NEW YORK · MIAMI · MEXICO · SAN JOSE · BOGOTA · MEDELLIN · SANTIAGO · BUENOS AIRES · MADRID · BARCELONA

 

OUR MODEL

Our model is based on a simple transformation management methodology. This working approach revolves around a series of key projects, which are adapted to the company’s strategic priorities. Our model facilitates both the disciplined implementation of these projects and the development of key skills within the organisation.

Download our model

METHODOLOGY

WORKSHOPS

Alongside the management team, we hold an initial workshop in order to design the organisation’s strategic priorities. We then arrange a second workshop with the management team and a selection of middle management representatives in order to design various strategic projects.

Goal

Alongside the CEO, we help to formulate an ambitious and memorable transformation goal, one that provides a rallying-point for the company’s transformation efforts over the next 2-3 years.

Transformation 
Office

We create a Transformation Office that has been adapted to the specific characteristics of each organisation. We will work alongside the department in order to adapt, coordinate and promote all of the company’s transformation projects and initiatives.

PROJECTS

The transformation process revolves around a series of strategic projects: some seek to improve the organisation and its current business model, whilst others involve innovative measures that will generate new growth through new business models.

TEAMS

We help to create the transformation teams and work alongside them in promoting the projects, offering them feedback regarding their approach and project implementation, as well as helping to develop the relevant skills. The teams are cross-functional (made up of persons from different areas within the organisation) and are headed by tandem leaders (two persons of complementary qualities and experience).

Follow-up Committee

In order to ensure the disciplined implementation of the strategic projects, we organise fortnightly meetings of the follow-up Committee, featuring the participation of the CEO, the management team and the tandem leaders heading the projects

Competencies


These are observable and habitual forms of behaviour that help an individual to enhance his work performance and carry out his leadership responsibilities.

They are forms of behaviour, not personality traits or aspects of our temperament. They do not constitute knowledge. Competencies are orientated towards action.

They are observable: we can evaluate their degree of development, their progress and their acquisition. However, some competencies can be measured more easily than others.

They are habitual: they form part of the individual’s daily actions. The development of any competency entails the learning and adoption of new habits.

STRATEGIC COMPETENCIES

DIAgnosis

 

Within the realm of business, the competency of Diagnosis consists of the capacity 1) to “read” complex situations featuring an abundance of information and multiple players and dimensions, 2) to identify the critical factors, and 3) to propose practical solutions that have the capacity to transform the situation in question. Very often we are dealing with dynamic situations which are subject to restrictions in terms of resources (financial, tools, information, human) and time. In this respect, the competency of Diagnosis is of crucial strategic importance in order to focus and optimise an organisation’s resources.

Project design

 

In view of the complexity of business and organisational activities, the Project Design competency presupposes the competency of Diagnosis and it consists of the capacity to translate strategic goals in specific projects, featuring a well-defined scope and clear objectives, allocating the appropriate resources (financial, tools, information, human) and distributing the corresponding responsibilities and tasks amongst the members of the team assigned to the project. Knowledge of basic or advanced project management methodologies is useful in developing the Project Design competency, but this competency operates at a higher level than mere technical knowledge of these methodologies, which are nothing more than tools that can be partially or entirely employed in a prudent manner or used as a complementary measure.

Process design

 

The Process Design competency requires the competencies of Diagnosis and Project Design, consisting of the capacity to implement progressive changes over time through the coordination of different resources. One of the key dimensions of Process Design is the implementation of a monitoring mechanism that ensures disciplined execution. Within the context of business transformation, the Process Design competency entails the capacity to design a simple methodology that activates the key mobilising factors within an organisation in order to achieve business goals and, at the same time, develop competencies amongst individuals.

LEADERSHIP COMPETENCIES

IntegriTY

 

The word ‘integrity’ comes from the Latin, integritas, -atis (wholeness, virginity, soundness and good physical condition), but the term derives from the adjective integer (intact, whole, untainted or untouched by anything bad). It consists of the prefix in- (no) and a root that is the same as that of the verb tangere (‘to touch’ or ‘to reach’). Thus, integrity can be defined as original purity or something that is untouched or uncontaminated by evil or some kind of harm (physical or moral). Given the fragility of human nature, you could say that someone has the competency of Integrity when they strive to live in accordance with their own values, irrespective of whether they might commit errors along the way. This struggle is an essential quality when it comes to inspiring others to change: there is nothing more attractive than a person who struggles to improve.

Closeness

 

The competency of Closeness goes beyond the habitual warmth that is typical of certain cultures such as Latin culture, which is characterised by being more sociable, open and expressive than, say, Anglo-Saxon culture. The competency of Closeness requires a desire and an effort to come out of oneself – and, perhaps, out of one’s office – in order to come into close contact with individuals and interact with them. Otherwise, we run the risk of leading like a sniper, shooting off e-mails from a distance.

Feedback

 

The competency of Feedback goes way beyond the realm of certain tools (360-degree feedback) and processes (performance evaluation) frequently used by human resource departments in order to provide an objective means of determining variable employee retribution and deciding the path that employees should take within the organisation. The competency of Feedback consists of the capacity to clearly (but tactfully) inform any of the individuals who work alongside us in the organisation of the improvement opportunities available to them, irrespective of their hierarchical position or department. Feedback requires the capacity to be able “to read” people’s behaviour and feelings, as well as the ability to formulate and tackle inspiring conversations that help to transform others.

COMMUNICATION COMPETENCIES

Verbal communication

 

The competency of Verbal Communication consists of the capacity to explain complex matters in a clear, structured, brief and attractive manner. This competency applies to all kinds of meetings, presentations, training sessions and conversations.

Written communication

 

 

In the same way as Verbal Communication, this competency consists of the capacity to explain complex matters in a clear, structured, brief and attractive manner, but in written formats. This ranges from writing a good e-mail message to drafting a report.

Presentation designs

 

The competency relating to Presentation Design consists of the capacity to explain complex matters in a clear, structured, brief and attractive manner by using audiovisual presentation tools (Power Point, Keynote, videos, etc.) This competency requires the ability to employ these tools in order to build a narrative that is appropriate to the context (ranging from a team meeting to a presentation in a large auditorium) and audience in question.

Collaboration competencies

Management of cross-functional teams

 

The competency relating to the Management of Cross-Functional Teams consists of the capacity to lead and work alongside others on projects – at organisations that have a cross-functional structure – involving persons from different areas of the organisation, without any need for hierarchy and with an informal leadership style. At the same time this competency entails assuming responsibilities on cross-functional projects and in different functional areas, ensuring that both progress at the necessary pace in terms of implementation.

Management of meetings, workshops and events

 

The competency corresponding to the Management of Meetings, Workshops and Events consists of the capacity to handle these collective forums in an agile and disciplined manner, ensuring that they contribute value and make efficient use of all the participants’ time, know-how and talent. This competency involves assuming the role of facilitator and using methodologies that are appropriate to different kinds of meetings. Corporate events constitute a meeting format that requires a specific strategic design, especially in view of their considerable communication potential and, at the same time, the difficulty of generating dynamics that contribute value when a large number of people are brought together.

Digital collaboration tools

 

The competency pertaining to Digital Collaboration Tools consists of using the appropriate digital platforms and tools to optimise the quality and efficiency of collaborative work amongst teams and throughout the rest of the organisation. This competency requires users to stay reasonably up to date regarding new technological tools, to exercise leadership in terms of establishing clear rules regarding use, and to demonstrate discipline when it comes to implementing these measures consistently over time.