Alberto Levy. Director de Consultoría, Innovation & Growth. Deloitte Latin America Countries Organization

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Mente – El Conocimiento

por Alberto Levy | 04 de Julio de 2008 | Competitividad, Preguntas

La Mística no es el logro exclusivamente emocional que se pretende sólo para que la gente esté bien.

Además de ese objetivo importantísimo, la mística es la única vía posible para que cada miembro de la organización se transforme en una antena, en un radar que permita detectar fortalezas, oportunidades, debilidades y amenazas e innovar.

Cuáles son las fortalezas que tenemos que nos aseguren plantar la bandera en la colina.

Cuáles son nuestras debilidades.

Qué oportunidades se nos presentan para efectivamente conquistar la colina.

Cuáles amenazas enfrentamos que nos lo pudieran impedir.

Cuando todos los miembros de la organización se acoplan y se alinean con estas actitudes y aptitudes, la organización puede ser entendida como un sistema que aprende, como un sistema que piensa. Como una MENTE que no para de desafiar lo establecido y liderar la innovación.

Entonces, el líder muestra su profesionalismo, el resultado de su experiencia.

Mejora continua implica procesos de detección de innovaciones de arriba para abajo, de abajo para arriba y del medio para arriba y para abajo.

Casi siempre en las empresas estos procesos son conducidos de una punta hacia la otra. O de arriba hacia abajo o de abajo hacia arriba, pasando alegre e irresponsablemente por el núcleo del problema SIN DARLE IMPORTANCIA. Este es el nivel de los mandos medios. Nuestro proceso de Innovation & Growth requiere que los mandos medios estén fuertemente involucrados.

Todos los procesos modernos de management apuntan contra los mandos medios: Downsizing, delayering, outsourcing, reeingeneering, rightsizing. Cómo eliminarlos. Entonces MIEDO. PARÁLISIS Y SILENCIO. NO HAGAN OLAS.

Para colmo, síndrome “linchamiento”. Lo que les piden los de arriba sólo se lo pueden dar los de abajo. Lo que les piden los de abajo, sólo se lo pueden dar los de arriba. Terrible. Lo malo es que los mandos medios SABEN MUCHO y BIEN MOTIVADOS CONTRIBUYEN más que nadie.

Todo nos demuestra que la vida empresaria está recorriendo el camino de lo simple hacia lo complejo.  El entorno en el que toda empresa vive es cada vez más discontinuo, errático e imprevisible. La empresa “percibe” lo que sucede en su exterior, y que percepción es una interpretación de la realidad, bien o mal hecha.  A esa interpretación la llamamos “escenario”.

Pero que cada miembro de la empresa tiene una “percepción” de esa interrelación que puede no ser efectiva, que puede no coincidir con la “realidad” y que puede no coincidir con la de los demás miembros del equipo gerencial.  A esta percepción la llamamos “paradigma”. Esto puede producir conductas diferentes y hasta conflictivas, en las que un miembro puede no entender el razonamiento o las acciones del otro.

Por último, el desempeño de la empresa depende del correcto proceso de adecuación a su entorno para lograr innovación anticipatoria. Es decir, el problema gerencial consiste en saber lo más posible del escenario y saber innovar proactivamente lo más posible la empresa.  Pero ¿qué es saber en la vida de un gerente o en la vida de un empresario o en la de un alcalde?  ¿Qué quiere decir un gerente o un empresario o un intendente cuando dice “yo sé cómo manejar esta situación”?


Ejercicio de Mente

Preguntas

1. ¿Cómo está entrenada su gente para evaluar INSTANTANEAMENTE (en tiempo real) la habilidad actual y futura de cada de cada producto-servicio, dado el mercado, la competencia, el escenario general, sus recursos, su cultura y su administración?

2. ¿Cómo está entrenado cada miembro de su organización para -de la pregunta anterior- detectar debilidades?
¿Para detectar fortalezas?
¿Para detectar oportunidades?
¿Para detectar amenazas?

3. ¿Qué diferentes “construcciones objetivas” pueden distintos miembros de su organización haber creado viviendo el proceso explicitado en las preguntas anteriores?

4. ¿Qué brechas manifiestas o latentes puede haber entre lo que se dice y lo que se hace?

5. ¿Cuáles miembros de la organización aprenden y operan mejor en la vía de la experiencia concreta?

¿Cuáles en la vía de la observación reflexiva?
¿Cuáles en la vía de la conceptualización abstracta?
¿Cuáles en la vía de la experiencia activa?

6. ¿Qué compatibilidad existe entre los roles y funciones que cada uno tiene la responsabilidad/autoridad que desempeñar y su vía de aprender y operar?

7. ¿Cómo es todo esto aprovechado como plataforma de la innovación?



104 comentarios para “Mente – El Conocimiento”

  1. Completamente de acuerdo con la importancia de la gente y del desarrollo de la mistica.
    La empresa requiere de todos sus recursos para alcanzar un funcionamiento óptimo. Los recursos humanos son un gran activo con un potencial inmenso pero que debe ser encausado. Tienen el poder de disparar la rentabilidad de la empresa, de sumirla en la mediocridad o de hacerla desaparecer. La dirección en la que se oriente cada empresa dependerá del compromiso de su gente. Si se desarrolla la mística, se consigue alinearlos con los objetivos de la compañía y de esta forma se consigue sinergia. Al trabajar todos en conjunto, con un mismo sentido y con igual objetivo se logra un efecto que supera a la suma de las partes. El resultado es un efecto exponencial de los aportes individuales y se alcanza que la empresa funcione como un todo, como una MENTE.
    Los mandos medios son importantes en este proceso dado que son el nexo entre las posiciones netamente operativas y las netamente dirigenciales. Los mandos medios son un hibrido que conocen los pormenores de ambos extremos y que por lo tanto pueden hacer un aporte integral de la situación. Así, pueden brindar información que los gerente quizá desconocen o que les llega distorsionada.
    La colaboración conjunta de todos los empleados de la empresa genera compromiso (sienten que verdaderamente realizan un aporte y que son tenidos en cuenta) y produce sinergia. Se consigue detectar mas rapidamente los cambios en el contexto en el que se opera y de esta forma encontrar nuevas oportunidades. Consecuentemente, es vital el desarrollo de la mística para el éxito empresarial.

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