He tells me how hard it is being the day to day business. La lucha por la supervivencia se ha convertido en el modus operandi dentro de  los departamentos. The trepaje, término aún no incorporado al diccionario para describir la forma de ascender en el organigrama organizativo, ha sido sustituido por el desacreditaje, es decir la práctica de desacreditar y malmeter contra compañeros para ponerlos en menor valoración frente a uno mismo.

En este sentido algunos han pasado de ponerse flores a emitir juicios y acusaciones mas o menos veladas sobre la ejecutoria o actitudes de los demás.

Se trata, ultimately, de aumentar tu valor en la compañía a base de disminuir el valor de tus equivalentes o colegas (peers que dicen los anglosajones) de otros departamentos. Una estrategia en previsión de  eventuales amortizaciones de puestos de trabajo, ante expedientes de reducción de empleo (EREs) o puntuales reducciones de personal.

- Hay que tener mucho cuidado con lo que dices, con lo haces, con lo que propones, … porque es fácil que alguien arrime el ascua a su sardina para sesgarlo en tu contra – me comenta Leopoldo.

Y es que hoy en día tienes que crear en tu entorno un cierto espacio de seguridad para no verte inmerso en dolorosos desengaños, porque a veces la acción puede venir de quien menos lo esperas, tanto por parte de compañeros como de jefes.

Aquella tendencia de finales de los 90 que estimulaba a socializar en la empresa se ha convertido hoy en una práctica de alto riesgo.

Los departamentos de RRHH de entonces, siguiendo tendencias de EEUU defendían que la socialización con compañeros y jefes más allá del horario de trabajo producía beneficios en la confianza mutua, el compromiso, el objetivo común, productivity, etc.

Eran prácticas de teambuilding para la motivación y desarrollo de las relaciones humanas, mediante ejercicios lúdico-formativos de interrelación. (Ahí queda eso…)

 La teoría se extendió al entorno exterior de la empresa y, sobre todo en EEUU, las empresas más avanzadas contrataban costosas jornadas y fines de semana para convivencias en actividades outside con clientes. Argumentaban sus promotores diversas ventajas para el aseguramiento del negocio presente y futuro gracias a estas vivencias interpersonales. Se crearon diversas actividades desde los paintballs a los viajes en globo, pasando por todo tipo de gymkanas y pruebas de habilidad. He oído que lo ultimate es una jornada culinaria para que los participantes exhiban o aprendan habilidades y luego deleiten lo cocinado. (Atención a la gilipoyuaá, que diría Tip en su genial skech de la Jarra de Agua)

Esto de la cocina, aunque se presta más para familiares y amigos, por lo menos no comporta peligrosidad. Recuerdo una película norteamericana, aunque no su título, que criticaba dramáticamente la inclusión de ejercicios de riesgo. Una agresiva empresa de publicidad invitaba a los TOPs de sus mayores clientes para un fin de semana de aventura que incluía una jornada cinegética. Con maestría cinematográfica relataba las diferentes rivalidades y envidias que afloraban entre los participantes durante las pruebas de habilidad y destreza, culminando con la utilización de las armas para la caza del hombre.

Más reciente es la española “Casual Day” que describe un fin de semana con jefes y empleados en una casa rural del País Vasco donde surgen los conflictos, debilidades y miserias personales de cada sujeto.

No quiero decir que todas las acciones relacionales de este tipo sean criticables. In Spain, antes de los recortes de presupuestos por la crisis, algunas empresas invitaban a sus grandes clientes a un viaje o crucero dentro del cual se dedicaban unas horas a la presentación de un producto o promoción de una campaña de ventas determinada. Cosas así son muy apreciadas por los participantes y potencian la imagen de la compañía, aunque actualmente muchas grandes empresas lo tiene excluido por políticas de integridad, in my opinion, exageradas.

Igualmente es positivo concluir una convención o reunión interna con actividades lúdico-culturales, como por ejemplo invitación a espectáculos, una visita a un museo o a lugares emblemáticos de la ciudad anfitriona.

Caso  especial son las situaciones en las que conviene buscar espacios oportunos para tratar temas difíciles o delicados. Namely, estados puntuales o específicos de tu vida laboral, personal o familiar que es conveniente aclarar o transmitir, sin extender estas prácticas a rutinarias reuniones afterworks con confidencias que deben permanecer en tu ámbito personal.

