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  • Virginio Gallardo 9:00 am on December 20, 2013 Permalink | Reply
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    12 Behaviors of a Transformational Leader 

    Estimated Reading Time: 5 minutes

    Note from the Editor: Today we bring you this article that Virginio Gallardo published in his blog which we found interesting to open a new discussion thread at Zyncro. What types of leaders are there in businesses? What type of leader transforms an enterprise into a social enterprise? What characteristics should this leader have? Tell us in the comment section 😉

    We are in a new age where talent management requires new leadership. I suggest that we analyze the characteristics of the new transformational leader from six leadership styles that include different levels of performance from emotional self-management to the management of internal and external communities.

    Style 1 : Emotional Manager (central axis): Leadership is managing emotions designated as emotional intelligence that is at the center of leadership development; starting to lead ourselves can lead others towards self-knowledge, self-regulation being one of the most important bases for managing teams.

    • Behavior 1: Recognize the motives and intention strengthening the trust between individuals with objectives on the team
    • Behavior 2: Create a trusting emotional environment that appropriately fosters apprenticeship and innovation 

    Style 2: Motivator for achievement (present/results): Objectives are clearly established, giving demanding monitoring while in accordance with each employee’s potential. This is the base of attainment for some excellent results. Results are the best expression of leadership and innovation, but they are also one of the elements that reinforce excellent performance.

    • Behavior 3: Promotes the generation of ideas leading actions that improve results  
    • Behavior 4.: Appropriate demands for results from the potential and abilities of each employee 

    (More …)

  • Virginio Gallardo 9:00 am on July 1, 2013 Permalink | Reply
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    Social learning driving business competitiveness 

    Estimated reading time: 5 minutes

    Editor’s note: Virginio Gallardo has give us permission to post this article from his blog where he talks about how Enterprise Social Networks are creating the scenario necessary for learning of the future: social, practical, natural and daily.

    The increase in complexity of the business environment and the evolution of knowledge mean that professional learning is gaining important. However learning of the future will be different to what we know at the moment, it will be social learning. A way of learning that is more related with daily work. We will learn without being conscious of the fact that we are learning. New social technologies, enterprise social networks, will build this new environment.

    Learning 2.0.

    Social learning is a “natural” learning without effort, focused on resolving problems and enhancing our professional competency. It is a learning that happens through conversations, examples or observation. Social networks mean that these conversations are fast and omnipresent (dimensions of space and time don’t matter).

    Social learning is an organizational learning that accelerates organizational development or cultural change and has major transforming power.

    The executive as community manager

    Accelerating personal learning to achieve productivity is not a simple task. It requires organizations being willing to create these new work systems. It requires giving importance to collective intelligence, collaboration and sharing.

    (More …)

  • Virginio Gallardo 9:00 am on May 13, 2013 Permalink | Reply
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    Conversations 2.0: the new way of managing talent 

    Estimated reading time: 5 minutes

    Quality communication is not unidirectional, it’s the conversation that enables us to listen. Quality knowledge is not explicit, that we try to encourage through training, it’s tacit, transmitted through conversations. Innovative culture like any other type of culture is conversations that need to be guided by a new type of leader.

    Now the conversations through social technologies are promoted in organizations, in what we have called conversations 2.0. In Barcelona and Madrid, we held two events that we have called #conversaciones20 because we think we are experiencing a special moment in which reflection on some of the best business experiences of our times is needed.

    After listening to 24 participants, I’d like to share with you five trends that summarize what I have heard.

    Five trends on new ways of managing talent in new organizations:

    1. Tacit knowledge gains prominence over explicit knowledge: Information training is becoming more important than formal training, packeted contents in the form of courses and workshops loses importance to social training. Practice communities and communication generate more knowledge than ever through conversations, a knowledge that can be extremely valuable for businesses. The major issues are how to ensure quality in these new ways of generating tacit knowledge.

    2. Leadership and “trojans” driving new values: The change towards organizations 2.0. is not a technological change, it’s a cultural change. The new values and new ways of managing require both transforming leadership at top management and the complicity of informal leaders, of intra-entrepreneurs, of trojans… The drive of these new values is what transforms organizations into organizations 2.0.

