Better Organizational Environments via Citta Slow

Better Organizational Environments via Citta Slow

Project Summary
Elevator Pitch

Concise Summary: Help us pitch this solution! Provide an explanation within 3-4 short sentences.

Employees should feel theirselves as a organic part of companies. Companies are expected to take responsibilities for their workers to make their lives better in holistic way. The initiative could be an alternative to satisfy expectations of employees.

About Project

Problem: What problem is this project trying to address?

Cittaslow (Slow city) has been expanded throughout the world since 1999 and the concept was born in Italy. There are about more than a set of 50 goals and principles in terms of promoting cultural diversity and uniqueness of individual cities, protecting the environment, making life better for everyone living in an urban environment. Eight regions have participated in this movement in Turkey so far. The business world can have advantage of making contributions into these towns in 'win-win' concept. One of the advantage is for employees. To strengthen loyalty of employee to the organization and to evaluate the performance of employee will be required to have innovative actions in a wide thinking way.

Solution: What is the proposed solution? Please be specific!

The bank I have worked for can enable employees as ‘giver’ or ‘receiver’ to participate in the services offered by the slow towns. Accordingly, these participations can create different social climate in the organization in order to rise awareness of the concept ‘slow city’ and persuade employees in a natural way to take place in volunteer actions for slow towns. The solution is to establish a network in the organization which can provide employees to search all services offered by slow towns. As examples, receiving a service from the slow town can be ‘preferring to stay in a guest house in an organic farm’ and giving a service to the slow town can be ‘an employee’s child might want to work in the organic farm on a holiday’. At the same time, while employees have fun as to learn many things via the organizational network, the outputs of these actions could be inputs into the performance management system of the bank.
Impact: How does it Work

Example: Walk us through a specific example(s) of how this solution makes a difference; include its primary activities.

Regarding improving performance management system, a bonus system can be set within the network of the organization. The bank would give initial bonus to each employee registering to this network. For example, 500 units are freely loaded into the virtual accounts of each employee by the bank. 1 unit could be equal to 1 Turkish Liras. This system resembles ‘time banking’ pattern which is a reciprocal service exchange that uses units of time as currency. However, the units in the proposed bonus system can be converted into money if an employee want to use his or her own units as for example- having a holiday in one of the slow towns. If the initial units have not been used by employee, her/his units would be decreased in the middle of the year to the half of the initial units. The purpose of the rule is for supporting to vitalize a regular reciprocity flow of receiving and giving in the network. Then, the staff having initial units in the beginning of the year can use these units as receiving a service from slow town and also can raise the units as giving a service to slow town. Furthermore, the children of the employees can take place in the network. The children of the employees also obtain units. The units gained by employee can be transformed to performance management system of the organization in order to add into his/her performance scores.

Marketplace: Who else is addressing the problem outlined here? How does the proposed project differ from these approaches?

It would be very good if the bonus system for the performance management system is copied by other organizations.

Founding Story

When I prepared a book about ‘Sustainability and New Job Models in Turkey’, I interviewed with the mayor of the first slow town (Seferihisar) in Turkey. He mentioned that the slow towns were a free-thought zones to implement new ideas. I visited the first slow town and I saw going-on changes in this region. I have had inspiration after the visit. Furthermore, I interviewed with founder of a head hunter company. He emphasized that the new type of firms should consider the young generations of the employees. I have seen a link between the corporate systems and slow towns that the internal structures of the organizations can be re-built, at the same time, staff enjoy to get benefit of the services of slow towns. Beside this, the children of the staff in the organization can use the bank’s ‘citta slow’ network. Thus, they can start to understand the importance of reciprocity services at young ages.
About You
About You
First Name


Tell us about yourself/your team.

I work for the private bank as a project manager and a senior business analyst in IT department.

What makes you an intrapreneur? What are the skills, capabilities, and personality traits that make you an intrapreneur?

Service leadership is the key word for me to define an intrapreneur. I am also very keen on sustainability issues. Because of my curiosity, I wrote a book about ‘Sustainability and New Job Models in Turkey’ in Turkish. The book will be published soon. To be a channel for people and to design new systems in terms of providing new job opportunities are main motivations in my life approach.

About Your Organization
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Primary country where this project is creating social impact
Additional countries or regions

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Select the stage that best applies to your solution

Idea (you're poised to launch)

The Solution: Why is this solution innovative for your company and industry?

The bank will start to use new types of motivation tools for the personal growth of employees and will enable their children to receive benefits of activities of 'slow towns'.

What has been the impact of your solution to date?

It is still just a proposal.

What is your projected impact over the next 1 to 3 years?

New models to assess the performances of staff will emerge in the organizations. The children of the staff also will be included into the system. Accordingly, the awareness of ‘citta slow’ will start to be well known by public.

What barriers might hinder the success of your project? How do you plan to overcome them?

Implementing a new concept into the organizations will take a time and effort. Therefore, the solution can be monitored in the first phase within limited departments of the organization. Then, it will be widened. Some campaigns in the organization needs to be done in order to explain the benefits of reciprocity services and the mentality of ‘slow cities’ to whole staff.

What is the benefit or value you're creating for your business?

The new apprehension in Human Resources Departments will diffuse into whole departments in the organization as the interactions increase between employees and the services of slow towns within network. These interactions are measured as units which will be later loaded into performance management system of the organization.

How are you leveraging internal resources (funds, time, knowledge, etc.) to support this initiative?

Approximately 100 words left (100 characters).

Expand on your answer, explaining the long-term funding and support plan.

The second solution could be funded by internal sources of the organization. As a first step, a software programme is required to establish a bonus network system. The private bank I have worked for have IT department to be able to support the plan.

Tell us about your partnerships across your company and externally that are key to your project's success.

The project’s partners are mainly Human Resources Department of the bank and the representatives of slow towns.

What internal support have you gotten for your project? What kind of push-back have you received?

The internal support I have gotten is the book I wrote. I interviewed private companies, NGO’s, academics, local initiatives about new business models for the book. My vision was shaped with these interviews. I had an impression about highly potential transformations towards sustainable life style in the first slow town in Turkey. The slow towns are very open to innovative attempts and cooperations with the business world.