From the monthly archives: February 2016

To Innovate and to adapt or a step forward for frustration

The huge importance of being efficient and effective in organizations or to design and implement products and services that are efficient and effective for our consumers and / or users is primarily a result of the need to get answers or find solutions to ensure the satisfaction and loyalty of th0se same consumers and / or users, also known as customers.

This is synonymous with sustainability.

When sometimes we delude ourselves with the rapid growth curves that some organizations have we often forgotten (if we are interested in good examples) that the novelty factor is often responsible for these growths unstructured and unsustainable.

In these cases, it may be that we were easily convinced by the abetting to satisfying some want or own wills, rather than properly defining the problems or, rather than respond to the real needs of people.

It is always of people, in the last resort, we talked about!

To achieve levels of efficiency (producing or acting with a minimum of waste, cost or effort) and effective (the power or ability to have an specific effect), in our organizations, we need to start by create within us a dominant concern centered on people.

We can and must talk about the importance of processes and systems in the desired results by the organizations but we must not forget the roles of these wonderful actors who are the collaborators of an organization.

Quite often, we hear or read about the need to innovate in order to maintain certain organization in healthy competition with the market where it operates but almost never interrogate ourselves if in fact that meets the needs of our users or consumers.


Much of the time we do not innovate and we are looking only for new things, i.e. new developments that add no value and thus expose not only the recipients of our action but also the collaborators to frustration, discouragement and abandonment of flags and values ​​of the organization.

To identify the problems of our organization should be the first step for growth if it means sustainability and well-being of all parties that comprise the organizational system (management, employees, partners, customers, etc.).

Maintaining a healthy balance between the approach to problem solving and the satisfaction of collaborators is another step to take when we try to innovate or adapt the organization to a new organizational context.

It is relatively easy to understand the need for this balance if we are aware of the ease with which we develop new ways just because there are trends that we embrace immediately or just because some good practices are received with open arms without having into account the context.

These conditions usually give rise to two new problems, namely:

One is the lack of control by the management and HR behaviors models that these trends carry. This means that we need new procedures and attitudes at work, which leads to a new incorporation of new roles and a new awareness of the limits of performance.

Another is the need to analyze well what the responsiveness the organization has to incorporate these best practices in order to be able to meet the real needs of customers and maintain the balance of satisfaction and motivation of collaborators faced with new requirements in terms of skills.

It seems clear, if we reflect a bit and if we use some of our critical thinking, that people in situations of change, cannot be seen as mere objects of change management models.

People are the core of the changes in organizations and these people may raise the organization to the top competitiveness, as they may limit their existence in different organizational environments.

What do you think?