Automatic management and direction

A well-defined strategy and an appropriate management model are two key factors in managing the company’s day-to-day business.

by | Sep 10, 2020

At a corporate level, it is thought that if an aspect works, it is better not to give it too much thought, since it will surely continue to work as it has done up to now. This fact is produced by multiple factors, among which they stand out:

Lack of time: The wheel keeps turning every day and we have no time to devote to other issues that are not part of the daily operation. An example is the excess of meetings and the low productivity of many of them. The reality is that there are executives who dedicate 90% of their time to meetings. Structural changes that affect an organization in a transversal way always go hand in hand with an investment of time.

Investment in monetary terms: When we need to turn the company around, we want experience and independent advisors, so it is always necessary to allocate a part of the budget to this task. We need someone with experience, with a wider field of vision and without the pressures that any professional who makes up the organization’s own organization may have, just because they occupy a particular position.

Risk aversion: The reluctance to change, since companies are made up of people and we do not want to make significant changes. Because of the uncertainty of potential results and the need to get into debt (in some cases), the management of companies is usually in a position of control rather than expansion. Despite the potential advantages of positioning and improving the customer portfolio, among other factors, there is a tendency to minimize investments due to the existing uncertainty.

Therefore, we conclude that we are immersed in a situation where our decisions are based on the maintenance and continuity in a controlled environment. One can think that the objective is to make budgets that improve a little from the previous year and to be able to control the organizational chart of our organization. In order to maintain the circle of stability, we mainly do target control meetings and with these small measures, we think that it is possible to clearly control the totality of an organization.

If we take the situation described as valid (having our environment more or less controlled and managing our comfort zone), as workers we believe that we can assume new positions within the company and as management, we believe that we can structure a continuous growth of our company.

The situation we are living today, from a structural point of view and also at an organizational level, means that the search for stability without constant adaptation to change, in corporate terms, has disappeared.

In this new paradigm, a well-worked strategy with a correct implementation – measurable in time and limited in terms of investment – is the only solution to be able to take that step forward that the organization and its workers need.

It is clear, then, that companies that continue to grow, either because the work has been done well or because they have taken advantage of market trends, must intrinsically possess innovation and constant adaptation in their DNA.

At the management level, as much as we have a proactive attitude with successful leadership, we must rethink the management model we want to have, assuming that a hybrid labor model between work for others and self-employment will become the most common model in the new system.

A company is a complex and fragile ecosystem. The conventional model where the company was considered simply a place to work, where the only existing possibility was to sell in order to produce and get paid, is over. Although some will continue to have this tendency exclusively, most companies are much more than that.

At the organizational level, the purpose and “heart” of the company play a fundamental role. There are companies that recognize themselves in a purpose that goes beyond an income statement. Sometimes people relationships form a community, sometimes it is a unique leadership that sees beyond the competition, but this identification is necessary to have a clear idea of what the company is about and what values it will fight for every day.

En el cas pròpiament del “cor”, per molt que l’establiment del big data, la intel·ligència artificial o la robòtica és converteixin en la norma del sistema econòmic, aquest mai serà una conclusió d’aquests aspectes tàctics.

Per tant, el repte és fer que les empreses – en tot el seu conjunt- siguin capaces de créixer sense perdre el motiu i propòsits pels quals van néixer, i a més, estiguin obertes de forma constant als canvis, les noves oportunitats i l’assessorament dels que s’hi dediquen.

To meet the challenge, we must set clear milestones. One of the aspects that is often overlooked or ultimately considered is one of the most relevant innovations. Many companies debate between a departmental, matrix or functional organization, but the most important thing is not the organizational form, but the management and promotion of collaboration between and within the teams that make up the organization. When we talk about this promotion of collaboration and participation, we are referring to organizational innovation.

In the face of current and future uncertainty, companies have to find a balance between maintaining what is working and what necessarily needs to change. We can assure that this will not be possible without people collaborating. Collaboration does not arise spontaneously but must be nourished. A plan is needed that expands the circle of people with executive capacity, who can focus on concrete objectives, coordinate efforts, and allocate resources. To achieve this objective multiple practices can be carried out, but, in terms of effectiveness, one of the best options is to promote transversal projects focused on solving real and specific needs that provide value. To be able to do this, the most relevant factor is motivation.

Motivated workers perform better and achieve greater benefits for the company. However, motivation depends largely on the link that the person in question established with the company. According to a Gallup study: 87 percent of employees worldwide do not feel committed to their company. The most important point in motivating employees is the focus on the employee as an individual.

The worker must be allowed to be part of the company in an active way, to communicate, to give feedback, to inform about his needs … Doing so encourages the birth of new strategies, favors communication, and consequently, it is in these environments where the most creative ideas arise. To achieve this, it is necessary to have the necessary channels and means that encourage horizontal communication.

The new business logic has come to stay and in a situation like the current one and the changing paradigm of the economic needs of each system. This causes companies to constantly make firm decisions on aspects that determine and mark the course of the company.