    3. More social, liquid and open organizations: There is an enormous consensus that we are going towards more social organizations where the hierarchy and the functional order lose importance to communities, new more liquid organizational ways that require new ways of managing talent. But what’s more, the organizational border is broken down and the organizations are more open towards the outside: customers, suppliers, innovation managers, citizens…

    4. Talent management serving business and innovation: The new ways of managing talent and the new social technologies are at the service of efficiency, greater productivity, better customer/citizen service, sales efficiency…. The commitment, creativity, flexibility, talent are at the service of improvement and innovation focused on the business from a more strategic perspective.

    5. Digital rupture, the new organizations are the future, but the future is already here. We can already find excellent examples of organizations with best practices, whatever the size, and the sector is becoming increasingly less important, although the best practices are located in sectors where technology has more importance. However for most, this disruption is happening too fast and many companies and professionals find themselves lost, faced with new roles and organizational implications of these new technologies.

    The general impression of this conference is that many have already decided to move towards these types of new organizations and those that have already done it, despite the short journey, not only believe that organizations 2.0 are possible, but are inevitable as the only way of facing the future.

    Virginio Gallardo (@virginiog) is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was published originally on his blogSupervivencia Directiva”, where you can follow his thoughts.


  • Virginio Gallardo 9:00 am on April 10, 2013 Permalink | Reply
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    The future of training will be social in communities 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has let us post this article from his blog where he talks about what the new social learning environments in communities will be like. At Zyncro we are prepared for this revolution, what about you?

    We create much knowledge with a high expiration and this forces companies and professionals to reinvent knowledge management, training and business development processes.

    There are things from the past that we should bury in the past forever, because they block new ways of seeing the future. This is especially true in all things associated with what we know of education and training.

    We must learn to live with new concepts like personal learning environments, “gamification”, socialization of learning… although for many these terms are strange and unknown.

    However from all these new ways of learning, I suggest you reflect on the role of Communities, new organizational structures that are not mostly created with educational purposes, but that are the major source of learning in our professional future.

    Social learning, in communities

    In the company, learning in classrooms, memoristic, conceptual, separated from the reality, cognitive, disciplined learning… is disappearing. However, the classroom continues as the basis of business training. We must make the effort to forget this way of undersating education in companies, as the future has little to do with this reality.

    The new ways of learning will be often informal, outside the classroom, without programs, “serendipity”, ubiquitous (in any time and space), cooperative (social, in groups via conversations), participative or inclusive, where we are not just recipients, but also creators of content and ideas (prosumidors).

    Learning will be integrated in our company’s behavior and values as an on-going and collective phenomenon that will affect all us professionals constantly. For this reason, from the company we must ask and help our professionals to create their own personal social learning environments, which in some cases will be closely connected with the company, but on other occasions will be connected with external professionals or systems and educational institutions. The professionals that survive in the future will be socialnetworkers, experts in developing themselves in networks.

    Of all these new phenomena, the most revolutionary way of learning is that you learn with others in collaborative work environments: communities. Usually in technological environments where you connect, share, analyze, question, apply, share, analyze…

    The communities designed for learning are the so-called communities of practice. They are the most well-known: groups created with the purpose of developing a specialized knowledge, sharing learning based on the reflection on practical experiences. This type of community will be created in all companies and in all business environments (commercial, production, management, etc.)

    Many workers will be present in external communities of practice. Faced with the complexity and specificity of the knowledge of many of their workers, they will be trained with external resources, resulting in socially intelligent workers. And this will be done with external academic institutions and platforms, many on the Internet or in external informal groups. Many employees will create their own social learning space on which their professional success will depend.

    However, intelligent organizations will create, above all, another type of community. Communities that are not just used to share internal knowledge, but to resolve business problems, with the knowledge of employees being used to do this. Intelligent organizations will ensure their employees are connected in the network with other professionals, especially within the company.

    More efficient social environments for learning are not environments created to learn

    The most relevent learning theory for the digital era is connectivism, which according to George Siemens establishes that learning starts from the diversity that emerges from connecting people (nodes) and the quality of their connections, where decision-making is itself a learning process.

    The new ways of learning give increasing importance to action and real or simulated decision-making within the network learning process. The communities designed to improve processes, to reduce costs, to increase sales, to analyze new products, will be the communities where the professionals learn the most.

