PEOPLE & CULTURE EVOLUTION AND CHANGE
An effective digital transformation is difficult to achieve, scale, and sustain without a real organizational, cultural, talent, and leadership transformation. Agile leadership, the development of digital skills and the redesign of new models of recognition and performance management are a must in any digital transformation. Adapting to new ways of working and hybrid models through the redesign and simplification of processes, the use of rapidly adopted technological solutions, collaborative teams with flexible dynamics and roles, and shared knowledge and remote leadership.
OUR VALUE PROPOSITIONS
People & Culture Evolution And Change
Organizations expect HR managers to contribute to the efficiency of the business, balancing the objectives of preserving the company’s human capital with the costs involved.
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Organizational design based on agility, integration and bimodal models, ecosystems, and peer relationships.
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Network Leadership.
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Optimization of structures (effective, efficient, and flexible), capability management.
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Reorganization in light of Mergers and Acquisitions.
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Shared-services solutions.
Development of management models and dashboards that ensure better integration and alignment of human capital with business strategy and vision.
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Design and implementation of performance programs and incentives.
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Development of management models and dashboards that ensure better integration and alignment of human capital with business strategy and vision.
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Design of people analytics, performance & capacity management dashboards.
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Development of management models that guarantee organizational effectiveness.
We accompany Human Resources areas to develop their positioning as leaders of change and human capital management and in the design of their services toward business areas.
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Remote work solutions.
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Design of spaces that integrate modern work solutions. Evolution of the layout of workspaces to enable more collaborative, flexible and agile work dynamics.
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Collaboration and productivity solutions. Implementation of virtualization of work teams, employee communities and networking, developing digital channels that encourage and facilitate collaborative communication.
Design and implementation of solutions for cultural transformation, skills and adoption, and achievement.
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Establishment of innovative and attractive SMART collaboration, participation and effectiveness programs.
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Development of a culture of digital transformation, which functions as a lever for organizations to successfully transform their businesses.
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Design, development and adoption of the necessary skills for digital transformation.
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Design and implementation of skills conversion plans.
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Generation of new forms of learning with personal learning spaces, experiential training (action learning, gamification) and collaborative, e-learning, e-blended, gamification, learning communities, in a process of a constant review of skills.
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Improved productivity by working with people as the engine of the solution in organizational efficiency groups.
EXPERIENCES
SUCCESS STORIES
We spearheaded the change for the adoption of employee self-management processes (expense reporting, travel management and benefits) through collaborative tools.
Led by the HR area, we carried out the organizational redesign of strategic areas of the business and defined the change management strategy associated with the transformation.
We organized workshops with the company’s work cell Red de Cambio (Spanish for change network) to accelerate the adoption of smartworking and collaborative and remote work.
We collaborated on the definition of the strategy and management of change actions, focusing on impact analysis, communication and training, for the implementation and adoption of the Despegar platform in face-to-face sales in Argentina, Peru and Colombia.
We developed and implemented a collaborative management program to support the design and dissemination of health and safety protocols.
We led the process of methodological adoption and “employee” experience to create a collaborative organization.
We shaped the role of the transformational leader. We conducted training to strengthen digital competencies. We implemented a Communication and Adoption program to give visibility to the change, clarify messages and benefits, as well as the achievements of each cycle.
In collaboration with HR Management, we carried out a review of strategic objectives, clarifying the essential missions of the area to define functional roles aligned with them and the opportunities to solve through robotization the automation of lower value activities.
WEBINAR
EXPERT’S OPINIONS
3 keys to enhace the Human Resources área.
Lourdes Spotorno, Paradigma Manager
Challenges to accelerate digital transformation.
Gabriela Sneider, Paradigma Partner.
The inner look of transformation. ¿where are we?
Gabriela Sneider, Paradigma Partner.