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In the current global market context, organizations capable of innovating quickly, adapting to change and implementing projects with greater flexibility, will reap its benefits. What are the levers we need to move to trigger change toward a mindset of agility and new ways of learning?

March 8th is Women’s Day and this year, International Women’s Day has defined ‘Breaking the bias’ as its theme. This slogan invites us to break with the biases that affect the way we think and act in a broad sense: in our communities, social groups, schools, universities and, of course, also in our work spaces. What are cognitive biases? How do they affect different genders in companies? Why it makes sense to work on them?

Faced with the need to strengthen their response capacity, companies are considering organic organizational models, such as Network Organizations, which ensure a greater flow of knowledge and autonomy for decision-making. However, the path for their adoption is still not clear and generates various pain points. Is it possible to measure the quality of this organizational model to mitigate these pain points and facilitate its adoption?

Efficient business structure and resource allocation require one crucial element: knowing what to stop doing. However, two immediate questions arise: What activities should we cease? And, how can we effectively prioritize to achieve desired outcomes? 

In a dynamic business world, companies with static strategies are destined to failure. The concept of ‘organizational agility’ is essential in building a competitive business. What is a strategically agile company and how is it managed?

Companies are the result of the decisions they make. This is why reviewing the way in which decisions are made in an organization is critical to achieving the objectives and attaining the desired results.

One of the biggest challenges executives face resides in making a new strategy permeate the company’s DNA –simply but efficiently incorporating it into everyday practices so that it guides all decision-making processes and leads to the desired results.

Although omnicanality has been long discussed, the customer’s expectations and the actual experience provided by companies are still very different from one another. What are the main challenges companies face in order to establish a continuous, mutual and consistent dialogue with their customers in every channel? How can they overcome them?

We’ve tried, time and time again, to be attentive to opportunities. We’ve tried to detect them, capture them, and transform them into business; and what’s more, we’ve even been paid for doing so. But does that make us strategic? Can this attention help us define the business strategy?