    The learning that will extend in the future will not separate learning and work, it will not separate theoretical learning and real decision-making, it will not separate between communities to learn and those used for decision-making. Communities where the most will be learned, those that will be most used in the future are the communities whose goals are associated with business: communities for improvement, innovation, creation, systemized…

    The goal of these communities is not to develop applied knowledge; the goal is change, the transformation or achievement of goals. They will be created to innovate, although they will be the greatest source of learning for new workers in the digital era.

    These communities will have many characteristics of the communities of practice, but proactivity and distributed leadership and the creation process of ideas to implementation (the so-called idea trip) will be the new bases of success. These communities will be the most mutable and flexible organizational structures, in which there will be roles and decision-making that require the management of complex knowledge thanks to the participation of diverse specialists.

    No, we won’t separate work from learning again. And this will make us think that perhaps there are memories from our childhood that we should not bury in the past forever and that we should remember school and how we learnt there… in the school yard. We will learn like we learnt when we were kids, experimenting, sharing and creating collaboratively, making mistakes and correcting ourselves, to achieve goals.

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of “Liderazgo e Innovación 2.0”. This post was originally published on “Supervivencia Directiva“, where you can follow his thoughts.

  • Virginio Gallardo 9:00 am on February 26, 2013 Permalink | Reply
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    The revolution is called ‘social networking’, not ‘personal branding’ 

    Estimated reading time: 8 minutes

    Editor’s note: Virginio Gallardo has allowed us to publish this article from his blog where he reflects on how social networks force us to reinvent ourselves professionally and become ‘social networkers.’ We wanted to post it since we share his ideas on how technology, and more specially, social networks transform environments and ways of working. At Zyncro we are prepared for this revolution, what about you?

    Many already understand that social networks bring the promise of a revolution without precedents in our work environment, but based on old paradigms, they basically think that it is a form of networking, a way of promoting their ‘personal brand’, more than a new professional environment. The revolution isn’t called ‘personal branding’, rather ‘social networking’.

    The social networks are perceived by many professionals as a medium that they must be present in to be found, to network and earn notoriety, but that is just the tip of the iceberg.

    The impact of social networks on our professional lives promises to be much deeper. They represent a new work environment where connectivity will be the equivalent to professional efficiency that will form part of our way of understanding work.

    Professional branding and the promotion showcase

    More than a decade and a half has passed since Tom Peters wrote his renowned The Brand Called You. Personal branding as a concept has spread and now is living its golden age with social networks.

    Linkedin was the first step for most professionals in approaching social networks from a professional point of view, seeking to be found, as a macro-agenda, and a tool for employability. However, they gradually heard of and included other social networks initially with the same purposes, but above all, seeking to increase ‘employability’ through personal branding.

    Silently, the Internet has been gradually filled with notoriety search engines. More and more professionals affirm in a loud voice that “if you aren’t on the net, you don’t exist” and basing themselves on the old Machiavellian quote: “Many see what you seem, few know what you are”, try to create themselves an image that “has a high engagement with the target audience.” They seek to become more notorious, more ‘employable’, known by customers/employers and build an ‘appearance’ in line with what is expected of ‘new professionals.’

    The new magic words that start to dominate are called Klout, promotion, impact, relevent benefit for our audience, emotional warmth in communication and conversation… Words that are confused with acronyms and Internet analysis software, with promises of going quicker in what seems to them to be a wacky race that lets them reach the clouds in ‘notoriety on the Internet.’

    The internet as an environment of professional evolution and reinvention

    There is another group of ‘professionals’ for whom the social networks is something deeper, a open door towards a new reality, a virtual reality that provides them with something more than just multiplying professional connections. It provides them with learning to create new forms of professional evolution, to share and reinvent themselves.

    Some of these professionals consider that it is a door of light as opposed to the darkness that their organizations and immediate environment live in, where their voices and concerns are not heard, hold no interest or where they don’t know who to talk to.

    If we learn to listen to the sound of the network, we can hear how the shout of many professionals from the loneliness is answered by kindred hearts often thousands of miles away, sometimes in other countries, sometimes in other languages, but from those you can really communicate with.

    It is another source of information with increasing importance and relevance that complements those that come from their traditional environment. It is a door that many cross without realizing, after having entered for reasons associated with searching for “employability” and notoriety.