Obligado es recordar que actualmente las redes sociales pueden constituir un serio riesgo profesional. Si bien LINKEDIN es una herramienta interesantísima para los profesionales, mucho cuidado con lo que subes a otras redes sociales como YOUTUBE, FACEBOOK, TWITTEetc.etc, porque ahí queda en permanencia, y algo que hoy en tu circunstancia actual no es de importancia, pasado el tiempo en una nueva situación puede ser perjudicial.

Self-reflection:

¿ Tienes jefe(s) confiable(s) como para socializar fuera de horas laborales ?

¿ Cuales son tus experiencias tras algún teambuilding en el que hayas participado ?

I think that in these times few people are delivered to an ideology. Unfortunately philosophers and great thinkers are in the doldrums, and still holding transmitting to their ideas we are leaving, as the admired Jose Luis Sampedro que murió recientemente en su domicilio con la misma sencillez y dignidad conque afrontó su vida.

Ideologies have been overwhelmed by the economic, business, and general conveniences. The values ​​and ideological concepts have receded, y ahora lo echamos en falta sin ver su recuperación claramente en el horizonte.

Instead, yes they are in vogue otro kind of ideologues, those not referred to in any sense the dictionary of the RAE, but I'm going to voluntarily include in this term. I merefiero those ideologues who are the entrepreneurs present new ideas. Not talking about the individual who undertakes another business catering, disco trade, sino del emprendedor que ansía lanzar novedosas  ideas empresariales.

In this category of enterprise, most creative ideas materialize within the world of new technologies of information and communication. Las TICs.

TELEPHONE GROUP has launched WAYRA, one interesting collaborative platform for entrepreneurs with ideas that merezcan supporting a total, so they are not lost due to lack of funding, apoyo de marketing o de management en su más amplio concepto.

El video de abajo explica perfectamente  esta iniciativa del GRUPO TELEFÓNICA para el apoyo de startups a nivel internacional.

Encouragement “Tekis”!! Do not throw any great idea on deaf ears. Our great Spanish incumbent offers you this opportunity, y por ello hay que felicitara a TELEFÓNICA.

However, and after this recognition, I wonder what has this curious tendency Business group with respect to its leading. Do you know who has been appointed head of WAYRA?He socialist politicalLuis Solana, who was President of Telefonica and between 1982 y 1989, and replacing Gonzalo Martín-Villa Peña, que pasa a ser el Consejero Delegado de WAYRA.

Previously known names other political classes have occupied important positions in GRUPO TELEFONICA. As I recall kandown as:  Eduardo Zaplana, Narcís Serra, Rodrigo Rato, Inaki Urdangarin, ….

Estas prácticas aparentemente “dedocráticas” traen a mi memoria aquel Director General que colocó a sus dos hijos en la Compañía sin proceso de selección ni rubor alguno. Su hijo, del cual nadie teníamos noticia sobre sus capacidades, se convirtió en Director Financiero y tiempo después en Director General de la filial en Portugal. Y a su hija fue contratada como asistente mía, when my post of Director of Marketing and Sales secretary available. Tanto me violentó la imposición que decidí reconvertir  a las dos en asistentes del equipo de Marketing y del equipo de Ventas respectivamente. Acostumbrarme to gestionar I propia agenda, expense account and other personal activities was certainly a good and premonitory notion, for a couple of years later to join an American multinational big TOPs saw that only possessed asistant; and others,except clean the office all, absolutely everything, Personal concern was. There dedocracia was unusual, except at high altitudes, vi appear as a CEO of 30 years old, that with virtually no time to prove their merit had perhaps reached that position by his father, un reconocido TOP de la gran banca europea.

Self-reflection:

Do you think certain additions in the same company could suggest a conflict of integrity?

Meritocracy Is a core value that is diluted in the TOPs of large corporations?

RELATED TOPICS:

Meritocracy. Key labor dynamism

Meritocracy in the company

The "360 degree evaluation" , CSR tool

Reached that position with 45 years old. Nunca nadie había llegado a lo más alto de GE tan joven.

Born late 1935 in Massachusetts and the first member of his family who went to college, is masters degree in engineering from the University of Illinois at 1959 y un año después doctor en ingeniería química por la misma universidad.

He began his career at GE in 1960 as a chemical engineer and never gave the company until his retirement, although still active as the attached video shows. (Note.- WOBI This video is not supported on iPad / iPhone)

His early work in GE were developed in the chemical, specifically in the production of polymers. En 1968, with 33 he became the youngest CEO of GE, his department produced Noryl and Lexan plastics. En 1971 ya era General Manager of the Chemical and Metallurgical Division. From here his career was meteoric. He foresaw the great development of Medical Systems thanks to the scanners, y siendo Vice President of Consumer Products and Services Sector apostó por expandirse en el sector financiero donde GE Credit, later renamed GE Capital, alcanzó el mayor crecimiento y mayor rentabilidad de la Compañía.

