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Mexico towards 2030: deciding with the support of data

11 de marzo de 2020
Mexico towards 2030: deciding with the support of data

In relation to the above, I refer to the report «Executive Outlook: CCL 2019 Summary of Leadership» by the Center for Creative Leadership, where it is revealed that, in the United States alone, 39% of companies do not exploit international business opportunities in the absence of leaders with the necessary global trajectory in sufficient quantity.

Despite the existence of financial conditions to support international mobility projects, companies have overlooked or postponed the undertaking of initiatives to create or enrich an intellectual capital force capable of interacting successfully in one continent or another.

Consequently, the skills associated with aspects such as multiculturalism, adaptability and communication are positioned more as a wish and not as a reality. To address this overwhelming gap, the Center for Creative Leadership reveals that CEOs and HROs surveyed recognize at least six critical tops to conquer to succeed in the global business environment:

• Management of cultural conflicts
• Adaptation of behaviors
• Creation of objectives and shared work
• Management of the relationship between companies and local businesses
• Communication beyond any barrier
• Understanding and managing external forces

The questions are serious, and the answers do not emerge at the required speed. What stopped being done in the neighboring northern country that today faces this peculiar circumstance? As a global economic and political power, how is it possible to reach 2020 without the enough volume of effective executives to influence the market? What is the situation in Mexico?

Currently, our country faces great challenges on high-impact issues such as deficits in public security, international relations with major trading partners, public health, education, and the fight against economic and social inequality.

At the market level, the national currency has remained stable, but not necessarily due to a particularly proactive policy, especially in the context of the prevailing slowdown. Furthermore, in this context, various means are sought to bring to life a Labor Reform that, in itself, represents wide complexity for its implementation; and, in the political arena, the convenience of outsourcing between the poles of legality and illegality is debated. The scenario is complicated and there are, at least for now, perhaps too many open fronts. Robust data analysis is required to better understand these and other angles of reality.

So, what should be the top priorities for CEOs and CHROs in Mexico? I dare to propose that the C-Suite or the management team should be organized into three fundamental working groups.

• Increase market share
• Ensure long-term business continuity
• Data analysis to drive high impact decisions

The first team is responsible for the daily performance of the company to ensure the best possible place among the competition, with high indicators of sales, quality, coverage and service; offering the consumer a relevant and valuable offer. Instead, the second set of leaders must set goals that will propel the company toward achieving goals throughout the decade that has just begun.

It required? Here comes the third work group that will focus on generating robust analyzes to drive high-impact decisions throughout the value chain. Derived from the application of Artificial Intelligence, Big Data, Small Data and other methodologies, the company should be able to:

• Establish a powerful vision at five and ten years; for example, the position and percentage of market share that is projected to be achieved, with a solid and feasible forecast.
• Plan supply and demand; that is, the goals of product or service circulation based on consumer behavior.
• Also project the supply and demand of talent, including leaders, middle managers and workforce for production, logistics, service and sales operations.
• Program the plans and projects that will facilitate the fulfillment of organizational goals: innovation, acquisitions, equipment renewal, new technologies, transformation and talent development.

Also, for Human Resources, the challenges of the new decade lead to the indispensable reflection of neuralgic aspects in order to have the best human talent throughout the entire organization. Similarly, the analysis of large volumes of data, beyond the coldness of the static indicator,

• Make the company an extraordinary place to work for its value proposition towards the collaborator and offer an environment of personal, work and professional development.
• Always ensure that the organizational environment is harmonious and free of psychosocial risks.
• Maintain an attitude of permanent corporate social responsibility that strengthens the membership of employees.
• Continuously improve in all talent management processes, consolidating them, making them more accessible, simple and profitable for the organization.

Undoubtedly, the company that has the appropriate data analysis and leadership will quickly reap the rewards of taking on the challenges of a new decade in which humanism will be imposed as a criterion of development in advanced societies and that should be transmitted to high speed.

By Mauricio Reynoso, Principal of the Mexican Association in Human Resources Management (Amedirh)