    Social networks are the place where you can connect knowledge, ideas, intuition and emotions with those who share common interests or think professionally like you, something sociologists dub communities or tribes.

    For many, social networks ensure the expansion of your ideas. Innovation is ensuring that you form part of the change, that you form part of a community by sharing what moves and interests you.

    The revolution underway: socialnetworkers

    Although these phenomena are important, we imagine that the impact of the Internet will be so complex and deep that it will build a new work environment, a new way of understanding work.

    Social networks will give rise to a new phenomenon that we could call social networking. The socialnetworker uses the social networks to find clients, partners, suppliers, ‘employability’, efficiency, creativity, ideas, knowledge and personal development based on the philosophy of sharing, with their connectivity rather than their notoriety being a fundamental part of their value as a professional, as their resources are on the Internet and they work in networks.

    Although the future is difficult to predict, we can imagine how this new work environment will evolve by analyzing current phenomena like KnowmadsKnowmads, microbusinesspeople or freelancers are knowledge professionals and innovation instigators that are extremely flexible and concerned about their connections and personal development on the Internet, but what makes them real socialnetworkers is they work in networks.

    The socialnetworker uses their connections on social networks as a fundamental base for their work to create or improve goods or services, they use the social networks to optimize their work, as the Knowmads currently do, but in this case for their companies. Will this be our future use of the Internet?

    The only thing we know about the future is that it will be different. We know that it is no use looking with yesterday’s eyes at what will take place tomorrow, because it is not about finding old paths, it’s about creating them and knowing how it will affect us in moving forward or at least being prepared.

    Are you ready for the impact of the social networks?

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of “Liderazgo e Innovación 2.0”. This post was originally published on “Supervivencia Directiva“, where you can follow his thoughts.


  • Virginio Gallardo 9:00 am on November 14, 2012 Permalink | Reply
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    Towards a new paradigm: The social dimension and innovation in business 

    Estimated reading time: 8 minutes

    The crisis we are currently experiencing is a crisis of paradigm, caused by a vision of companies and organizations where collective and social aspects are not relevant.

    The secret to the wealth of a country lies in innovation. But innovation is a social process that requires courage, being willing to reinvent yourself, and above all, leaders who encourage the collective dimension of our organizations.

    The quicker we understand and share that diagnostic, the better. But repeating the name of the medicine “innovation” over and over again is not enough; we need to swallow that pill and implement resources. The longer we wait, the more the crisis will grow.

    The new basis of competitiveness: The new paradigm of the “collective” side

    Our crisis is not a crisis as such, rather a change in social and business paradigm. To emerge from that crisis requires placing innovation as the main business challenge, which means finding new ways of managing talent collectively.

    The new paradigm involves speed, it involves understanding that what we know about the past will help us little in predicting the future. Success will be for those organizations that can learn, relearn and reinvent themselves the fastest.

    Reinvention involves collective learning, having the courage to change, and this requires great measures of leadership that favors collective change.

    The new paradigm involves complexity in a world where expiration and information surplus are unmanageable and that demand new ways of making decisions and a new type of leader who knows how to create collective environments, where the best decisions are made fast, that do not come to a standstill with the complexity.

    The new paradigm has become a management revolution, which is jacked up by technology. It’s a revolution of values that speaks of commitment, transparency, collaboration, meritocracy, creativity and talent as the new bases for innovation, but above all, that requires a new type of leadership that understands the social dimension of innovation, its collective dimension.

    Anchored in the paradigm of the individual

    The door to economic wellbeing, to emerging from the crisis, involves moving forward towards new destinations, proactive innovation or “changing things even when they work well before others do” in companies, social institutions and public administrations. However our leaders and employees still act in line with old paradigms. Our political leaders, our institutional leaders and our business leaders were born and brought up in institutions, administrations and companies created for another more stable, predictable paradigm where they have been socialized in antiquated norms and cultures.

    The economic crisis, the financial crisis, the institutional crisis is a management crisis and economists and politicians are not usually experts on this subject. The main difficulty in emerging from the crisis is a problem of “non-adapting” reference framework and expired cultural values that affect us as a society, but that especially affect our business leaders who should act as driving forces of change.

