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A digital, inclusive and cultural transformation in companies

In a world that is turning faster and faster, change is inherent, especially in the context of instability in our country, where 76% of the economy is “cold”. During the first Annual Management Event organized by the Institute for Business Development of Argentina (IDEA), the future scenario was raised both from the economic and from the social, through the incidence of technology in the workplace, the future of the work and the need for inclusion and innovation.

According to the Global Competitiveness Index issued by the World Economic Forum, in macroeconomic instability, Argentina is ranked 136 out of 140 nations evaluated. On this aspect, Luciano di Gresianotes that since 2011 there is a trend of almost zero economic growth, high inflation, low employment generation, and falling competitiveness: “All these factors allow us to define that there is a bad balance in the economy of Argentina. Among the forces that maintain it is a great size, composition, and quality of public expenditure; the regressive tax system; sick federal fiscal relations and restrictions that affect the deficit, “he said. In spite of this, the specialists of the panel “Economic, financial and fiscal panorama of 2018” coincided in visualizing for next year a better scenario for the activity. Before the question of how to evolve to a good equilibrium, di Gresia summarized that, without hesitation, the process has to be cooperative.

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In the search for solutions, within the panel on “Passion and purpose as engines of transformation” the importance of the work carried out from the companies was highlighted, creating value for the community. One way to achieve this is by engaging socially and environmentally. This is how a new model called ” B companies ” takes precedence.

Pedro Tarak, president of Sistema B Internacional developed its advantages: “The root of the crisis lies in integrating our human dimensions into the very genetics of the organization. The essence of company B is its purpose, making an impact on sustainability and at the same time resulting in a highly profitable business. ”

Within the second day of the meeting discussed how to implement the reflections in daily practice to improve business activity.

Francisco Ortega, a Senior Partner of McKinsey & Company, reflected on the way in which technology has changed the economic landscape in the world: “The challenge for local firms is to keep innovating so as not to be left behind. We verified that the companies that lead the digital transformation are those that are adapting to an approach divided into three levels: the transformation of the current business; the development of the necessary skills and talent; and finally posing a disruption in the ecosystem. It is because of this attitude that we consider them successful. They stand out for their financial performance as well as for the competitive advantage they developed from the strengthening of the customer experience. ”

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One of the most controversial points of the meeting was the dynamic technology-employment and the role of artificial intelligence in the work of the future. Sergio Kaufman, president of Accenture for South American Hispana, expressed on the matter: “One of the great world discussions is the geopolitical distribution of knowledge. It is the human that defines work, not technology. When we look at the issue of automation there is a fear of unemployment, there are even governments that try to slow down their progress. Korea, Singapore, Germany, and Japan, the four countries that must develop and invest in robots and artificial intelligence, have between 2% and 4% unemployment, are at the lowest levels in the world. Technological unemployment does not exist, it is a myth, there are failed labor transitions. When measuring the impact of technologies on tasks, only 13% will be supplanted by machines, while 72% will be powered by their development.

Although professionals from the most diverse areas participated, all agreed on the importance of constant learning and the human factor, an irreplaceable differential that arises from the creativity of people. As Kaufman emphasized: “One part of this that we still have to work hard for is diversity, talent comes from diversity. When a whole team thinks like nobody is really thinking. One problem is the lack of inclusion of women from society, mandates and cultural teachings. It is a central issue that has a lot to do with economic growth since the potential lost by not including women in the labor force and management is gigantic. ”

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On the contribution of women in the business environment, MarĂ­a Amelia Videla, Director of Sustainability and Public Affairs of ManpowerGroup Argentina. He highlighted its relevance to promoting the social change we need in the country. The present is still very inequitable in all industries. According to a study by the World Economic Forum on the gender gap, we are in the 111th place regarding the possibilities of economic participation. “To close this gap, 217 years are missing. We must not associate competencies with gender biases, we need to start questioning the way we relate. It is time for us to work together, men and women, to make a cultural change. Because the future is not a world of employment but of skills, “concluded Videla, inviting those present to create opportunities for all.

Faced with a context of disruption and revolution, the ideas, decisions, and actions that we implement can lead to errors and discouragement, but they can also lead us to resignify those failures so that they become learning, what is definitely not an option is to stay static.

The meeting revolved around the power of organizations to transform reality and culture in turn. As the title of the initial panel “The cultural change is me and it is now” emphasizes, the main role that can be taken to promote positive change was stressed, highlighting the importance of both inclusion and education to achieve it. In this sense, all the speakers agreed on the fundamental need for cooperation for development. The Annual Management Event, when conceived as a space for the exchange and generation of collective knowledge, was the first instance in the search for that collaboration.

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