 OK. So, how are you? How is it going? Fine? Yeah? OK, so, I am Emanuele from Italy, and I would like to talk with you in this 45 minutes together about this topic. Performing and thriving in the New Era of Ecosystems. And you will discover that it is all about overcoming ego. Is about lettingo our egos. It's about not being egocentric. That's why, let's talk about me. This is me. Last year. August 2018. I was in the middle of an important moment of my personal and professional growth, and my mentor at a certain point told me, Emanuele, ste imeli všetek, početek, če ste vse zelo. Zelo zelo taj, ko je tega žel je. K, zelo, da je. Tako da, vse je zelo, početek. Zelo všetek. Zelo všetek je moj skle, všetek je malo koče, pa je Nora Bateson, ...in the Amazon Forest. Vse, nekaj sem vse, naredil mi inštik. In sem vse. In kako sem vse, in the Amazon Forest, ... ...zaj sem vse, in vse boj, ... ...in vse boj, in vse boj, in vse boj. Vse boj, in vse boj. Vse, vse, kako sem vse, in vse boj? Vse, kako sem vse, in vse boj, ... ...in vse boj, njim na vse boj, ... ...in vse boj? Vse boj, in vse boj, ... ...reni, zbopia, ... ...dina, bakteria in kriks. Vse boj, in vse boj. Vse boj, in vse boj, ... ...nama imač sajivega, ... ...mas projdač s temrtjem, ... ...savega o danšnji organizacije. ...savega, tek pa v terjama, ... ...ti videm zeloo, ... ...nih ne pa tako, aino si tega tb. ...vej njih nebezov. ...nu zelo koj, ... ...mi, ... in da pa razdajte o svojo 20. In v svoj 20. odstavljamo svoj organizacije in kaj je odpril, kaj je odstavlj, kaj je tako vzal. I je tko mi vso, da, da inšlo tko odstavljamo svoje organizacije, so smo stavili vsega zanjela, kaj je tko, ki občaj je. To je nekaj, da je začala kartečnja revolučija, renedes kartečnja, 17. century, rex cogitans, rex excensa, tudi tako zelo. Zelo nekaj, da ne vse pravimo teori, zelo, da smo začali predstaviti svoje organizacije v tukaj. To je vse. To je vse. In vse, da je vse, da je vse, tukaj, tukaj vse. 1917. Určenem vseh vseh nači vseh naéga bane več je. Tudi vseh nešte. Nači vseh nači vseh nači vseh nači vseh nešte, da so tko tkočilo svedanja tkaj zelo povedovani. Vseh nešte nešte nači, vseh nešte nači, ta je vseh inba v Harvardu, vseh svedana. To je vseh nači vseh, kako smo tkočujemo. Potem, da se v vastomo organizaciju bral in zelo tako na sveti v 20. sejturi. Ko je tukaj ta, ješč, je tukaj ta vsič, da nišč posledaj, je to ima, čez일 je, da pred vierzem 20. sejturi, viz adventučnih povedov, in način antarpost, izmižilo redu ono, ič kot se je lahko našla. Selo je, kišlo, kot je poživno, in to tako kar je posledne vsano, je tvoj bilo pošlo potrafil, v drugih ocasi, často je našla pošlo pošlo pošlo, narediti našli bolje. Vneč, da na porsala izmače to je za srečenje, da se vzelo, da je zelo, da je srečenje, da je srečenje, da je srečenje, da je srečenje, da je srečenje, da je srečenje, da je srečenje. A če, da smo naredili v nekšteni era za kompleksitiv. In nekaj, je, da v srečenji, taj nekaj nekaj nekaj kompleksitiv, je bilo največ na ljudenju historijskih. za milijonovosti včasnih vseh, vznikali in in na komplexi vseh, in na nekaj vseh. Tukaj, je bilo zelo izgleda, na kaj smo, tudi nekaj nekaj, vseh, bojim, vznikali, in počakaj smo vseh, če je je vseh nekaj, če je vseh nekaj, nekaj nekaj vseh nekaj nekaj, Na različenje tukaj, zato, kako se pošličimo, potrebno se pošličimo v nekaj delov, z kaj sem prezent, zato sem pošličila. Však je tukaj, da je tukaj zelo. Kaj je tukaj kompleksit, tukaj dinamika je tukaj, tukaj se pošličimo na mašin, algoridimi, poslednjih poslednjih, tukaj. Kaj je tukaj kompleksit, tukaj se pošličimo na pošliči, kaj? kako smo vzalili za milijonovje vsega vsega. Vsega je vzaljena na dna. Vsega je vzaljena na kapacitiv, da je počkaj vsega. Čakaj, svoj. Tudi sem vzaljena v psychologicalnih vzalj. V svojih dnev, da v svojih dnev, koncept vsega je v zelo v zelo vsega, ...of what we call whatever is related with human resources. I hate this concept of resources, but this is how we call it still. So passion, we have to find passion at people. We have to create passion in our organizations, in our people. That's true, but working with organizations, I understood that passion alone is not enough. Nothing changed with passion alone. So I started to observe in the last couple of years what we need with passion to help our people to use their knowledge to cope with this complexity. First thing, talent. We have to develop talent. And there is one concept at the intersection between passion and talent. It is a concept studied by Sir Ken Robinson, and it's the concept of the element. Sir Ken Robinson says that the element is the meeting point between natural aptitude and personal passion. When people are in their element, they connect with something fundamental to their sense of identity, purpose and well-being. Now, there is a category of people in our world that is always connected with their element. There is always in this connection between passion and talent. Any clue who they are? Sorry? Spokesman? Maybe? Yeah? Other ideas? Children. They are always connected with their element. Have you ever seen, like, five-year-old children playing football or crickets very