DATTER-Change Agent. A Journey Through Books and Tips for Change | Mariano Corso

The Journey of the “DATTER.”

This is what I want to explore in the second column I’m contributing to Digital Attitude. While in “Surfer People” I engage with those within companies who are riding the waves of organizational change, here I want to discover and share what lies in the dreams, studies, experiences, and—more generally— the “mindset” of those who—in this period marked by the “Great Resignation” or “major life choices,” as Cristina Casadei recently renamed it in an article published in *Il Sole 24 Ore*—are investing themselves, working day and night, driven by a strong conviction.

I'll start with the name, which isn't obvious to me.

‍

Dàt·ter, those who believe in Digital Attitude.

But that's not all: anyone who works to turn a shared dream into reality

Synonyms: Nerd, dreamer, explorer of new worlds.

People united by their focus on listening: to guide and embrace the true needs of those embarking on the extraordinary journey of change. People who believe that the best way to grow is through action and the ability to take care of ourselves, others, and the world around us.

People who know what it means to take on responsibility and love that feeling. That’s right, because the Datters have—and will always have—a startup mindset: speed, agility, initiative, and a willingness to take risks are at the heart of their approach to a changing world.

‍

This brief description is what I read in their manifesto—which they give to anyone who joins the team—and it’s what convinced me that each of them had an interesting story to tell that could inspire us. So I decided to highlight their perspectives and experiences.

Following Luca Argenton—CEO, Davide Pellegatta—Strategy & Governance Officer, Francesco Pozzobon—Chief Sales & Marketing Officer, and Stefania Nervi — Head of Change at Digital Attitude — today I have the honor of welcoming Professor Mariano Corso to discuss Digital Attitude’s (Methodos) recent collaboration with the companies of the Digital360 Group, following the latter’s acquisition of the former. In the Professor’s words, this move “is aimed at establishing Italy’s leading hub for innovation in the fields of human resources and organizational models.”

‍

1) Mariano Corso: Full Professor of “Leadership and Innovation” at the Politecnico di Milano. Co-founder of the “Digital Innovation Observatories” at the School of Management of the Politecnico di Milano; President and Scientific Director of P4I – Partners4Innovation; Advisor on projects related to change management, digital innovation, and remote work; Author or co-author of numerous scientific publications.

Your academic and professional background is a source of great inspiration for all of us, with a career of remarkable depth; for this very reason—and especially given the historic moment we’re living through—I’d like to start with a question, thinking of the many young people—and others—who are often grappling with uncertainty about their future: Have you always had a clear vision for building your career?

To be honest, I don’t think I’ve ever really “planned” my career! When I graduated with a degree in Industrial Engineering, I had only one thing very clear in my mind: I wanted to make my professional life something special—something that would leave a mark and contribute to society. My nearly year-long pre-graduation internship at a major telecommunications equipment company had made me realize, above all, what I DIDN’T want to do: rigid schedules, clocking in and out, people sitting in the office even when they have nothing to do, and then there’s the office politics and the listless grumbling by the coffee machine—none of that was for me. In fact, I knew I’d enjoy helping to eliminate those very things from organizations. So when I was offered a scholarship at the Politecnico, I seized it as an opportunity to invest in myself and try my hand at research on topics related to digital innovation and organization—areas that had already fascinated me even back then.

‍

So, not without causing my parents some concern, I turned down the traditional allure of “permanent positions” to choose the path of research and teaching—all without any guarantees or clear prospects for an academic future, a future that, incidentally, I wasn’t even sure I was interested in at first. As I moved forward, I discovered the beauty and intellectual stimulation of international research, the adrenaline rush and satisfaction that come from teaching well, and the pleasure of writing and communicating when it can make a difference in people’s lives.

Later on, however, an academic career alone began to feel insufficient, and I started taking on new challenges, finding myself coordinating major national and international research projects, directing master’s and undergraduate programs, co-founding observatories, and serving as a consultant and entrepreneur for startups and spin-offs.

‍

Each of these professional adventures has been an opportunity for me to change, to challenge myself, to discover my limits and my talents, what makes me happy, and what brings me down and makes me sad. I believe that talking about a career plan is unrealistic; ultimately, a career is the result of the choices we make along the way—the mistakes, the opportunities seized, and those missed—and deep down, I believe that no career can truly be planned in advance, but only understood and interpreted in hindsight.

