Condiciones que caracterizan a los socios estratégicos que logran la incorporación del agilismo como atributo cultural en las empresas

Abstract

Organizations are going through an accelerated increase in uncertainty and the speed of change, so failure to adapt quickly can mean their disappearance (Gómez-Mejía et al., 2007), which requires an agile incorporation of practices and attributes that favor it. Among the skills that favor the adaptation of organizations we find the ability to respond, anticipate, efficiency, flexibility, speed, innovation, knowledge management and agility (Charbonnier-Voirin, 2011). The latter has gained strength in recent years, becoming a central element in business strategies (Ganguly et al., 2009). Agility becomes a competitive advantage, since it allows the organization to be among the first to detect threats and opportunities in markets that are constantly changing (Dyer & Shafer, 1998). Now, understanding the strategic nature of agility, the concern of how to incorporate it into an organization arises. And one possible path is to understand it more as a cultural attribute than as a strategy, as Drucker (1999) said so well when he stated “Culture eats strategy for breakfast”. If we work along this line, that is, from the creation of a culture that facilitates and incorporates agility as an attribute, we can then use and take advantage of the cultural management mechanisms that have been documented in the literature for the incorporation and development of other attributes. cultural, Cameron and Quinn (1999), point out that human management actions must support the culture desired by the company, as well as mention that organizational success depends largely on how the organizational culture is compatible with the demands of the environment. Within the different mechanisms to ensure that a desired attribute is incorporated into the culture of organizations, they often use mentors to promote it (Cameron & Quinn, 2011). These are people who are delegated the responsibility of accompanying the teams and the organization in the creation of routines and habits that sustain the attribute, they must also sensitize people by transmitting and giving solidity to the beliefs that give basis to such attribute. Sometimes this figure in companies is called a Strategic Partner, according to the literature, this is the one who collaborates in the design of the corporate strategy, participating in its definition and aligning its practices with the business objectives of a company. In addition, it guides human management systems and sets their priorities. Your mission should be to redefine the value proposition of your area and enhance its impact, in order to achieve the expected results (Ulrich, 1997). Thus, the figure of the Strategic Partner becomes central to the success of the business, but from a cultural management perspective.