends, others of
people gathered for the
occasion and others
of people who had
never met before. The
vibes were instantly
amazing, people were
there to compete and
cooperate and from the
first moments, it was
clear that it would be a
great experience for all
of us.
6
T
he Education
Hackathon
was the pilot of a
bigger idea called
Innolympics, a project
inspired by the
worldwide impact of
the Olympics, that
wants to strive for the
role of innovation for
future generations
of entrepreneurs
through the power of
game.
It was January when
we started to work
on it. It was the first
time we had organized
a Hackathon on
Education and we
were very excited to
understand how the
ecosystem would
respond to this
proposal.
F
rom the begin-
ning we imagined
an arena where ideas,
challenges and young
people from all over
the world could meet
and get inspired. For
this reason we didn’t
want to limit the
experience to only
two days of competi-
tion, so we organized
a first phase in which
the participants
had to tackle online
games. The engage-
ment started, young
people worked hard
to compose the teams
and solve the games.
In this issue we’d love to tell you about the Innolympics Education Hackathon we organized this year. It is a
story about the urge we felt to help ignite a revolution in the world of Education and the desire of the entire
ecosystem to give birth together to an international space in which people from all over the world could gather
to envision and develop ideas.
We chose the
Education field
because as everything
- organizations,
economies,
technologies - are
transforming so
fast we believe that
Education can’t
afford to stay behind
if we want to ensure
humankind is able
to sustain all these
transformations,
supporting the
growth of happy and
healthy human beings
in these times of
pressure.
The energy invested
and shared was so
much.
We thought of this
initiative as an
ecosystem enabler
to offer to the world,
and the ecosystem
resonated immedi-
ately with us. Some
active supporters
spread the voice and
young people come to
us from China, Spain,
Senegal, Holland,
France, Canada,
Syria, Morocco,
Germany, Romania,
Spain and Italy.
Young women and
men worked hard over
the two days, also
supported by 5 mentors
who helped them to
move from the idea to
the project.
INNOLYMPICS
COMPETITIONECOSYSTEM
OUR STORY IS YOUR STORY
EDUCATION
HACKATHON
Cocooners - n° 5 - September 2018
INNOLYMPICS

7. 7
O
ne of the most
valuable things
that happened during
the hackathon was
the real cooperation
between teams that
discovered the value
of collaboration
instead of focusing
on competition.
In order to track the
value exchanged
among teams, we
introduced a pretotype
of the ecosystemic
value exchange token
we are developing,
the “Thanks” (THX).
A
fter two days
the teams were
ready to present their
ideas to be assessed by
a jury of 3 people with
different backgrounds
and experience.
As often happens, at
the end of a project
its waves continue
to reach new shores.
As a parallel “game”
people have been
issuing and exchanging
this “currency” to
recognize and make
visible the value they
have been receiving,
in a beautiful fabric of
value flows.
While we are working
to support the winners
to explore and validate
their idea, other teams
are implementing
their project, engaging
new people in order to
transform the world of
education.
WAVES
COOPERATION
Why an Education Hackathon?
“EveryfewhundredyearsinWesternhistory,
there occurs a sharp transformation…
and the people born then cannot even
imagine the world in which their own
parents were born. We are living through
just such a transformation”.
– Peter Drucker –
FINAL THOUGHTS
6MONTHS OFWORK FACILITATORS PARTICPANTS
11 42
SOME DATA
Cocooners - n° 5 - September 2018