well, and you say, oh, come on, you are five-years-old. How it's possible that you are so good in it? Because they just do what they like. They follow their passion. And following their passion, they develop their talents. And doing so, they start to be in their element day after day. And there is one reason, because children are able to stay in their element. Because when they are very young, kids aren't particularly worried about being wrong. They just don't care. They break their legs, they arrive at home completely dirty. It doesn't matter. They just don't have fear. So it's very important to remove fear from our organization and help our people to develop their talent and follow their passion. But still, this is not enough. I found that there is another thing that we have to develop related to passion and its responsibility. At the intersection between passion and responsibility, I want to show you another concept from another author that I like very, very much. There is Arizona Owen, the same creator of the open space technology that maybe some of you know. And it's the concept of wave riders. Wave riders are curious people constantly seizing upon opportunity when others see no possibility or even disaster. Their level of performance is consistently high, but they are never alone. Wave riders bring a special gift, leadership. Their passion and responsibility together for a cause inspire others to make common cause, not by domination and control, but through invitation and appreciation the efforts of many call us as one. Leadership is not something positional. It doesn't matter where you are in your org chart. Leadership is something that manifests at the interception of your passion and your responsibility. Just a couple of examples. Sir Richard Branson and Mahatma Gandhi. One in business, the other one in politics and society. They are or were passionate, but they took responsibility for their passion. Those things made them leaders. But you don't have to find people to change the world. Each person in your organization can be a leader. You have just to be sure that they can follow their passion and they can take real responsibility. So passion and talent, passion and responsibility. I was in the middle of this discovery when I observed something in the organizations I worked with that when it happened it made the difference. But I didn't find any concept able to explain what I observed. So I just invented a word. Ekoism. I invented this word because I really didn't find what I wanted to say. And I defined egoism in this way. Ekoism means deliberately acting for the advantage of the ecosystems 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. Now, here comes the hard part of it. I'm not saying that you are part of a system. I'm saying that you are the system. Now, how I arrived to this concept starting from the duality between egoism and altruism. Egoism is when I do something for myself, for my benefit. Altruism is when I do something for some other, for another part of the system. But what if I don't see anymore this distinction between me and you? No more parts. We are just the same thing. Ekoism. And if you think this is something theoretical, something too much utopic, think about a family. A mother doesn't act for egoism or for altruism. She doesn't act because of the benefit of one of her children. She act because she feels to be the family. And doing so, she act equistically. These people who are cleaning the street of their city, they are not doing it because of their personal benefit. They are not paid for that. And they are not doing it because of the people that live here in this door. They are doing it because they feel to be the city. They represent the city in that moment. Ekoism. Our team can do the same. Now, passion, talent and responsibility and egoism. I think this is quite enough to really have some changing moments in our organizations. Last thing about this slide is the symbol that I used. Talent is something related to yourself. It's a spot. It's me. It's my talent. Responsibility is something that is me in relationship with others. You see the filled spot and the empty spot is like other people. I can see this different. But when I am in Ekoism, I don't see any difference between me and the others. Now, all this is not possible in an organization like this one. No way. Too many cages. Your people will not be able to follow their passion, develop their talent, be responsible for the action and become real leaders in such an organization. They will not be Ekoist in this kind of organization. Why don't we start to see this kind of organization? It's pretty similar to the slide that this morning Dr. Kripatek showed about Morning Star. I never saw his presentation before, so I was quite surprised and happy about this similarity. Our organizations are made of many, many people. If you are a startup with small people or you are a multinational with a dozen people, it doesn't matter. What matters is that each of these points is one person and each line is a relationship. It is a complex word. But let's move one step up. What if I see my organization as a spot and other organizations are