Surfing People. A Face-to-Face with Those Riding the Waves of Organizational Change | Francesca Del Moretto

‍“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.

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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. 

Our guest today is Francesca Del Moretto, whom we thank for agreeing—as a true “Surfer”—to participate in this editorial project.

Originally from Tuscany, now living in Milan.

After earning a bachelor’s degree in Political Science with a focus on sociology and a master’s degree in Human Resources, she began her career as an HR consultant specializing in recruitment.

‍She then gained further experience at various companies in the pharmaceutical and medical sectors, joining Olympus—a leading Japanese multinational in the med-tech sector—in 2012, where she currently serves as HR Director in Italy.

Passionate about strategy and organizational culture, development, employer branding, talent acquisition, and social and environmental sustainability, she is always focused on fostering 𝐝𝐢𝐯𝐞𝐫𝐬𝐢𝐭𝐲 & 𝐢𝐧𝐜𝐥𝐮𝐬𝐢𝐨𝐧, and believes that putting people at the center is both the greatest challenge and the greatest opportunity for every company.

‍In roles such as Regional HR Director, she has passionately led various international projects ranging from change management, talent and performance, to operational excellence, and she is “GlobeSmart” certified.

In his work, he has drawn on what he has learned during his many years in tennis, which he views as both a sport and an important opportunity for interaction, exchange, understanding the context, and socializing.

Another important aspect of her life is volunteer work: she supports causes that allow her to contribute to the well-being of others.

1) Hi Francesca, people often talk about change. How can we approach change in a company in a constructive way?

Putting people first is the key to the success of any project, especially when it comes to change.

In change management processes, the listening phase is fundamental and essential.

Actively listening, understanding, and responding to the needs of people and the company is the foundation for thinking about and rethinking change.

Only by understanding the characteristics of the organization and the aspirations of those who are part of it can we propose a change initiative that people will embrace and engage with positively and proactively.

Only in this way do people feel “engaged” and become “ambassadors” of change.

We need to design and develop “tailor-made” programs and projects based on the organization’s actual needs, taking into account both the context in which the organization operates and the values it upholds  

In addition to all this, it’s important to always assess whether we’re heading in the right direction or if we need to make some adjustments

One very simple way to always stay on top of things—and one I like to do—is to ask people directly. A simple question: Are we heading in the right direction? What can we do to make you feel like you’re part of the change?

One aspect I’d like to emphasize in all of this is the importance of being open to making mistakes—something that is very likely to happen when we’re talking about change. Rather, we need to constantly engage in constructive self-reflection and have the humility to recognize when and how to change course along the path we’ve taken; only in this way can we avoid having dissatisfied and unengaged employees.

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2) “New Ways of Working.” What is the best part of these new ways of working, and what risks do you see?

The "New Ways of Working" approach necessarily involves addressing certain key drivers of change that are essential: active listening (which we’ve already discussed), time management, collaboration, and inclusion.

One of the priorities in my daily work is a focus on diversity and inclusion.

Diversity enriches us, and inclusion makes it possible to share that diversity.

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For this reason, I believe that by far the most important aspect is the opportunity—obviously in the context of true remote work, not just emergency work—to be open to listening and to take everyone’s needs into account when establishing a new work-life balance.

 The new arrangements allow for better management of time and personal needs, transforming the office from a physical space into an opportunity for socializing and exchanging ideas—and thus for innovation. This is no trivial matter at the moment: bringing people back to the office is very challenging, and this is where HR professionals must rethink their approach to ensure that the in-office experience is truly valuable and not perceived as a negative.

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The key point I see, however—in line with the challenge just mentioned—is the need for a high degree of organizational maturity (even greater than in the past) required by Smart People for a Smart Organization. Among the many tools available, people need to be helped to use them and guided through this hybrid environment, which requires the right balance in everything: the use of spaces, technology, schedules, meetings, flexibility, and so on.

And I'm glad to hear people talking more and more about Lean and Smart Organizations.

The term “lean” refers to an organizational model that aims to develop agile processes.

Lean is not just a method; it is, first and foremost, a way of thinking—lean thinking—that can be applied to any operational process, field, or industry.

In a world undergoing constant and rapid change, an agile mindset is one of the skills that must be developed at all levels and across all processes.

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3) Welcoming new colleagues in a hybrid work environment. What do you think is the ideal balance between in-person and digital onboarding?

Onboarding is one of the most important touchpoints in the candidate journey: without knowledge and social interaction, the candidate won’t feel engaged.

However, the candidate's experience begins as early as the recruiting phase and the first point of contact with the candidate.

You need to be skilled at presenting the company and creating a process for the candidate that culminates in hiring and onboarding.

From the very first minute, it is essential that a person feel like part of the company.

Communication, sharing, and mutual discussion. These are some of the key elements of the onboarding process.

In a workplace that is becoming increasingly hybrid, it is essential that everyone feels “included.”

To that end, we’re organizing virtual get-togethers as well as various happy hours, dinners, and lunches to build a close-knit team, bring everyone closer to the heart of the company, and prevent any potential feelings of isolation.

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?  

A vision often shared by our Managing Director, Vittorio Martinelli, comes to mind: “We’re a startup with 100 years of history.” This makes me think of the stories from the past that have driven so much innovation and that remain inspirational examples even today. With that in mind, I propose a gentle push to challenge the status quo, while never forgetting our roots. I don’t believe that “roots” is synonymous with “old”; for me, it represents tradition—that past, that experience—which allows us to build the best possible future.

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?

Many people say that you either have a digital mindset or you don’t. I don’t see it that way, even though there are segments of the corporate population who possess it more strongly than others—as is generally the case with all aptitudes. For us—and I think for just about everyone by now—it’s a “must-have” soft skill, just like English. And just like English, depending on one’s level, targeted support and training courses should be offered to help everyone “develop” their skills to the fullest. Here I’d like to highlight an aspect that I consider important: the selection of instructors. On the one hand, they must be able to break down barriers in a way that’s accessible and tailored to the target audience; on the other hand, they must help different people connect and come together—in short, facilitate a sort of genuine “reverse mentoring” in which there is also cross-functional learning, in a collaborative manner.

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