change that works
people-centred solutions for successful organisational transitions
on an organisational level the most crucial 3 problems change leaders have to manage are:
“At best, these challenges stall progress. However they can hinder
business development, stifle innovation, and constantly demand the attention of senior management.”
resistance to change:
pushback or silent resistance often drains time and energy as leaders address the core question: “What’s in it for me?”
cultural misalignment:
misaligned organizational cultures can derail even the best strategies,
proving the adage, “Culture eats strategy for breakfast.”
stakeholder engagement:
a lack of alignment among key stakeholders leads to mixed
messages and conflicting priorities, obstructing change efforts.
in my daily work with organisational change leaders, one recurring theme stands out:
the nightmare of leading change
leaders managing change often encounter common challenges:
limited time and resources:
change initiatives are often added “on top” of daily responsibilities, leaving leaders stretched thin and without adequate support.
reputational risks:
critical change projects place leaders in the spotlight, exposing them to scrutiny and potential reputational harm if things go wrong.
momentum frustration:
when well-designed plans fail to deliver the expected results, the mounting pressure can be both discouraging and overwhelming.
post merger integration
new strategy implementation
culture transformation
breaking silos
hi, I’m luca fornari
I help organizations transform by putting people at the heart of every change process.
Born to Italian and Irish parents and raised in East Africa, I grew up learning resilience, adaptability, and the value of navigating diverse cultural contexts. These early experiences shaped my passion for change and cultural transformation. In my youth, I led social impact initiatives that empowered vulnerable groups, from street children in Nicaragua to the homeless in Milan. These projects deepened my understanding of what drives meaningful transformation and helped me refine my approach to personal change. It was during this time that I realized impactful transformation begins with developing my own leadership. Building on my intercultural and empowerment background, I began coaching international teams in my early thirties, guiding them to overcome barriers, improve communication, and foster collaboration. This work revealed that true and lasting change in teamwork requires a focus on both systemic and personal dimensions. Over the past decade, I’ve partnered with leaders to navigate significant organizational changes, including mergers, acquisitions, and strategic shifts. Together, we’ve built strong leadership coalitions to manage uncertainty and implemented step-by-step approaches for driving impactful change. My people-centered approach focuses on involving individuals throughout the transformation process. By addressing their needs and encouraging their contributions, this method fosters ownership, collaboration, and shared purpose. It helps reduce resistance, transforms challenges into opportunities, and enables organizations not only to adapt but to thrive.
qualifications and publications
I continuously invest in my professional development through advanced training and supervision. Main qualifications: - MA in Intercultural approach to social management - Intercultural Development Research Institute - Provisional Trainer and Supervisor in Transactional Analysis (PTSTA-O) - Executive Coach (PCC-ICF) - Change Management Practitioner (PROSCI) I adhere to the ethical guidelines of the International Coaching Federation (ICF) and of the European Association of Transactional Analysis (EATA). Recent publications: - Fornari L. (2023) “Systemic Resilience: principles and practices” in IAT Journal, n7 - Bertolini B., Fornari L. (2018) “Articulating Complexity in the Contractual Process” in “Quaderni di Psicologia Analisi Transazionale e Scienze Umane” n.68/69 - Fornari L., (2015) “Deadlocked Organisations. Cultural turbulences: organisational Mergers and Acquisitions” in “Quaderni di Psicologia Analisi Transazionale e Scienze Umane” n.63 - Fornari L., Messori G. (2013) “Innovation through a strategic use of diversity: Guidelines and Good practices of Diversity management”, Provincia Autonoma di Bolzano. - Fornari L. (2012), “A dynamic approach to Diversity Management”, in Giovannini D., Vezzali L. (a cura di), Lavorare insieme. Imprese cooperative, climi lavorativi e immigrazione, Guerini e Associati, Milano.
frequently asked questions
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I led a workstream that developed initiatives to support significant changes
across multiple areas, including cultural integration, implementation of tools and systems,
and establishing new organizational structures, all while ensuring business continuity
post-merger integration
3 plants that have been competing for years started a transformation journey and now work as ONE: broke silos, saved costs , implemented new structure, and created a team
spirit across the whole organisation.
3 plants working as one
A international sales team formed by Spanish and British members won a "must win battle" together thanks to the strong cooperation they built in 4 months by engaging in a intercultural team coaching journey.
intercultural team development
Critical survey results prompted a leadership team in the pharmaceutical industry to empower associates in identifying and adopting new solutions. These efforts led to greater flexibility in serving clients and the elimination of low-value processes.
customer centricity
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