8. Cocooners - n° 1 - August 2016
88
Nalu
Previously... on Nalu, we told you about its first
steps.Nowit’stimetomakenewfriends.Westarted
a few months ago to work with a new organization
that decided to use Nalu as the mastery develop-
ment platform for its people.
It started with the interest of just two of them, but
suddenly more people joined the first experience
and even more subscribed to the platform looking
for the next steps in their personal and profes-
sional evolution. Creating relationships, discov-
ering new contexts, helping other people unleash
their potential is what Nalu is designed for. Doing
all this with valuable people and organizations is
what Nalu is looking for. Just nalu it.
LSP
Speaking of advanced applications we have devel-
oped with the LEGO® SERIOUS PLAY® method,
this time we’d like to talk about a 3-day work-
shop we have designed to thoroughly explore a
company Business Model Canvas.
The LSP method has not been used as a tool to fill
in the quadrants like we could have done in several
different ways, instead it has enabled us to explore
and deeply understand them using the implicit
and explicit knowledge of the attendees.
Above all, the connections among the parts were
revealing to understand how the canvas was a
systemic and dynamic system in which what
happens in each area has an impact on another
one. The whole 3-day experience has proved to be
really valuable and impressive, as we have always
seen the participants fully engaged and increas-
ingly achieving a real awareness of their busi-
exists and, when they discover it, they wish to look
deeper into the subject because it can make a huge
difference in their everyday work. So, we ended
our meetup thinking of what each of us can do to
nurturetheItaliancommunityinterestedinOrgan-
izationDesign,everyonewiththeirownknowledge,
expertise and points of view.
We came up with a list of different contents and
ideas that can be helpful for people at different
levels, even if it is “just” talking about our own real
experience in the field.
Core2
A few weeks ago we collected some interesting
voices from our network to share with you the
different meanings that the CORE2 path has had for
them.
Even though everyone started the path with the
goal to develop their professional identity and
build their operational reputation based on the real
value they create for their community, it has been
so exciting to understand what led each of them to
takethefirststep,andwhattheyhavefoundbeyond
expectations. With the consolidated understanding
of how identity, trajectory and reputation represent
key assets for every professional, we are now devel-
oping the CORE2 usage in another area: supporting
the development of operational reputation for
organizations. A challenging endeavour indeed. If
you are interested, reach out!
Staytunedforthe
publicationofall the
activeLabsandtheirwork
atlabs.cocoonprojects.com
nesses, thanks to the synergy between LSP and
the BM Canvas.
Rory’s Story Cubes®
If anything has the power to really change some-
thing,it’sastory.Throughstoriesofourpast-orour
desiredfuture-wecancapturethecoreelementswe
need to move on. And it is, briefly, what we’ve done
over the past few weeks.
StoryCubesareavaluabletoolwecanuseindifferent
ways and with different purposes. In recent months
we have used it with our customers in two different
contexts: personal and company identity.
In the first case we supported people in their evolu-
tionpath.Usingthepowerofstorytelling,wehelped
them to explore their work life field to understand
the core elements on which to focus their growth.
In the second one we worked with people from a
big company to bring out emotional and creative
elements to start to codesign a Talent Acquisition
Framework.
The storymaking helped them to envision and
outline the company identity elements they wanted
to preserve or remove. Every time this tool has the
ability to unleash emotions, and its combination
with other tools is always really powerful, like every
human being and the collection of their stories.
Organisation Design
On June 8th we held our second meetup in Rome.
Discussing Organization Design, one thing seemed
very clear: often people discover a strong interest
in this topic, only to realize that they have already
been working on it! Frequently they don’t know that
something called “Organization Design” even
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° 5 - September 2018

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
@guido_martini
Exploring challenges and perspectives in our identity evolution.
#cpjam #2018h2 @CocoonPro
@egoipsa85
Myfirst#CPJam#2018H2justfinishedbutmyjourneyonlybegins. Ama-
zing weekend, people, conversations & interactions. Expanding boun-
daries of our mind & of our networks and exploring possibilities for the
next 6 months of @CocoonPro with the power of collective intelligence.
@cosedaptsy
#curiosity and exciting #suspence moment. Where will dri-
ve us #social intelligence, passion and responsibility? #CPJam
#2018H2 #waiting #ost #cocoonprojects @CocoonPro
@connuevosaires
When people with same #passion work together, differences can
evolve in a share vision about the future. Happy and grateful
to be part of this great experience. #CPJam #2018H2 #Ohana
#peoplematter #lovemyjob @CocoonPro
@pellicors
This jam is the expression of many and different points of view,
perspectives, experiences, places. People who can share valuable
stories and thoughts. So cool observing @CocoonPro changing and
growing.Aleapthatwillbringusinnewuniverses#CPjam#2018h2
@letiziapian
What’sinthegarden?Cocoonersmappingthestateof@CocoonProse-
eds.Thisisdefinitelyagardenwherepeoplecangrow#CPjam#2018H2
Cocooners - n° 5 - September 2018
@InakiPerez
Amazing days working with an incredible group of teammates of
@CocoonPro deciding our next 6 months strategies #passion #re-
sponsibility #future #conversations #learning #evolution #narrati-
ves#ohana#lovemyjob#CPJam#2018H2#grateful#showmustgoon
@emagorse
We are speaking different languages here. You can hear someo-
ne speaking italian, someone else spanish, someone else engli-
sh and we don’t even notice it. This is a very powerful signal of
what’s happening, not only here. Paraphrasing @ShiverTweet at
#Cpjam #2018h2

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° 5 - September 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° 5 - September 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° 5 - September 2018