ART. 1) NAMING
Constituted as limited liability company
“PRIMATE S.r.l – Società Benefit”
shortened to “PRIMATE Srl SB”, disciplined by this statutes.
ART. 2) PURPOSE
In times of paradigm shift, our Society was born to contribute to people, organisations and communities’ evolutionary leap, releasing positive energies, innovating models and praxis, co-creating spaces where the daily work meaning may contribute to ourselves, business and communities’ development.
OUR KEY WORDS
It’s the organisation’s aim, its “why”, its meaning, its force. An organisation without evolutionary purpose is condemned to work through transactions and price war, will hardly be really client oriented and fully engaged. An organisation filled with a strong and authentic evolutionary purpose, instead, attracts the right people, the ones filled with the same purpose, and when this alignment is in place organisations don’t need to be pushed, but can move by themselves, like living organisms, resonating internally and externally, so to facilitate the supply and demand intersecting. (Organizzazioni che si muovono di vita propria). An evolutionary purpose strongly integrated with strategy let the organisations be alive, and creates internal and external spaces where business can evolve into a community
This is not a revolution, is an evolution. Because power is not enough in our organisations. Especially where supply and demand meet: shops, branches, project-teams, and production teams…
Teal is the organisational paradigm linked to the evolutionary leap in front of us. Some organisations, studied and described by Frederic Laloux in his volume “Reinventing organisations”, have already implemented it some time ago. Both profit and no-profit, working in different industries, with important differences in their size (more than 10.000 employees), they operate through self-managed units directly in contact with the business, based on a equal relationships system, that doesn’t need any hierarchy. So they can decide and implement decisions really fast.
There are not leaders, but a shared leadership, delegations is not top-down but bottom-up. Few rules and clear processes give quality and profitability standards through a high social control and a steady stream of feedbacks. Not top-down “mission” and “vision”, but a strong evolutionary purpose moves teal organisations, guides people in day by day activities and brings together individual vocation and organisational vocation (what the organisation wishes to realize for its clients and their communities). Using their wholeness, all are called to seize opportunities and threats and to constantly adapt their actions to them, involving clients too. That’s why change management projects are useless: change happens “naturally and continuously, because it’s moved by a genuineness that strengthen the organisation, attracts people, allows them to express motivation and talent and to contribute to the business. So individual development intertwines with organisational one, and the paths to each own life project meets the way to the organisation aim”. (La svolta TEAL dietro l’angolo)
It’s a structured social technology, born in IT context to simplify organisations and processes, and allow companies to work with more flexibility. The password of this approach is Getting Things Done.
To reach this aim, the holocratic approach is based on a Constitution, that defines ground rules, and on the allocation of the power in processes and roles (there are only the ones needed to realize the purpose), to solve problems locally, giving more autonomy to people and teams.
The organisation is considered as a system with sensors – people -, that impersonate roles and monitor the environment. The ability of feeling the tension (positive ore negative) between what it is and what it could be, and to consequently adapt to it, is one of the most precious for the human being. Each perceived tension shows the organisation the way to follow to best realize its purpose, if only perceived tensions can be translated into quick and effective actions. This “being open” to tensions makes evolutionary the organisation, while the standard model, based on “planning-centralized control-measures to avoid deviations” is intended to prevent tensions. When power is effectively distributed among people on the front line, performances improve, accountability and ability to learn from experiences increase.
Holacracy’s organisational structure consists of circles (singular “roles”, the organisation’s cells, but also “role systems”).
Circles are autonomous elements that, nonetheless, belong to a larger whole (like cells belong to organs that in turn belong to an organism). Each circle has the power to self-manage, but, as part of a larger ensemble, has to respect governance and operations rules, to guarantee the decision-making and to ensure the alignment with other circles.
It’s the same in organisations, where the supporting structure tells us how people should cooperate. In an organisational “Pyramid” the main priority is to let hierarchy prevail over cooperation. So the architectural answer is always the creation of a space that influences what will happen inside it, as it enables or restrict the hosted life-form. In buildings as well as in organisations, the form coincides with the substance they want to create
“We are apt to get so caught up in our heads and in what we think it’s important, that it is easy to fall into a state of chronic tension, anxiety and perpetual distraction that continually drives our lives and easily becomes our default mode of operating, our...