Surfing People: A One-on-One with Those Riding the Waves of Organizational Change

“In an era of constant change”

“In a landscape marked by transformation”

“We are experiencing a revolutionary change.”

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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 of 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.  

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We’re kicking off this series with Clemente Perrone, whom we’d like to thank for agreeing—as a true “Surfer”—to “break the ice” for this new editorial initiative.

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Clemente Perrone

Born in 1977, he is a management engineer and serves as Chief Human Resources & Organization Officer of the Sirti Group. He has been with the company since 2014, previously serving as Head of the Organization & Transformation Division, where he was responsible for supporting senior management in the business transformation process and overseeing change management projects. He joined Sirti after many years at Telecom Italia, where he served as Head of Organization for various business units, including the Technology & IT division. Prior to that, Perrone worked for KPMG Advisory as a Project Manager in the telecommunications, transportation, and oil & gas sectors, and at the Benetton Group as a business analyst. An expert in process improvement methodologies, he teaches Business Organization at the University of Milan and at Luiss Business School.

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‍Hi Clemente, there’s often controversy over the unrestrained and/or forced use of “corporate-speak” or English. Building on this thought—and following a social media trend—I’d first like to ask you to tell me what “disruptive” means, without actually saying the word “disruptive.” I’m asking because it’s one of the most buzzword-y terms in the business world, and I’d love to hear from an expert like you, who knows organizations well, what this term actually means and, above all, whether you consider it a positive value.

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Change for its own sake is not a value; it becomes one when it serves as a tool that enables a vision—in the context of business—of the evolution of organizational culture. We feel the need to ground our daily lives in practices, rituals, and customs, but often, without realizing it, we become prisoners of the very routines we have helped to foster. The value of so-called “disruption” lies in our ability to question the relevance of our past choices.  

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Let’s dive into your professional experience. You hold an important position at the company—you’re the Chief Human Resources & Organization Officer of the Sirti Group. From your perspective, have people’s needs changed—and if so, how—before and after the pandemic?

The needs are the same: work-life balance, dialogue in environments that encourage active listening, and a commitment to a culture capable of definitively normalizing remote work by redefining the exchange from the outdated “time-for-pay” model to a more advanced “trust-for-contribution” model. 

Rather, individuals have become more aware of the importance of choosing companies that take an active role in transforming their respective environments, taking these expectations into account and translating them into the new paradigms of the “New Way of Working.”

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“New Ways of Working.” What is your vision? How are new ways of working being adopted within the company?

It all stems from corporate culture. This culture—like a sort of metalanguage—allows you to guide organizational behavior in situations where rules and procedures are unclear; and even when they are perfectly codified, it is the culture that provides you with the key to experiencing the company and giving meaning to your professional contribution. 

I believe that culture can be understood as the set of actions that determines how a company chooses to conduct business and present itself to the market, its customers, and its stakeholders. 

In this sense, it is the corporate culture that acts as a catalyst, enabling the definition and rapid implementation of best practices that form the backbone of new approaches to work

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“Nudging.” A term increasingly used in organizations, derived from nudging theory (or the theory of nudges). 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?   

I like to emphasize the need for a new approach to mistakes, which are themselves a fundamental part of the learning process. We must work to promote a fault-tolerant culture in business settings—one rooted in active listening—but—and this is worth reiterating—one that is even more selective in identifying key talent, in the belief that, as Professor Luca Solari has stated, companies in the post-pandemic recovery need “fewer heroes and more organization.”

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“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?

Companies must provide ever-greater opportunities for growth to those professionals who—in carrying out their day-to-day roles—are convinced they can actively influence the development of the corporate culture. Today more than ever, success in the workplace requires a “learning agility” approach, characterized by a high degree of flexibility and an openness to change.

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