‍

2) Change: Can you recommend a movie that will help us deal with it as best as possible, and explain why you chose it?

One movie I loved very much—and which I think teaches us something important about change—is *Forrest Gump*. The protagonist is a simple man who, despite his limitations, his fragility, and the adversities he faces, manages to remain true to himself and keep his unshakable trust in people and his disarming kindness toward others intact.

‍

Forrest Gump teaches us the importance of maintaining a lighthearted spirit that allows us to leave the past behind—without regrets or recriminations—and to approach every new experience life offers us with curiosity and openness, just as he approaches every piece of chocolate in his famous box. Throughout a life of changes and adversity, Forrest Gump manages to always remain true to himself and lead an incredibly full and happy life, leaving a positive and bright mark on the people he meets.

‍

3) Change Management. In organizations, it seems this activity has never been as strategic as it is today. I’d like to ask you three questions: What is your definition of it? Why is it strategic? And what are the current priorities to consider in organizational processes?

Change management is essentially the ability to inspire—first and foremost ourselves, and then the people we work with—by providing them with the motivation and reasons to step up, to embrace the challenges of a project, and to recognize its positive aspects. While at the organizational level, change can and often must involve discontinuity, a turning point, or a turnaround, at the individual level, change must always be experienced as evolution, an opportunity for learning and growth.

This has always been true, and it has always been the key to success, but today it is a matter of survival—a daily challenge not only for top executives, but also for each of us who works within an organization and a society undergoing transformation.

‍

There are essentially two priorities for being effective:

i) the ability to develop, communicate, and share a vision of the future

(ii) the ability to Engagement and entrepreneurial Engagement among the people around us. Precisely for this reason, I believe that today we need to talk about “leadership” of change rather than “management.”

‍

4) We are living through a historic moment marked by the “Great Resignation” and “major decisions.” There is certainly a need for innovation in the field of Human Resources. How do you think ConsulTech can support this function?

Borrowing a concept I learned while working in healthcare, when discussing how technology can support human resources management, I like to talk about “Connected People Care.” Digital technologies are powerful tools today that, in the field of human capital management, should not be used to automate, replace, or even “manage remotely.” On the contrary, digital technology must be viewed as an opportunity to truly “care for” each person by “connecting” and “linking” them to the world around them. When used thoughtfully, digital technology allows us to continuously listen to and understand people’s needs, offer personalized services, and empower people to become aware of and take the lead in their own personal and professional development. This implies not only a rethinking of tools but also an evolution of skills: knowing how to interpret data, co-design services, and communicate effectively through ever-changing platforms and channels. These are new skills that must first be acquired by those working in HR, but which must then become the property of all management and, ultimately, of every individual.

‍

5) Given the experience you’ve gained over the years through your studies and on-the-job work with various companies, could you try to share with us your own short list of habits (no more than five) that can help foster change?

Five isn't many, but I'd say:

1. Willingness to listen: We may be skilled communicators, but if we don’t know how to listen first, we’ll never be able to lead change. We listen with our ears, but above all, we listen with our eyes, our minds, and our hearts.

2. Food for thought: We must cultivate an insatiable desire to experience new things and engage with diversity. We must learn to recognize and reject the mental laziness that leads us to take refuge in the somewhat stale comfort of our personal bubble of relationships, habits, and opinions.

3. Passion: We must cultivate within ourselves an unwavering passion for our work, for what we do, and for what we can achieve.

4. Determination: We must realize that change has never been easy, and if it were, there would be no need for us and our talents.

5. Good spirits: A smile, kindness, and the positive attitude with which we face daily challenges should be our defining traits. If we practice them consistently, they can become contagious and come back to us from others, proving to be a powerful antidote to fatigue and discouragement.

‍

6) Finally, considering the DATTERs who are the focus of this column (as clearly explained in the introduction—“those who believe in Digital Attitude; anyone working to turn a shared dream into reality. Nerds, dreamers, discoverers of new worlds. People united by their focus on listening, etc.”), what do you think are the commonalities between your research and studies within organizations?

I believe that what we must have in common is the desire to understand, to not settle for a superficial explanation of phenomena, and to want to help improve people’s lives by inspiring them and enriching their understanding of themselves and the world around them.

‍