other spots? So I see it ecosystemically. My organization connected to the whole world. This is not something that you have to build or to map. This is the reality. The world works in this way. You have just to recognize it. And for the first time, this interconnection is global. This is the difference between before the 20th century where the complexity was high, but it was local. It was a local complexity and this complexity in which we live. It is a global one. For the first time in human history, a problem can arise in the United States, be studied in Asia and be solved in Africa in three weeks. It never happened before. We have a power that is incredible. Now, to summarize what I said until now and then we will move forward. This Donella Midoz wrote this beautiful sentence in this article that is very interesting. If you want to read it, all the article is very interesting. I will give you the slide so you can read it. And she says, systems can't be controlled. We can't search forward with certainty into a world of no surprises, but we can expect surprises and learn from them and even profit from them. We can listen to what the system tells us and discover how its properties and our values can work together to bring for something much better than could have ever been produced by our will alone. That's what I mean with overcoming egoism. It's about embracing what the system is telling us. But now, I don't want to be, again, too much theoretical and I want to play with you. I want to play with you with this concept of narratives. It is something at the interface between ego and ego. A narrative is something that allows us to be in this ecosystem with much more awareness. So, let's play a little bit. But before to play, what does it mean? A narrative is a flow of stories. It doesn't belong to anyone, but it exists in different contexts and everybody can take part of a narrative with their contents and stories. So, a narrative belongs to all the people who participate in that flow and through the contribution of people, the narrative can evolve and change, not having an end. People die for a narrative. It's a flow of stories that doesn't belong to anyone, but belong to all the people that join that flow of stories. Just a couple of examples. A gelet scale. This is a narrative. It doesn't belong to anyone, but each person that with his contents, his thoughts, his feelings participate in that narrative, nurture the narrative and become part of it. Gender equality at work. This is another narrative that is widespread in the world and we can participate or not to this narrative, but it exists. It doesn't belong to anyone. It is just there. Climate change is another narrative. Now, let's play a little bit. I ask you to work in pairs, in couples. You should have small post-it, small sticky notes. So, I ask in couple to think about some narratives. What are the narratives that we are living in our time, in our world? And just write them down. I think that a good number is 6 to 10 narratives for each couple of people. So, just find a partner and write down all the narratives that come in your mind. 6 to 10 is enough. Two minutes, no more than that. Just a quick round of brainstorming. Don't worry about being right. Just write whatever comes in your mind. You want to cheat. This is the definition of narrative. One more minute. OK. How many do you have? Five? Six? OK. For those pair that doesn't have at least six, please, steal some from here. It's just, well, this is important to say. What we are doing is something that we usually do with our customer in workshop that is about four hours. We are doing the whole thing in ten minutes. So, of course, you will not be able to find the perfect narratives and the perfect solution. So, just bring some of here and be sure to have at least six. Let's say 6 to 10 maximum. And, well, just some example here. Gel at scale, gender equality, artificial intelligence, smart working, blockchain, biomimicry, happiness at work, work-life integration, people at the center. Well, also work-life integration was mentioned to Dak Parkir party this morning. Could he have seen my presentation? No, I'm joking. OK. Now, in pairs, again, with the same partner that you have, please take one A4 sheet of paper and write this and draw this arrow with the label life phase. We should have enough if you don't find sheets. Just ask. So, just draw this arrow at the bottom of the page with the label life phase. And what we are going to do is something like this. We are going to order our narratives, the narrative that you wrote from the newest one to the oldest one. What does it mean? A new narrative is a narrative that is in the world since maybe a few months, a few years is very new. An old one is something that is in the world from years, from decades, from centuries. So, just order your narrative from the newest one on the left to the oldest one on the right. How do you feel? It doesn't have to be mathematical. Also, in this case, two minutes. You have it? Just some seconds to finish. Are you ready? Yes or no? Yes. It seems everybody is ready. OK. Now, just write down the number in the corner of the small