    Leaders are usually the reflection of the culture of our companies and society. Social change sparks a leadership change and leadership in turn causes social change. An equation that needs to be continuously rebalanced.

    The change of our leaders will happen out of the need for regeneration, for reinvention, for transparency, to understand the new paradigms, due to the cultural change of our institutions and companies: we urgently need leaders who quickly forget the rules of the past.

    The role of the leader as a driving force for a more collective leadership

    Often our leaders are not part of the solution, they’re part of the problem. Instead of promoting new values and new ways of management that generate wealth, they try to apply old solutions to new problems: they request more effort, they don’t ask for more intelligence or creativity; they ask for more discipline and order instead of giving more flexibility.

    New ways of understanding business, human talent, the role of commitment, creativity and the new values are the solution for an economic dynamism that promotes innovation.

    It’s about favoring social and economic environments that encourage new entrepreneurs and leaders. Business environments where the collective and social side are more important.

    Innovation is the business challenge of our century; it is a social process. Leadership is becoming one that promotes the collective aspect and collaboration. Individual talent is necessary but insufficient in itself: creativity and innovation are processes based on conversations, intelligence is becoming more collective, the we needs to be revaluated over the I. This is the major change in our organizations.

    The role of leaders is calling for change, giving more protagonism to social and collective mechanisms in the company. The role of the leader as a driving force for change is fundamental in creating these new innovative environments where the main mission of the leader is to lead others, to create more leaders, to generate learning, intelligence and collective decision in our organizations (businesses, public administrations and social institutions).

    Generating wealth is something done from the company, by the entrepreneurs, by the public administrations and institutions, and if the nature of the rules of management, if the management is based on the past, the so-called crisis is set to continue.

    Will we have leaders to act as driving forces of change? How do we encourage the change?

    Virginio Gallardo is Director of Humannova, a HR consultancy specialized in helping lead innovation in companies and manage the organizational transformation. He is author of the book “Liderazgo transformacional” and coordinator of Liderazgo e Innovación 2.0. This post was originally published on Supervivencia Directiva where you can follow his thoughts.


  • Virginio Gallardo 9:00 am on July 4, 2012 Permalink | Reply
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    Business revolution 2.0. and the three HR challenges 

    Estimated reading time: 8 minutes

    The role of HR tends to be questioned in the majority of companies: It is said to be unrelated to the business; that it isn’t strategic; that it doesn’t manage talent; that it has no decision-making power… it is accused of being more oriented to the past than the future. However, it is not usually a Management problem or a problem of the HR team. We mustn’t get personal. There is no other organizational area in a company that is such a true reflection of the organizational structure, created by the company’s top management, than the so-called HR areas.

    In fact, what is happening is that in a short period of time businesses with Taylorism-type values and forms of operating have begun to reconsider their way of managing talent, and although there is a high level of consensus as to the need of a greater role of people, they are trapped in the routines of the past.

    There is a business revolution underway whose main result is the birth of a new type of business: Organizations 2.0. Organizations based on a new way of managing creative and innovative talent in our companies. A revolution that particularly affects the functional areas of people (now HR). I suggest we try to analyze what the priorities and challenges of these HR areas should be.

    New scenarios, Organizations 2.0.

    In the future, the probability of people experts in companies having little strategic relevance is low, because talent will become the main basis of business success.

    The ‘importance of people’ will no longer be the humanist mantra that managers repeat but will in fact become an aspect with a higher priority in the business strategy.

    An idea that is beginning to take root is that the inaction of those, threatened for their lack of vision or routine, who do not manage talent from a strategic perspective, will very likely sentence their company to decline and disappearance.

    These are new times, times when innovation requires maximum talent, creativity and commitment of people. But above all these are cruel times, where competitiveness no longer forgives strategic errors for very long. For this reason, it is likely that companies that survive will have learned to manage this talent better.

    The challenge for companies of the future has become converting themselves into Organizations 2.0., companies ready for the unexpected: companies in which change management is part of their cultural DNA.

    The now so-called HR areas have three fundamental challenges for converting their companies into this type of organization and welcoming the 2.0. Revolution.

    Three challenges for people areas: HR 2.0.
    First challenge: Transformational leadership, the 2.0. leader

    The management of talent is leadership. Not leadership of HR, but of the people managers.