His ambition and timing made him the most emprendedor de su época.A pro-entrepreneur from his position within the corporation, an entrepreneur in a big, thinking big. Unlike the sense that today we use and abuse of the concept of entrepreneur as a creator startups. That is why in 1980 was announced as the successor of then CEO Reginald Jones, tomando así la máxima responsabilidad de la mayor empresa industrial del mundo.

Here began a new Management moved from theory to implementation, implemented and would be admired, imitado y reverenciado por todos los estamentos empresariales incluidos los académicos.

But the most impressive was his ability to multiply numbers. Eighties The GE doubles turnover up 54,6 billions (Americans billions) dollar, with profit nearly triples to the 3,9 billones de dólares, operating margin pasa el del 9% to the 11,3% y, attention!!, the amount of market value 12 a 58 billion. A icon of entrepreneurial capitalism had consolidated. Jack Welch era el nuevo gurú de los negocios.

The eighties became the source of a strong development of business schools in the U.S., that would expand in the next decade Spain, of gurus management proliferate inventing theoretical concepts, procedures and books, many books, y de los consultores.

Because the largest business consultants arising at this time. Welch was able to meet with the top. The most important of these was Peter Drucker (1909-2005), of who tells a story with Welch, when asked: “Jack, if you were not in this business, You could get away from him??"Because Welch launched his famous trial for all GE business: "If not in first or second place in the sector, that business should restructure, se venderá o se cerrará”.

This approach led to a huge effort of all directors of GE to be on top of your industry, a la vez que se demandaron enormes cantidades de inversión en procesos y maquinaria para acomodar las unidades a estos parámetros.

Alongside another of his innovations was the celebrated staff selection: each unit in the 20% outstanding should be promoted, el 70% Central and maintained 10% menos eficiente despedido.

Also distributed among managers for the worst layoffs and substantial bonus y stocks-options for Achievers commitment. All numbers increased from less headcounts. This earned him the nickname &quoand;Neutron Jack", en alusión a la bomba de neutrones aniquiladora de empleados.

A rapid growth occurred in most GE businesses, were additionally hundreds of new acquisitions to position the leadership in practice, más allá del tratado escrito.

If the eighties was the growth ramp, the nineties was the cultural change at GE. Welch had the courage to launch as mission to increase shareholder value and as of minkboundaryless organization, to eliminate all barriers to communication, diversity, cooperation and global development. También aquí GE se implanta de forma pionera en la práctica.

New processes were developed to unify the vast empire GE and culture. And to minimize bureaucracy. “We hate burocracy” se decía en esos años dentro de la organización cuando algunos constatábamos que ella seguía imperando.

These were years of systematic application of “Work-out”, del “Leadership ", del “Six-Sigma”, of the “Core Values”

Six-Sigma Process, aspiring to obtain less than 3,4 defects per million operations, was especially important in all GE units. Most shocking was that Welch introduced 1995 this concept for all functions, from marketing to production, and HR through technology. And all employees from a level close we were to pass the courses and make a project to be certified. This was to eliminate quality defects on all products, services and processes of the Company, thereby saving 1,5 trillion in 1999. The company reported that forecast and the stock rose and rose. Each ad led to a higher market value, como Welch ansiaba.

At the end of the decade of the 90 GE reconfirmed their expectations, en este caso el ahorro previsto vía Six-Sigma y continuamente las acciones seguían subiendo.

But the passion for quality did not stop there. The gurus of the time had already launched the concept in vogue: “Customer Focus”, Welch and adapted it to their form, not forget that he was an engineer. It was found that customers were more interested in Six-Sigma quality if it was to their obvious benefits to their business. Welch and / or their consultants got the message and launched a pioneering design process of new products and services call “Design for Six-Sigma” (DFSS), which conveniently seasoned communications market once again led the prestige, reputation, leadership,… y la subida del valor de las acciones de GE.

Welch never ceased to shake the market with their ideas, their creations, their paradigms,. At the end of the last century defined its new vision of GE in the XXI century as "a global services company, also sells high quality. "Perhaps he was influenced by GE Capital that ultimately 1998 contributed by the 40% del beneficio de GE o por el despegue de la informática y las empresas .com de la época.

