Our model is based on a simple methodology for managing transformation. It revolves around a selection of strategic company projects and facilitates both the disciplined execution of them and the development of personal skills.

It is the ability 1) to “read” complex situations, where there is an abundance of information, aspects and players; 2) to identify the critical factors, and 3) to make practical decisions that expedite obtaining the desired results.

It is the ability to transform strategic challenges into projects with specific goals that achieve tangible and measurable results within a limited period.

It is the ability to lead project execution by empowering multidisciplinary teams to focus on early and incremental achievements, through an iterative learning process and dynamic planning -with disciplined follow-up-; keeping the team cohesive even in crisis situations.

It is the ability of living consciously and consistently according to specific values focused on improving oneself and helping others to improve. Given the frailty of human nature, it is not hard to succumb to daily conduct that fails to live up to one’s values, meaning a constant battle is required to maintain one’s integrity and to recover it whenever we fall short.

It is the ability to develope a genuine interest in others that allows you to get to know them, appreciate them, earn their trust and help them develop their talents. Closeness goes beyond the usual warmth of some cultures, such as the Latin culture, which is characterised by being more sociable, open and expressive than, for example, the Anglo-Saxon culture. This skill embodies the desire and effort to go beyond oneself and get closer to other people, and together fomenting a stronger bond that transcends mere technical and strictly professional interaction.

It is the capacity to express opportunities for improvement -gently and clearly- or to express recognition for an action or performance to any of the people with whom we collaborate in the organisation, irrespective of their hierarchical position or the functional area to which they belong. This skill requires developing the ability to “read” people’s behaviour and feelings, and also the capability to design and approach inspiring conversations that help them improve. There is no tool more transformative than a face-to-face conversation.

It is the ability to explain the complex in a clear, concise and attractive way. This skill applies to all types of meetings, presentations, training and conversations. Non-verbal communication also plays an essential role in the consistency of the message and helps increase its impact.

It is the ability to explain the complex in a clear, concise and attractive way in written formats, while respecting spelling and grammar rules. This skill applies to all types of written communications that occur in an organisation: from writing a report that provides real value to writing an email subject line that captures and focuses the attention of the recipient.

It is the ability to explain complex issues in a clear, concise and attractive way, using when appropriate audio-visual presentation tools (PowerPoint, Keynote, Prezzi, videos, etc.). This skill requires the ability to construct a narrative adapted to the type of context (from a team meeting to a presentation before a large gathering) and the kind of audience.

It is the ability to use the appropriate digital platforms and tools to improve the efficiency of each person’s work and collaboration with the rest of the organisation. This skill requires a reasonable update on new technological tools, leadership to create clear rules of use and discipline to implement them consistently over time.

It is the ability to conduct these forums in an expeditious and disciplined way, ensuring that they provide real value, through efficient use of all the participants’ time, knowledge and talent. This skill involves assuming the role of facilitator and using appropriate methodologies for different types of meetings or workshops.

It is the ability to lead and collaborate on projects with people from different functional or geographic areas, through informal leadership based on influence and not on hierarchical dependence.