    There is an urgent need in our companies for managing leadership. There is nothing comparable, nothing causes more financial waste, nothing halts innovation more or makes our businesses less competitive.

    Without innovative leaders there are no innovative companies.

    Without a suitable management of talent, it is underused: ‘the most blasphemous of all business sins’. The main strategic priority of businesses should be to ensure that their managers have transformational leadership characteristics.

    This is the principal mission of Managing Directors. Future HR areas must be their technical support: participate by establishing mechanisms for selection, promotion, talent development and disassociation.

    The unequivocal result of the transformational leader is the ability to foster the talent of a new type of employee: an intraentrepreneur with distributed leadership who works in environments where collective intelligence is more important.

    Second challenge: Promoter of innovative Cultures 2.0.

    Innovation and change management are new business paradigms: Innovation is a type of business culture that allows survival in hyper-competitive environments. Innovation is the way of talking about future results.

    Innovation is the main competitive competence, one that is totally related to new ways of managing people. People experts should align themselves with this new type of strategy. Innovation and change management tools are the new challenges for businesses, and new professional people experts will appear to face these challenges.

    New people professionals who will have to reinvent the role and who will talk a new language to continue talking about the same as always, about managing in order to obtain more demanding results in a more complex world, in organizations that are more fluid and permeable to their surroundings.

    Third challenge: Management Tools 2.0.

    The revolution 2.0. is not a technical one but a revolution of talent. It is a revolution that gives more importance to people and teams for creating innovative cultures led by a new type of leader we call a transformer, but who is associated to a new type of 2.0. technological tool.

    The 2.0. tools imply a new way of understanding organizations, communities, to use ideas and organizational intelligence. But this requires new values and new talent management processes, such as knowledge management, personal development, innovation, communication, collaboration, decision… leadership.

    New people professionals will be responsible for using these tools just as in the past they learned how to use training and compensation as a mechanism for fostering talent and transforming their organizations.

    Virginio Gallardo is the Director of Humannova, an HR consulting firm specialized in helping to lead innovation in companies and manage organizational transformation. He is the author of “Liderazgo transformacional” (Transformational Leadership) and coordinator of “Liderazgo e Innovación 2.0” (Leadership and Innovation 2.0.). This article was originally published on his blog “Supervivencia Directiva“, where you can check out this thoughts.


  • Virginio Gallardo 9:23 am on March 28, 2012 Permalink | Reply
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    The biological mechanisms of the organization 

    Estimated reading time: 6 minutes

    ADNHumanity, with its unbridled technological progress, is bringing the extinction of millions of entire species that had been around for millions of years because they are not genetically programed for the accelerated change we’ve been inflicting on the Earth.

    This unrestrained technological progress will cause many organizations whose innovation is less than their competitors to disappear, simply because their survival mechanisms and management can’t adapt to it.

    According to the theory of evolution, natural selection or the preservation of the species is based on changes in DNA. The function of DNA is to encode the essential instructions for reproducing an offspring identical to the parent.

    If organizations were living beings who possessed DNA that let them reproduce business behaviors from one generation to the next, from one organizational level to next, and create another that was their likeness, the organizational DNA would be the culture created by leaders.

    In organizations, evolution is based on an innovative culture, but also on the organic culture dubbed by management experts “the capacity to adapt to the surroundings”.

    According to these organizational development experts, survival in the new business ecosystems has its own life cycle. Companies, like species, are born, develop and die.

    When they are born, organizations have a high mortality rate; few survive. Those that do are the ones that learn fast to identify their keys to their success in the market and quickly, it becomes written into their business DNA: their culture. They ensure that the behaviors and values that give them success are maintained.

    To do this, status quo and the leaders will try to ensure through genetic inheritance that everyone knows what they must do. This makes cultures difficult to change, as they maintain the traits of their adaptation in the past.

    But just like for species, the environment changes, and if organizations’ genetic characteristics don’t change at the same pace, they disappear. Many species, when they genetically mutate, can’t adapt… in the same way as it happens in many companies.

    These adaptation mechanisms to new business environments are called organizational learning, adhocracy, organizational flexibility, open organization, symbiosis with other companies… All these mechanisms induce necessary trial and error business actions to ensure adaptation.