The result strongly boost practice these and other concepts such as widespread globalization of R & D with the creation of impressive John F. Welch Technology Center (JFWTC) en Bangalore (India), la corporate culture, IT development, internet, e-Business, and new processes workflow on the intranet, etc, se materializó en nuevas oportunidades de crecimiento y de reducción de costes.

En 1999 Welch ended the twentieth century with the shareholders at the Annual Meeting in Cleveland. Ohio, reporting more than 100 billion in revenue, above 10 benefits trillion, with one operating margin also rose dramatically to 16,7%, and a market capitalization greater than 500 mil millones de dólares.

Welch had met and exceeded milestones del roadmap, paradigmáticas palabras tan usadas en la Compañía.

Some concepts of social responsibility also had advanced: programs volunteering, el ombudsperson in each unit of GE, the absence of any discrimination for any reason, la meritocracywith the annual assessment Employee Management System (EMS), policy integrity, etc.

GE was in every way as the Most etc.red Company según varios de ellos y durante dos años consecutivos según Fortune.

Jack Welch was nominated for four consecutive years “Most Respected theecutive of the Year” según Fortune.

In July 2000, close to retirement, Madrid came to interviewing the then Deputy Prime Minister Rodrigo Rato. No lacked time for your Spanish directors, con los que mantuvo una interesante reunión en la suite del Hotel Palace.

GE Welch still lived in the beginning of the new century, until 2001 that ceded his empire to Jeff Immelt, who currently pilots the company but without the charisma of Welch, quien pasa a la historia del capitalismo americano como ejecutivo difícilmente repetible en la empresa industrial bajo economía real.

En 2009 founded the Jack Welch Management Institute, desde donde el considerado mejor directivo de todos los tiempos sigue  todavía en  activo.

Self-reflection:

• Twelve years later, Do you think the impacts and consequences of culture Welch extended to ManagementCorporate has a totally positive balance or find any questionable aspect?
• How sustainable is the preeminent mission “shareholInr value”?
• The personnel policy with significant rewards and punishments, Create excessive internal competition??Are they sustainable in the current environment?
• Is it right for a large corporation requiring each unit that is first or second in the ranking sector?
• The GE cited social progress in those, Are they real or just to improve the image to investors?

Internationally, A survey last year by the Swedish UNIVERSE a 120.000 academic students of business and engineering 11 of the 12 major economies: U.S., Japan, China, Germany, France, United Kingdom, Italy, Russia, Spain, Canadá and India, también nominaba a GOOGLE como la empresa más deseada para trabajar.

Not surprisingly Google along with Apple are the most reputable companies or World's Most Admired según el último ranking Forbes.

Since its inception GOOGLE broke with the traditional concept of workspace. Their offices are full of color and leisure spaces, with football , ping-pong, etc. The cafe offers some free supplies, There are even areas to reflect. That of "the boss does not bum, está reflexionando” se ha democratizado y llega al empleado raso.

One of the flourishing business is GOOGLE cloud computing, defending the profitability of putting content in the cloud. Pues bien, I think this extrapolates to their employees who may be in the cloud a 20% de su jornada de trabajo.

GOOGLE assigned 20% working hours to leisure practices and personal development. In the attached video, Courtesy of Motivation and More,Zapatero proclaims "There is no other personal and professional life, There is only one life, and it is important to be comfortable in both ". It is not the former Spanish president, but Javier Rodriguez Zapatero, el TOP de Google España.

GOOGLE is loaded that management style that proclaimed “the company has been washed, breakfast,…” I even met a middle, un manager, that cop any liability extended the ruling to all situations, as "the company is motivated" or "the company is coming up with ideas", etc. That is all, todo lo argumentaba explicando cómo hay que venir a la empresa.

GOOGLE instead waive any default seems available to employees, just wants his talent even get to the office a little asleep or off. The company handles activate. How? For "motivating" with all kinds of amenities and attractions. This new graduates are happy, teens spread their customs into employment. Aquel chiste que explicaba una postura vaga e indolente respondiendo “estoy haciendo el adolescente” en GOOGLE se torna en “mi talento está en reflexión”.

It seems strange that newly qualified young people vote for GOOGLE, eye but let go of the candy business because it is the playground for jokes. Puede que esté influido por otro tipo muy diferente de cultura social y empresarial pero a mi me parece que este estilo de gestión del talento tiene serios riesgos y puede conducir a una peligrosa cultura del derecho adquirido.

