The latest version of the study shows that Women in senior management positions do not see restrictions on movement as an obstacle to strengthening ties With their work teams and maintain proximity despite the distance. In fact, they claim to have found forms of symbiosis and dynamics, such as new ways of working, that benefited the culture of their entities.
In this way, the board members see that the three main challenges in the business environment are to ensure investor confidence to support economic growth (64%); Guarantee of liquidity and financing for companies (56%). and adaptation of the workforce to promote economic recovery (53%).
The The ability to reinvent itself can translate into a strength to innovate and find alternative sources of income or savings or improvements in processes that ensure liquidity, In addition to keeping the team committed to participating in the survival and recovery of the business.
The above can, as a result, be reflected in the ability of your work team to quickly adapt and, at the same time, re-learn using On-the-job trainingwhich ultimately translates into the necessary resilience in times of crisis and a positive impact on their organizations.
The support leaders receive from their collaborators is likely to be reflected in the optimism they expect about investment plans: 53% expect to return in 2022 and 2023 to the plans they had at the start of the pandemic (versus 42% in the overall sample).
Although survey respondents anticipate certain restrictions on mobility and celebrate the adaptability of their teams, their view of the action plan in 2022 is thatA higher percentage (42%) believes that their collaborators will work from the organization’s facilities, although 26% will choose to continue working remotely.
However, despite the fact that most of them consider adapting the organizational culture to the constant turmoil (88%) and modifying the infrastructure (space, furniture and information technology to the prevailing reality) as an opportunity (76%), caution is exercised, because 50% assert that Their real estate strategies will remain unchanged.
In the study published by KPMG in Mexico, “The Future of Human Resources. Lessons from Pioneers,” it was noted that 10% of senior management members can be considered pioneers because they innovate and set trends.
In this sense, leaders are also pioneers. Currently, 10% are implementing flexible leasing plans and 14% are using, will use or are taking advantage of to optimize costs and provide flexibility and convenience for their employees, by reducing travel times to attend company facilities. It should also be noted that 26% admitted to reducing their real estate footprint or rented spaceas a result of the implementation of remote work or the combination of face-to-face work and telecommuting.
They also learn about other actions that make their organizations more efficient, allowing them to better serve customer needs:
- Integrating different generations into the workforce (82%)
- Maximizing benefits for employees (78%)
- Organizational Structure Adjustment (78%)
These practices are also reflected in funding: 54% of board members have dedicated resources to digitization through new technological solutions. Next to, 38% expect to expand operations in Colombia, the United States and Guatemala on the international sceneand to Mexico City, the State of Mexico, Jalisco and Queretaro, at the national level.
innovation and transformation
The study found that 13% of women in senior management positions consider their innovation strategy to be mature with a focus on continuous improvement, compared to 37% who consider it still preliminary and react mostly in the face of market disruption. A smaller group reports that the innovation is structured and that they have defined and formal processes, or that it is practiced in a controlled manner and is characterized by coordinated collaboration between multiple areas (20% for each option).
however, The majority (67%) acknowledge the need to have the support of the Board of Directors, CEO and other managers to achieve a successful digital transformation.in addition to promoting a work culture of continuous improvement (50%), as well as having the human capital with the skills and training needed to make the transformation (45%).
On the other hand, our country’s business leaders reveal that they will be more disruptive than their colleagues (although they all strive to ensure business continuity), because they will focus primarily on transformative innovation, allocating investment to create from new companies to serve previously unserved markets and customers, While they will seek to focus on incremental innovation with improvements to the existing suite of products or services.
Risk Management and Regulatory Compliance
In terms of risk management, women in charge of leading organizations in Mexico acknowledge strengthening their 2022 strategy with the involvement of senior management (40%), and striving to contain three threats they identified as critical and potentially critical. the work:
- You have the talent
- lack of liquidity
- cafe attack
However, their view points to confidence, diligence and pragmatism, with 40% confirming that these risks are already managed and indicating that if they materialize, their impact will be reflected only in the short term.
Faced with this scenario, They have two main objectives: to provide certainty to interested parties or stakeholders and to protect the reputation of their companies. This is reflected in the importance that Environmental, Social and Governance (ESG) issues have acquired in its agendas.
Some of the strategies that seek to address environmental, social and governance issues include, of course, adopting new ways of working that contribute to reducing the carbon footprint and emissions of polluting gases, or inclusion, equity and diversity policies that enhance attraction and encouragement, including the inclusion of talent that requires some support to adapt to the new work environment, either Because of technological barriers or significant changes in family dynamics.
In short, in the context that spawned COVID-19, there are still many unknowns, but that hasn’t stopped women in senior management positions. Their confidence in innovation allowed them to take advantage of times of change and use it as a catalyst to build a better reality than the one we knew.
Mexico’s business leaders will make changes in their business strategies, as well as in the dynamics with their teams to adopt and promote new ways of working. This seeks to meet talent expectations, is inclusive and minimizes environmental erosion. On the other hand, they are expected to make the necessary investments to generate opportunities and modernize business models by digitizing operations, identifying and managing risks seriously to protect the reputation and value of the companies they lead.