    Organizations need to retain a fragile balance between maintaining the behaviors, processes, values, products that they know to be responsible for their survival in the past and new processes, values, behaviors that will give success in the future.

    Curiously, defending the success of the past is the main cause of organizational aging, which often leads to death. One of the secrets of leadership lies in understanding that the success and glory of the past mean almost nothing.

    If a company is not prepared to innovate, it must know that it cannot survive. Innovation is not a process or the creation of a job; it’s the attitude of the people in an organization who know that they need to reinvent the future.

    It is only a question of time in organizations where their capacity for innovation is lower than the changes in the environment—essentially that of their competitors— until they’re dead. Today is the era of innovation: companies need to have an increasingly higher capacity for innovation with every passing day in order to survive.

    Unfortunately for the species under extinction, the evolution is set to continue. And if we don’t stop changing the natural environment, our genes, the basic element of DNA are not designed to adapt to these accelerated changes.

    Fortunately, the basic element reinvent the future, collective intelligence, is made up of tens or hundreds or thousands of organic elements that weight a little over a kilo called brains.

    Luckily for us, these organic elements are designed to adapt and create. We need to break them out of the prison of routine in order for them to be elements of adaptation and provide business success.

    Virginio Gallardo is director at Humannova, HR consulting firm specialized in helping companies lead innovation and manage the organizational transformation. He is author of Liderazgo transformacional (Transforming Leadership) and coordinator of Liderazgo e Innovación 2.0 (Leadership and Innovation 2.0). This article was originally published on his blog Supervivencia Directiva, where you can check out this thoughts.


  • Virginio Gallardo 12:11 pm on February 9, 2012 Permalink | Reply
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    We are all transforming leaders in social networks 

    Estimated reading time: 6 minutes

    Liderazgo e innovación 2.0

    Editor’s note: Today on ZyncroBlog we want to share with you a book Liderazgo e Innovación 2.0” (Leadership and Innovation 2.0) (recently published by Netbiblo) from the team of Humannova, made up of Alicia Pomares, Sergio Gil, Eduard Legazpi, Juan Francisco Arza and Virginio Gallardo (coordinator).

    In this book, members of the consulting firm Humannova examine the change in paradigm in people management and organization, and the role that social networks have to play in integrating innovation in the day-to-day running of teams.

    The key theory of the book is that the future is for those who are capable of making their organizations change at the pace of its surroundings. There are many ways of describing this concept, but they have called it Innovation. For them, they propose establishing a new agenda in our companies that takes into account this new reality.

    This new agenda aims to assume the challenge of innovation and to continuously ensure the essential process of converting ideas into results.

    We’d like to thank all the co-authors of the book for letting us share the ideas and conclusions that their book makes, and we hope that, with our work in Zyncro, we are contributing by providing tools for fulfilling that transformation they propose.

    We’ve included a fragment from the introduction of the book. We hope you find it interesting!


    “We are all transforming leaders in social networks”

    A transforming leader is one who drives new innovative organizations where communities take a greater role, which are not based on the myth of the heroic CEO or Managing Director as the champion of change. Not even on a Managing Committee with “exceptional” characteristics.

    For an Organization 2.0 to possess an innovative capacity, the characteristics associated with leadership must be distributed throughout the organization and form part of hundreds of leaders and key professionals in an organization.

    The ideas need to emerge and be converted into daily behavior, which is unspectacular by itself but together is what creates this organizational capacity that we call innovation.

    The main mission of the new director is to create other leaders, to ensure that leadership conditions exist across the board.

    In other words, transforming their organization into a place where there is the highest number of people with top decision-making capacity, where anyone in their community is capable of implementing their ideas or those from others. The main mission of the director is to transform their organization into an Organization 2.0.

    We will analyze why leadership must be distributed in order for there to be innovation and why the people must have more freedom. Or if we translate this concept in business terms: greater independence, greater empowerment, greater capacity to assume risks.

    This will not be done for humanist beliefs about people; it is done out of need, because it is the most efficient way of innovating.

    For this reason, new tools are emerging that allow this new type of innovation: technologies 2.0.

    These are the new tools of innovation and their complexity is not technological; their complexity lies with how to manage communities with distributed leadership and how to create emotional links so that there is collaboration.


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