postage. So, from the one to the n, I don't know how many you have. So, just one, two, three, four, five, six, seven, eight, nine, ten. Just to remind, which is the order, because now we are going to put them out of the paper. So, just write down the small number at the corner of the postage. It should be quick and simple, if it is not... The newest is the number one. The oldest is the number n. OK. Now, we have done this in couple, just to have some conversation about the life phase, but now we will work individually, because it's important to have your own point of view on those narratives. So, just make a copy and be sure that each one has the exact copy of the partner with the numbers at the corner. OK, I will give you one minute to do this copy. Again, it should be quick. Just make a copy. The exact copy of your partner. OK, now, each of you should have something like this. So, you should have a copy also of the paper. So, each of you should have a deck of sticky notes and A4 with life phases, with life phase draw at the bottom. And now, the last step in this exercise. I ask each of you to add a dimension, to add another ax. It is identity resonance. So, this is about yourself. This is why this last step is made individually, because it's how much those narratives resonate with you. How much you feel those narratives close to you. How much do you feel that those narratives is something that is very close to what you do, what you are, and so on. And when I say you, you can do this exercise thinking about you as an individual like me. For me, for Emanuele, how much these narratives resonating. Or you can think about your company. Just choose. So, for my company, there is Kukum projects, how much these narrative resonates. Just choose if you adopt your own point of view individually or the one of your company order it from the more resonating one. So, the one that you say, yes, this is my narratives. This is something I want to really contribute in. And then down, down, down, down, down, down, until the last one. You say, this is something that I recognize is in the world, but I don't care so much. Okay, just order it. How much it resonates with you. One minute to do it. And this is the last step of this exercise. Then I will explain you why we are doing it. I already see some people ready. Just some seconds to finish. And you should have something like this. Your post-its with the numbers actually not in order. Well, it can happen that they are in order, but it's just a strange situation that it can happen, but usually the numbers are not in order anymore. What I ask you to do is to move the post-its according to the numbers. For example, the number one is okay. It's in the first lane. Number two, just go a little bit on the right. Number three, a little bit more. Number four, a little bit more. And at the end, you should have something like this. So move your post-its according to the number. Okay, so this is something that you can bring home with you. You can reflect upon it, and now I will explain how to reflect upon this thing. Just to let you know this is something that as I mentioned we work with our client, and we can go very deep. For example, you can see arrow between the narratives. It means which narrative nurture other narratives. We go deep in exploring this stuff. Usually something that we do in hours. Not in minutes for sure. And this is just some example of two customers we work with. But then, what is a narrative? Narrative is something that it is an intersection between you and the ecosystem. You cannot map an ecosystem. When you read something on mapping ecosystem is something that is not true. You cannot map it. It's too complex and it's too unpredictable. But what you can do is to work with this system. As Donella Miso wrote, I read the quotes before, you can work with this system. You can understand how to dance with this system. And the narratives are a door that allow you to connect with the ecosystem. If you are in a narrative you participate in a flow of stories of contents with the whole ecosystem that is participating to that narrative. So understanding which are the right narratives in which to be is very important. But this is just a small part of an entire framework that allow you to work with an ecosystem. And curiously enough at the beginning of this talk I said that it was all about overcoming ego. I lied. You cannot overcome ego. Everything starts with your identity that is at the center always. Who you are make the difference. You cannot forget it. You cannot forget who you are. You cannot avoid who you are. And curiously enough the game is that while you work on your identity you can move to the external parts of this framework and for example your work, your strengths, your relationships the creation spaces in which you are and so on allow the more you go to the external parts the more you participate in the ecosystem life. And once you arrive at the intersection like in this case with the narratives those narratives evolve your identity and you start again. So your identity evolve with your ecosystem egoism. There are no parts. While you are in an ecosystem you evolve as an