Thinking
The hardest transformation to tell
In 2025, some of the practices we had built in previous years began to hold on their own, without needing to be watched over. Our latest impact report tells the story of how that happened, and what comes with it.
Writing an impact report means stopping and looking. It means reckoning with the numbers, with goals met or missed, and with the direction the company has taken over the past year: how closely that direction aligns with what we said we wanted to be.
Last year made this exercise both easier and more complex than usual.
Easier, because some of the things we had built in previous years started working without us holding them in place: teams moved with autonomy, people took on new responsibilities, and practices held even under pressure.
More complex, because all of this happened during a year that asked a lot, from us as from anyone working with organizations and technology.
In 2025, artificial intelligence was no longer a topic to keep up with. It had become a daily pressure: on processes, deliverables, and roles. We witnessed energy and disorientation, curiosity and resistance, and we recognized them for what they are: legitimate responses to a change that no organization absorbs in a linear way.
Our commitment was to keep space open for curiosity to outweigh anxiety, knowing we did not yet have all the answers.
A path that holds
Last December, we completed our B Corp recertification with a score of 85.3. We don't frame it as a spectacular leap, because it wasn't: it is the result of an organization that has become more structured, where delegation works and processes hold without needing close supervision. Not everything grew, and we say so because we prefer an honest report to a perfect one.
We covered this journey in detail, with numbers and open questions, in the blog post dedicated to our fourth B Corp Month.
In the same year, we reached a goal we had declared in 2021: carbon neutrality. With the support of Carborea, we offset our emissions for the fifth consecutive year, extending our offsets to include both the events we organize and those we attend.
It marks the end of a specific commitment, one made publicly and kept over time. It also led us to rethink how we approach it, and we shared that story a few months ago.
In March 2025, we obtained the gender equality certification (UNI/PdR 125:2022), and passed the first monitoring audit in November. Started the year before, the process concluded with tools and practices now embedded in how we work every day.
From intentions to practices
The longest work we do as an organization is turning principles into practices. It is not a linear process: it requires cycles of exploration, tools to build, and habits to form.
Two of them reached completion this year.
On the transparency front, following the Inspiration 2024 exploration cycle, the team translated the impact criterion into Transparency by Design: a four-part workshop available for free on FigJam, designed to bring transparency upstream in the design process.
The people who built it wrote about how it came to be and where it is headed.
On the listening front, the client feedback process (started in 2021 as an improvement tool) has become something different: an infrastructure that shapes strategic decisions, not just operations. This path, too, has its own story, and it is worth reading.
The next step
B Lab has published the new standards that will substantially reshape the certification framework. The areas of assessment, the structure of requirements, and the way compliance is demonstrated are all changing. We knew this when we chose to recertify, and we approach it as the next step of a journey we will evaluate with the same honesty we have brought to this one.
The report covers all of this in detail: the decisions, the numbers, the goals we reached and those we chose to close, and the questions we carry into 2026.
If any of these paths resonate with you, or you are looking for a point of reference, you can download it here (italian language only).
