Amy C. Edmondson’s new book (Harvard Business School) edited by Tiziano Capelli, co-founder of PRIMATE, who signed the preface together with Marina Capizzi, co-founder of PRIMATE, and Carlo Giardinetti MBA is out.
A further step in the evolution of companies.
We will be finally able to face fear, one of the taboo themes of organizations, with managerial logic. Fear proliferates where there is a low grade of psychological safety, with significant damage to the health of both people and business.
Increasing psychological safety frees up huge resources that greatly improve performance.
We are proud to present this opportunity to the Italian business community,
together with Franco Angeli.
The heartbeat of the business
For some years now we have felt out of place in the world of business consultancy, where we have been operating since the 90s. Hundreds of projects considered “successful”.
So much gratitude from thousands of people. But inside, frustration was growing: outside of projects,
too little was transformed in organizations, compared to what is needed in this whole new era.
Too slow, too much distance between problems and decisions, too much talent wasted in every workstation, in every desk …
and in a circle of stress, fear, de-responsibility …
Together with the clients, we were looking for a different way and sense.
Shortness of breath. Vacuum dive into the heart.
We weren’t well.
With some clients, we felt the desire to start learning again, to co-design to discover new paths.
Together, we moved to the border.
In 2017 we founded PRIMATE.
We wanted to look this world in the eye.
With the passion, the responsibility and the audacity to make ability, vulnerability and imperfection sprout together. To let new visions and gestures emerge.
We went back to the origin, where actions shape the body, the mind and the world.
Together with our travel companions, we started to release energy and widespread talent.
We turn on the courage that warms the fear, we experiment.
Even with thousands of people.
And we put new disciplines and tools into circulation to mix work and meaning.
Day by day.
People, companies and communities can tune in their breath and beat.
To make the heart of the business beat.
Today’s organisations structures stem from old times.
Can a new world come into being without a new framework?
Power is tipically concentrated at the top.
Is this the best way to meet customers’ needs?
Thinking, deciding and acting are part of the same process.
What do we gain through separating them?
We keep making plans we are unable to keep.
Hadn’t we better direct that energy towards the emerging future?
Organisations reward mistake avoidance thus strangling experimentation.
Is this the best way towards the future?
In our organisations a few people say to the many what to do.
Is it so surprising that motivation and engagement remain so low?
What we get is always less than what we need.
Isn’t how we do things part of the problem?
Platforms are revolutionising the way producer, consumer and developer meet.
Can organisations go on ignoring it?
Platforms enabled what organisations couldn’t: integration of stakeholders in the value chain.
How about implementing this logic within organisations?
Platforms are based on transparency, interaction, cooperation and sharing.
Any lessons we can learn?
From an architectural point of view, structures can nurture or hinder life and activities.
What about organisations?
For years we have been choosing people based on skills.
Is that still enough?
Work in an evolving world should be the ultimate place of learning.
How come performance evaluation isn’t the number one tool to encourage learning?
Our assessments are typically based on skills, aptitudes and motivation.
Is this enough to represent the whole person?
What’s the sense of developing the talent of just a few
if all the remaining people don’t tap into their capabilities?
Too many e-mails and not enough communication.
Is there no solution?
Meetings are often a waste of time.
Why do we still manage them the same old way?
Leadership programmes are always intended for bosses.
Does centralised leadership still make sense?
We create organisational environments no one likes to be in.
Isn’t it high time we trusted our desire for well-being?
The question “What would I like to give to others?”
has no room in many lives. Isn’t it the very reason we act?
Organizations don’t perceive vocation as being crucial.
Are we sure it isn’t connected to profitability?
Passion, feelings, intuition.
What if we could harness them towards business?
There exist needs that don’t recognise themselves as being community.
How can we intercept them?
Discover our Activities
How to Befriend Your Inner Critic
Everybody has an inner critic — that voice that lives inside your head, putting you under a microscope. Much like the drill sergeant who wants to save his soldiers’ lives, the Critic’s job is to point out your failures so you don’t get your head blown off in combat.
THE 8 TRENDS OF ORGANIZATIONAL EVOLUTION.
SENSE & RESPOND
Who’s in charge of leading organizations,
has also the responsibility of looking for a new path.
Sense & Respond is an easy but revolutionary synthesis. In fact, through many business cases, it shows how the mindset of many organizations was born during the industrial era. That is over. Nothing is the same, even if it may seems so. We’re in the digital era: a momentous gap, more culturally than technologically. Concepts and methods, that were reference points for generations of managers, don’t work any more: for example, facing uncertainty and complexity with detailed plans. But most organizations still keep on working in the same way as in the past.
This book reveals how what we consider an inevitable problem is in fact the result of a deeper and deeper gap between our mental habits and reality.
So, where can we start from, and how can we go on? Read more