individual, as a company as whatever it is your identity evolve. Last thing about this framework that we are developing and we are working with our customers is that it allow us the concept of sustainability. Usually the sustainability the sustainability of the organization. Is my organization sustainable? But this is just a part. You can see here me up and me down. This is something like you can find it in the business model canvas for example. The cost and the revenues what allow me to grow and what blocks me and so on. But then you can find here and we down what is something that let the ecosystem grow and what block the power of the ecosystem in which we are. In this framework you have both part because ego is important but ego now is very much well you cannot just don't see it because we are in a period in which this is something that you cannot avoid anymore. And so I'm here in the Amazon forest with my book with this question. Where is the forest? Is it in the soil, insects, plants, animals, bacteria or creeks? The forest exists in the relationships between all of those living things. The forest doesn't exist in any of this thing alone. Your organization don't exist alone. They exist because they are part of an ecosystem. And this forest is something that is already sprouting all around the world and this concept of growing are flourishing. You cannot avoid them anymore. The only question that I ask you and with this question I will close my talk is in this global complexity of interconnection of interdependency of interbeing where do you want to be tomorrow? Thank you. I think we have some time for question if there is any. Is it correct? I don't know if you have question. I'm here for 5 minutes more or less. Nope? Yes? Good concepts. I understand that. What I want to understand is in particular go about implementing these things. I understand the concept level, the theory everything. Implementation of the ground level is what I'm not able to put my head around it. So how do you go about doing any suggestion in that? Yes. So the question is it is interesting as a concept how I can implement it concretely in my work. And actually this is just one answer. And it's not about the canvas. It's about the methodology that is behind. There is much more complex. We are now working concretely with the organizations, trying to understand what is the difference between acting egoistically with the organization and not egoistically. And we are finding that this framework is helping us a lot. So this is a starting point. We are writing about it. Actually in Kugum project what we usually do is do and just after we have done, we write something. We never write manuals or how to do stuff up front. Now we are starting to write things because we applied it and we are discovering things. So this is a starting point. But also the picture that I presented at the beginning of the talk is important because it's something that you can do it. How many slides I used? Come on. This one. Because this is something that you start using with your organization nowadays. So how to develop talent, how to allow real responsibility and it you can imagine it like an arrow that go from here to here to here. So this is the first step that you can use. But then that framework we are seeing that is very powerful. And I have to say, it's not for everybody. It's not for all the organization. It's only for those organizations that really want to make this step forward. Otherwise if you push it, it will never work. That's something that they have to say because otherwise I will not be honest. But if you think that your organization is ready to embrace this concept, we can do it together or we can just have an hangout chat, whatever it is to help in this transition. So these two things are two leverage points that you can use. That you are part of the ecosystem and the ecosystem should accept the fact that you are part of it. I think your answer to the previous question actually answered my question as well. Yes, but thank you very much for alighting these shades because it allows me today that even in this case when I talk about people the framework that you have seen is something that you can use with the entire organization but you can use it also for yourself just to understand how you relate to the ecosystem. So it is about people, about individuals. And what I have to say is that for sure for the ecosystem if your organization or your ecosystem doesn't allow you to do that stuff you will not be able to do it. So you cannot act equistically if your organization doesn't allow you to act equistically and in the case of the ecosystem you cannot act equistically if the ecosystem doesn't allow you to act equistically. So it is a mutual relationship. That's the beauty of this of this thinking, I think because it's no more I'm gonna say one direction only but it's always bidirectional, always. Otherwise it doesn't work. Yes, so thank you very much for this question. Okay. So thank you. I will be here around for a couple of hours and you can reach me online whenever you want. So thank you for being here exploring this topic with me. Thank you very much.