“We are more efficient in processes, more autonomous and closer to each other, we are more collaborative. Before there was a culture of the CEO making all the decisions, today I can go on vacation and the team works alone. They collaborate a lot with each other. Before I had to give them the ideas, now they come together and come up with ideas, solutions.”

Andrés Hecht – General Manager Perú - Taco Bell

77% of the participants believe that the transformation of the business model will necessarily involve a change in the organizational culture, and 84% believe that culture is of great importance as a driver or an obstacle to the transformation of the business model. Based on this data, we can say that there is a consensus that culture can be both a strength and a weakness.

Furthermore, 73% think that organizational culture will have a very significant impact on the organization’s leaders, significantly modifying their behavior, thus confirming the importance of alignment between culture and leadership.

When we talk about this “new leadership,” and according to McKinsey³, which puts at the center of the transformation not only culture, but also the statement of purpose that “satisfies people’s need to feel that they belong and are part of something bigger than themselves,” we understand why leaders in this new environment must pay special attention to building and transmitting this sense of purpose.

From these reflections, we link to the key characteristics that project participants consider essential in an appropriate culture to accelerate or consolidate transformation, in order of importance:

1. Agility;
2. Collaboration and Teamwork;
3. Innovation;
4. Flexibility.

Finally, if we previously cited the “Ability to attract, retain and develop talent” among the key organizational capabilities to succeed in their transformation to new business models, recent studies show that for a growing percentage of executives, culture is a top priority when evaluating a potential job change. We are even starting to see more and more candidates requesting a “Cultural Fit Analysis” before deciding whether or not to join an organization. Our ATHENA tool allows us to assess the fit between the candidate’s drivers and those of the organization, their boss, and their peers.

“Demand for results, focus on what can be achieved rather than on effort. According to our climate survey, employees are looking for flexibility and space for each other: more empathy”.

Irina Catta Preta – Head of Talent & Culture Brazil - Raízen

What are the differences in the cultural transformation per region?

“Organizational culture can have a positive impact. And it will depend largely on the commitment of the head of the organization (Executive Team) and the adoption of the ability - objective of adaptation / transformation.”

José Manuel López – Human Resources Vice President México – Grupo Axo

What are the differences in cultural change by industry?

If we analyze the industry responses, it is clear that some are much more advanced than others in the evolution of their culture as a lever to achieve the strategic objectives and the transformation of their business models. Possibly more recently formed companies, which are not “heirs” to a series of cultural evolutions, are closer to having this culture “right” than those that have tried to transform their culture continuously, and often unsuccessfully, in recent years.