About
altraparte
Italian for the other part, as in d’altra parte: on the other hand — the thought that balances or challenges what has just been said. And parte is also a role: the other one, and the part they play.
I’m Bianca. I’m an organisational psychologist and consultant. I’ve spent the last fifteen years working with behaviour, technology and organisations — from behavioural science in tech to the Tavistock tradition of looking at what happens beneath the formal structure of work.
I started altraparte because AI made me interested in a very particular question:
When we remove the need to go through one another to get the work done, what else do we stop producing?
This is the question I’m researching, testing and working on with teams.
Bianca Indipendente · Founder, altraparte · Visiting Lecturer, Tavistock & Portman
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What altraparte does
Fieldwork, not a framework.
- Team maps
Sixty minutes with a team of 10–150 people, across roles. Where the work closes without the roles it still needs, read by position and never by person.
- An open study
First-person accounts of what changes when the work stops passing through another person — collected anonymously, by position, from the side that receives the work.
- The writing
The argument is published in full and set out to be falsifiable, with the four conditions that would show it is wrong.
Where the thinking comes from
Two traditions that rarely meet.
Years spent predicting people from the outside: what they do, at scale, and what moves it. It is good at patterns and blind to positions.
The Tavistock tradition: what a group is actually doing beneath what it says it is doing, and what the structure of the work makes possible or impossible.
AI changes which passages are necessary. That is a design question before it is a cultural one — which is why it needs both traditions at once.
I teach organisational consultancy at the Tavistock and Portman NHS Foundation Trust, and I work with teams redesigning their work around AI.
Three ways in
Start wherever it is useful.
Place three ordinary moments and see where they sit. Read the argument and try to break it. Or book a call and we’ll talk about your team.