The essence of leadership is managing culture, and the essence of culture is enabling leadership to reach its full potential. We know that current corporate culture models are experiencing a turning point. On the one hand, disruptive technologies are accelerating the change in consumer habits and business opportunities, demanding, at the same time, greater agility in the “Go to market”. This requires a type of agile talent that must adapt its approach to work differently, embracing new methods, technologies, and approaches that align with the evolving demands of their roles and the organization. But this talent, in turn, is demanding greater freedom, flexibility, and autonomy to work where and when it is most productive, placing special interest in the search for well-being and finding a genuine purpose that gives meaning and sustainability to their commitment.
Kingsley Gate has carried out a study that involved 538 executives from Argentina, Brazil, Chile, Colombia, Spain, Mexico, Peru, the USA, and Venezuela, to understand the impact of the process of transforming business models on the style of leadership, company culture, and the Talent Value Proposition.
This research study suggests that culture and leadership are critical factors for successful transformation projects. They interact with each other, leading to a new Value Proposition for Talent. This proposition is vital for attracting, retaining, and engaging talented individuals in today’s competitive landscape. By prioritizing innovation, creating opportunities, and implementing efficient strategies, organizations can effectively address the challenges of talent scarcity and maintain high performance.
