Surfing People. A One-on-One with Those Riding the Waves of Organizational Change | Giorgia Agnello

‍“In an era of constant change”

“In a landscape marked by transformation”

“We are experiencing a revolutionary change.”

This is more or less what we read as an introduction to many literary works or current affairs articles. It seems we’re experiencing upheaval unlike anything we’ve ever seen before. But are we really sure this is happening only to us and only at this moment in history? More likely—and more simply—we’re always just talking about change as an integral part of human life, but framed (perhaps because it’s trendy?) as an extraordinarily exceptional historical event.

When I think about change, the first image that comes to mind—almost automatically—is the philosophy that “everything flows” (“PANTA REI,” HERACLITUS). Everything changes; nothing remains the same, and presumably innovation is simply a response to the inevitable, perpetual transformation of everything.

What is certain, however, is that never before—as has been the case since 2020—have so many personal and professional habits been called into question or eliminated overnight. This has led—and continues to lead—to countless challenges within organizations as well. Perhaps never before has the role of “Change Management” been so strategic and fundamental. How can we support and facilitate change when the rules of the game are constantly being redefined? I find it hard to believe that anyone is further ahead than others in the face of this genuine uncertainty. I am convinced, however, of the importance of dialogue and exchange, and with this in mind, I decided, together with Digital Attitude, to interview several professionals with valuable experience and perspectives on this broad topic of change and on current issues such as New Ways of Working, New Ways of Learning, and Digital Mindset. 

Today's Guest Giorgia Agnello, whom we thank for agreeing—as a true “Surfer”—to participate in this editorial project.‍

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A Work and Organizational Psychologist with a Master’s degree in Executive Coaching, Giorgia began her professional career in HR consulting for companies in 2012. Specifically, she has led various projects focused on the assessment and development of managerial skills using the Assessment and Development Center methodology, drawing on in-depth expertise in diagnostic tools for personality, motivation, leadership, and more. Through projects with multinational companies operating in key sectors (automotive, banking and insurance, cruise lines, retail & fashion, pharmaceuticals, food & beverage, etc.), Giorgia consolidated her knowledge of talent acquisition, career transition, compensation and benefits, and workplace climate andengagement assessments. In 2018, she took on the task of building the HR function at Ceva Italia in coordination with Corporate HR in France. Since then, she has been at the center of a structural and cultural transformation process at Ceva Animal Health that has led to a company that has been profoundly transformed today.

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1) Hi Giorgia, you’re a psychologist and an HR manager, so you understand people’s mindsets well. When it comes to change, what do you think are the most common reactions in people’s personal and professional lives?

Hi Valentina, as I mentioned in my comment on change, we could summarize the main reactions into two broad categories: resistance or enthusiasm. In both spheres—personal and professional—each person deals with change in a way that aligns with their personality traits. From this perspective, we can say—by way of example and certainly not as an exhaustive list—that some people actively seek change; in fact, for them it’s almost a necessity, while others shy away from it and are frightened by it. There are pros and cons in both cases: while, on the one hand, those enthusiastic about change will always be ready to embrace new ways of doing things, on the other hand, they may struggle during phases that require consolidation and when managing people with an approach opposite to their own; Conversely, those who are more fearful of change and prefer to maintain the status quo risk missing out on interesting opportunities and finding it extremely difficult to cope with constant demands to change without seeing the point. However, when they do have the time to understand the purpose and “come on board” with a change, they will be the ones who contribute fundamentally to the consolidation of a new culture. In summary, I believe a proper balance between the two approaches is necessary, which is why I advocate for mixed teams in terms of personality and approach. Certainly, what both types have in common—and what motivates people in general—is the purpose, the meaning, and the “why” behind the change, which must always be clear to everyone, explicitly stated, and shared.

2)  We are experiencing a transformation in the world of work. In this organizational landscape undergoing a rEvolution, what do you think are the priorities an HR manager should focus on?

Once the “foundations” of proper HR management within the company have been established (this is important to me because some factors aren’t motivating “in and of themselves,” but if not managed correctly, they become extremely powerful “demotivators”), I believe the priority for HR is to ensure, together with top management, that people understand the Purpose—the reason why they do what they do: values are increasingly important and a key factor in choosing a workplace, especially during a period referred to as the “War for Talent”; not only to attract but, above all, to retain talent; to motivate people, it is essential that they feel part of something and see where their efforts are directed; otherwise, there is a risk of a sense of alienation and demotivation as they carry out their work, which is perceived as disconnected from the rest of the organization. It is therefore essential to share the company’s mission and strategy at all levels; furthermore, engagement rates will be higher where an employee’s personal values are reflected in the company’s values. Finally, another important aspect is recognition (and I’m not referring to financial recognition). An interesting experiment in social psychology has shown that the effect on (de)motivation is the same whether one’s work is destroyed right before one’s eyes or simply ignored: this is a startling finding that cannot be ignored.

3) In your opinion, what is the greatest opportunity offered by digital technology, and what is the biggest risk in your day-to-day work?

Digital technology can (and must) certainly serve as a catalyst for change, and I would add that it is no longer a “novelty” but an essential aspect to which many companies have yet to adapt. The risk, in my view, lies in the “disconnect” between digital tools, their potential, and the mindset of people within the company (which brings us back to resistance to a new way of working); another risk I see with digital technology is an overload of stimuli and information that risks creating some “confusion” and resulting fatigue, leading people to ignore a range of stimuli that might otherwise be interesting. I’m a big believer in “a few simple and clear things.”

4) “Nudging.” A term increasingly used in organizations, derived from nudging theory. We’re talking about “gentle nudges” that encourage certain behaviors through small positive reinforcements. If you had the chance to design one of these “nudges” to support professionals in their daily work, what would you propose? 

Positive reinforcement certainly works better in the long run than threats and “punishments,” which only serve to elicit that behavior out of “fear” but at the same time demotivate people. I’d like to returnto what I mentioned earlier: recognition—not only from one’s manager but also from colleagues and the entire organization—certainly acts as a “gentle nudge” toward better performance. However, I wouldn’t want to generalize, because everyone has their own motivational drivers; so for some, it may be a powerful motivator, while for others, it might be something different—such as greater flexibility in work hours, the ability to manage their own time independently, and so on. I would try to “tailor” these gentle nudges as much as possible, taking individual differences into account.

5) “Digital Attitude” is promoting this inspirational column on change. And I’d like to ask you my final question specifically on the topic of Digital Mindset. In your opinion, what are some useful ways to develop it and keep it sharp?

First of all, when we talk about a “digital mindset,” I believe we need to distinguish between two things: the mental attitude that predisposes someone to make good use of digital tools, and the (technical) knowledge of those tools. In fact, these two things do not always go hand in hand, and it is essential to understand which of the two aspects (or both) is present—or absent—in order to determine what kind of “training” to provide: if a positive attitude is present but technical knowledge is lacking, for example, specific training and reinforcement through hands-on experience with the tools will suffice; conversely, there is good knowledge and a predisposition to learning about digital tools but a less “digital” mindset, the training will focus more on the soft aspects of personality that characterize this particular mental approach (flexibility, managing uncertainty, risk tolerance, a collaborative and coaching-oriented approach, and reliance on intuition).

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