Digital revolution is not only about technologies. It is about organizational revolution as the speed of external changes overcomes internal capabilities natural evolution. The digital paradigm is creating a new competitive reality for companies.
Lower boundaries, decreasing bureaucratic structures and fewer rigid controls are now combined with faster business cycles, increasing complexity and growing flexibility. Deconstruction, unbundling and unlearning are part of this new era of fluids and circuits.
Digital revolution is challenging traditional big companies to breakdown monolithic systems and to embrace ambiguity as part of daily business routine. Technology will eventually be available to everyone as any utility, as well as capital will be another commodity. That’s why digital is much more about new collective mindsets, new ways of working and new collaborative ecosystems.
Published March 4, 2021
Culture: Hero or Villain of Digital Transformation
There is no digital transformation possible without cultural transformation. [...]
Recent social upheavals might be seen as signals of a new era for humankind. The turn of the century brought fresh ideas that are dismantling several traditional institutions from past centuries. Governments, churches, families, police officers, armies, schools and companies are under the scrutiny of public opinion.
It is reasonable to argue that we are now rewriting social contracts.
And organizations are undoubtedly affected by these new social norms. Large enterprises are relatively recent in the history of humankind. They eventually became mainstream by the early years of 20th century and have been shaping the world in all aspects of our lives.
However currently social transition is also a challenge to big companies. First of all, public trust on corporations is lower than ever before. Besides, value creation now has to encompass multistakeholder perspectives. Meanwhile, investors are demanding short term results, consumers are requiring new value propositions and employees are seeking new possibilities in their relationship with employers.
Published December 4, 2019
Logic of the Myths
The lack of objective references for subjective questions and the unconscious distress favors the use of the myth to explain the incognoscible reality. [...]
Global talents and high-performance teams are even more scarce in our digital world.
Long-term loyalty and attachment to stability are now being replaced by work experience and purpose alignment as key engagement drivers. People are no longer planning their lives around the same kind of job at the same company. Multiple contracts, mission recruitment, flexible relations and fluid squads are now designing the work environment to millions of employees.
Workforce planning is more complex than ever before. It is not only impossible to assure that current potential talents will in fact become future great assets as people are leaving their jobs after a few years. It is also surreal to anticipate the pivotal capabilities for this ambiguous future. Henceforth, new ways of working also imply that talent sourcing will become an even more critical competitive advantage in our near future.
It is not the end of big business! It is just time for reset and reframe.
Published November 18, 2019
Humanoids are apparently human beings, although they are not. Originary from the scientific fiction [...]
Shareholders, Board of Directors and Top Management Executives don’t have any doubt about the relevance of fostering a powerful culture capable of framing inspiring purpose, defining robust work ethics and developing great talents.
After decades of industrial revolutions, scientific accomplishments and technological advances we all realize that robots and algorithms can automate almost everything with superior productivity. But they cannot barely compete against human creativity, collaboration and passion.
Human Capital Management was recently even more highlighted by the terrible pandemic that killed thousands, infected millions and created dozens of millions of unemployed. Suddenly, HCM design reached the center of corporate strategy. And it will be there for years ahead.
Nowadays, human capital techniques not only have to deal with internal challenges, but also embrace external parties, such as startup incubators, strategic alliances and ecosystems.
Published May 4, 2020
The organizational structures are relatively [...]
Traditional command-control frameworks are vanishing from the landscape of thriving organizations. Together with them, commanders in chief are also being replaced by different styles of horizontal leadership. This new way of leading is gaining momentum as new generations don’t recognize traditional institutions anymore and are looking for soft relationships at the office.
The art of essential leadership is now more pivotal than ever before. In the past, powerful leaders used to be supported by all sorts of symbols and rituals reinforcing their status and strengths. In those old days, setting the tone from the top was less complex and less time consuming.
In present days, the art of essential leadership is still keeping old golden principles, such as work ethics, transparency, political savviness, managing by objectives, strategic foresight, social influence, courage and drive for execution. And it is now also adding contemporary critical aspects such as extensive collaboration, learning agility, ambiguity management, authentic connections, emotional intelligence and holistic health equilibrium.
Published August 7, 2020
Mind the Gap!
Social connections require time to be constructed. Long lasting relationships [...]