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The issues of inclusion and diversity are quite novel and perhaps the favorable effects that it could have on the functioning of the economy and business activity are not yet quantified. We could start by citing the word "innovation" as a key element likely to be influenced by policies of inclusion and diversity. Companies linked to fashion can take advantage of this factor and exploit the creativity associated with the introduction of diverse cultural values. The planet has abundant cultural diversity, therefore, if properly utilized, substantial benefits can be obtained caused by the application of inclusion and diversity policies.
If we are fully aware that we are absolutely responsible for our actions, we will know the moment in which we have a more accurate criterion than that adopted by the organization to which we belong. It is an exceptional situation, very atypical, where courage is the value that must prevail.
In recent years we have attended the event of accelerated increase in data management power. If you have created a sea of information we now have to learn to manage. The data is useful insofar as it provides useful results, where the term "utility" must be interpreted in its broadest concept. We can spend millions of dollars on powerful equipment and programs that allow us to have a superabundance of data on which we move, but can we design a successful commercial campaign based on what that data gives us?
The loss of competitiveness that Europe has been suffering for several decades in terms of technology and business is evident. The consequences are notorious but, fundamentally, we can link it with the economic stagnation that characterizes the continent and that many specialists in that region refuse to accept. In the same way, policies focused on the granting of social benefits are an anchor for economic growth and become obstacles to the well-being of the next generations of Europeans. Asians are on track to overcome the standard of living of Europeans by resorting exclusively to economic growth, technology and forgetting about social benefits.
Setting parameters about systems change processes is a novel trend in the studies of the functioning of organizations driven by the needs created by "technological migrations". However, there are other areas in which systems change studies can make significant contributions, for example, politics and economics; especially in what are called "failed states". If we try to adapt the contents produced by the "technological migration" environment to politics and the economy, we see that some postulates must be altered. Obviously, these are "different environments."
Continuous economic growth with high growth rates allows demographic growth events to occur without major setbacks, even more, population growth represents another opportunity to continue with the high growth path. It is an inertial movement that links two highly relevant variables: economic growth and population growth. As in the laws of physics, after reaching the inertial movement, the required effort is minimal. The difficulty we find in reaching this inertial movement lies in the initial impulse that must be supplied, which comes to require an extremely large amount of energy. Here there is an important ethical problem, since the great effort that a generation made to take the country forward will not yield results but within the next two or three generations.
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It is not possible, nor desirable, for companies to adjust quickly to every small movement that appears in the market. In this sense, stiffness an element of value. However, the entrepreneur must distinguish the fundamental trend that is prevailing in the market in which it is developed and make many small movements in his organization to adapt to such a trend. Incorporating too much flexibility into the organization we manage can increase the operational and financial risk of the company's main activities. If the environment in which the company is located changes with extraordinary rapidity, it may be preferable for the company to abandon accessory functions and concentrate exclusively on the core of its activity.
https://www.facebook.com/McKinsey/videos/2146612382309200/?t=10
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Each institution establishes its range of goals according to "extra-institutional" factors. Some should permeate "small goals" schemes while others only make sense if they reach "big goals"; the latter can be disaggregated, in turn, into "small goals" but until the "great success" occurs they will not have been able to satisfy the need for which they were created.
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The characteristics of today's professional activity oblige subjects to engage in several activities simultaneously. It is not a desire, it is an obligation. To learn how to balance these tasks, priorities must necessarily be established depending on several factors but, fundamentally, the remuneration, the perspectives offered by the field of knowledge and the time required by the activity. Prioritizing means abandoning activities when this is required, I think this is the point that prevents this facet from being properly assimilated: we are not willing to abandon activities.
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Around the issue of the role of women in society, it is clear that there are unquestionable advances. However, greater participation implies greater responsibility and greater disposition towards attitudes that might seem unkind, such as criticism. More maturity is also required, especially now when psychologists talk about the appearance of the adult-fragile or the adult-girl.
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I don't have much confidence in the studies that parameterize the behavior of the employees. I believe that the incorporation of value to the company depends to a greater extent on the characteristics of the productive processes, on the strategies to market, on the ability to handle the financial aspects, etc. However, there are some cases in which some employees, considered talents, add value to the company through their ingenuity. I believe that a company should not depend more on the skills of its employees but on the value that managers and managers incorporate. A company that recharges excessive responsibilities on the shoulders of its workers creates an atmosphere of great tension and conflict.
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The era of high oil prices resulted in the multiplication of activity in the oil and gas sector worldwide. Obviously, the demand for specialized, non-specialized workers, engineers and students increased to the same extent. As oil prices fell, although this was not accompanied by a drop in the price of gasoline and gas worldwide, the number of projects related to the sector decreased and as a result the demand for engineers and students.
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Transformation is not the cure to all diseases. Only the constant diagnosis and the detection of failures and problems indicate the moment in which the transformation should be considered as a possibility. An organization that worked for years without intense diagnosis and evaluation could have accumulated such a number of problems and failures that only the application of constant transformations seemed to be the way to route it. It is an emergency situation where other principles can be applied.
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The design of industrial platforms has not advanced as fast as the telecommunications sector and the digital economy have done. It has not yet acquired the character of "smart." The consequences of this lag on the economy is such that it generates unquestionable social problems. The creation and implementation of intelligent industrial platforms would not only be very profitable but would solve problems that politicians have not been able to address.
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