Companies must become the new trendy social network. It is not about flooding their departments with likes but about conceiving their operation with the same characteristics as Facebook, LinkedIn, or Twitter. The new corporate models that will lead an increasingly near future must address the decentralization of labor relations.
Weave a network of personal and professional connections where it matters little where in the world they happen. The physical office is no longer the epicenter of companies. The medium and long term draws some organizations far from iron hierarchies, with very flexible structures.
Rodrigo Miranda, Director of the ISDI business school, conceives the new business models as bodies of open, distributed, and delocalized relationships. He clarifies that no one should understand relocation as something negative.
The company must be designed as a structure of internal interactions, of workers, and external, of clients. To be able to work from anywhere in the world. With the pandemic, we have realized that it is possible thanks to virtualizing work environments,” says Miranda.
Those known as hybrid models, which mix face-to-face with teleworking, will be the norm in most organizations. This is how Luis Díaz, Head of Talent and Organization at Accenture, explains it. It will be easier for those who have made an effort in technological means and organizational adaptation.
Rethink the Way you Work
Despite the central role of teleworking during the most challenging moment of the pandemic, its continuity is not entirely assured. Most experts understand that it must be maintained and strengthened, but its implementation has been dwindling for months.
At the same time, competitiveness is also at the center of this new social network. And it is time to rethink its definition if an organization intends to get ahead in the face of the challenges presented to it, which will be increasingly complex. Better to eliminate the idea of the total number of hours worked. The new context makes it necessary to focus on the execution of tasks and the achievement of objectives.
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As if that were not enough, it is convenient to rethink the way of working and organizing. The watertight departments are ending, and everything is configured around projects. A liquid format where fixed structures have no place. As a good social network, the future company must quickly adapt to what happens in an increasingly volatile context.
Agile methodologies, also lean, represent a meeting point for companies. What does it consist of? «In making small pilots or prototypes from which to learn and evolve if they are successful.
Best Work Experience
It seems more or less evident that without adequate work experience, competitiveness disappears. Díaz highlights the importance of having a new paradigm for measuring this factor. Take into account their performance based on the type of work carried out and always focus on the objectives. A change is only within reach of those companies that accelerate their cultural transformation that they understand the transversality of this phenomenon.
If collaboration is capable of establishing agile and productive dynamics of remote collaboration, if the more controlling or more analogical bosses are not capable of managing their own anxiety of not seeing the team at their table and think that being productive is always being available … Probably the productivity declines”, qualifies Díaz.
Deloitte places process automation as a mandatory subject for any future company. Especially for those who intend to consolidate their position tomorrow. In its most recent report, the consulting firm concludes that 73% of companies use these technologies, especially robots, machine learning, natural language processing, and business process management (BPM). Comparing the adoption percentage with the first study carried out in 2015, the increase has been 60%. And they are increasing competitiveness by an average of 12%.
There are still critics of the introduction of these tools. Voices continue to emerge that fear little more than a revolt of the machines, in the purest style described by the science fiction writer Isaac Asimov. Disasters aside, the new reality clarifies that the road runs along this technological path.
It is not about replacing labor but about understanding which processes or areas are repetitive and lack added value. Most experts understand that there are mechanical elements and others in which to invent and operate with excellence. Engineering tasks that give creativity options. And their employees can add value to the end customer.
To complete this future undertaking, the fight to break gender inequality cannot remain on the sidelines. The report by the consulting firm Grant Thornton on this matter yields a worrying conclusion: only 34% of women held a senior management position.
To this must be added the wage gap, which the INE places at 16.2%. For all these reasons, the business fabric has a task of inclusion ahead of it that will condition a large part of labor relations during this decade.
A scenario of profound changes is coming—a transformation of the foundations of the system worthy of past revolutions. However, no expert doubts that it is feasible to compete successfully. Add to that high part of the recovery in K . There is no better recipe than starting with the top management.
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