The Spanish know enough of this danger after the powerful social rights progress experienced in recent 30 years as if they could be extrapolated to infinity. Llega un momento en que la financiación de ciertas demandas crecientes se vuelve insostenible.

Also acquired rights are still being assessed. I remember that as usual Spanish, that is becoming history, of giving a Christmas basket. I worked at a company where employees two consecutive years did reviews on the content of the basket, direction bothered enough to consider whether the cost of the basket multiplied by 400 employees that we were saving the company was also interesting that offered the advantage of eliminating the reviews. What do you think that was the decision? Naturalmente de la cesta nunca más se supo.

Pues bien, volviendo GOOGLE, I must admit that the requirement of positive creativity can make these approaches work, but we proceed professionally in the real economy not imagine a company devoted to the leisure industry one 20% occupational time. We must be careful lest some consuWellend this best practice the technology to industrial or conventional, ya que estas tentaciones se han llevado desgraciadamente a la práctica en variadas ocasiones.

The reconciliation of work and responsibility are very different to playing football. Or is that the average age in GOOGLE does not reach enough that these concepts of social responsibility to charge its real content?

Addressing these issues will also discover that this superbuscador cares about the pursuit of happiness inside the employee. Caramba, what detail! The ideologue is so creative business idea Chade-Meng Tan, an engineer who argues that happiness leads to success, to creativity, the higher yield of talent, which in my opinion should not be an engineer or work in GOOGLE to secure. Also consider that this state is transmitted to others by simply mentally deseárselo the person next to you. In my humble person, vaccinated while so much self-help and goodism, these theories resbalan me softly, I lean mostly symmetrical employment relationship of correspondence between the loyalties and responsibilities drinks company employee and vice versa. However there must be many other people who believe, so the Zenith Publishing has launched the Spanish version of “Search your inner ", Chade-Meng Tan of, for, who wishes, to evaluate these practices googlenización in working life. The publisher offers free of charge 40 primeras páginas del libro.

Self-reflection:

Do you think that these work practices GOOGLE are exportable to other companies?

Are you promote values ​​or else you produce repairs?

]]> http://rafacamara.com/en/el-buscador-google-y-buscar-en-tu-interior/feed/ 4 http://rafacamara.com/en/zapping-en-la-empresa/ http://rafacamara.com/en/zapping-en-la-empresa/#comments Sun, 10 Sea 2013 12:12:20 +0000 Rafa House http://rafacamara.com/?p=8811-en Accompanied by my wife and a couple of friends I have attended the Madrid premiere of "Subprime", first work of Fernando Ramirez Baeza, an economist theater lover in 2009 consiguió el premio Carlos Arniches y su estreno en Málaga el pasado octubre.

A few years ago, when it was written, this work could be considered anti-, muy exagerada e irreal, sin embargo la situación actual en España rebaja considerablemente esas calificaciones. Partiendo de un video que compromete al presidente del gobierno, mucho de lo que sucede en escena nos recuerda casos recientes en los medios de difusión.

“Subprime” es un thriller teatral donde se mezclan con novedoso estilo el teatro, el cine y la televisión para seguir en tiempo real los acontecimientos de un chantaje empresarial y político de múltiples aristas. En la representación no faltan elementos de actualidad como la videoconferencia, las grabaciones de las cámaras de seguridad de las empresas, una persecución por conocidas calles de Madrid a través de videocámaras instaladas en un coche espía, telediarios y ruedas de prensa. Acción trepidante en un escenario coronado en su parte superior por tres grandes pantallas que refuerzan la acción en un paralelo tiempo real.

El argumento es interesante y el texto presenta ciertos diálogos de valor.  Todo nos es familiar: intereses político-económicos de PETRESA, la mayor compañía petrolera del país ahora en situación de crisis, implicaciones en sus diferentes grupos de interés o “stakeholders”, empleados villanos en la cadena de valor, colaboradores desleales a la dirección, directores deshonestos y políticos corruptos. La amenaza de adquisición de la débil PETRESA por parte de la multinacional TEXUCO, el apalancamiento financiero rechazado por JSB BANK, los consultores DOTONLUI & PARTNERS, la escuela de negocios CUNEF. Todos salen a escena. Todos han puesto su granito de arena en la trama.

Desde la falta de integridad personal que conlleva a malas prácticas empresariales hasta  la alta corrupción política, las escenas van pasando por el despacho y la sala de juntas de un TOP de la petrolera PETRESA.

Además hay incursiones de técnica financiera en la acción: cuentas escrow, stock options, waccs, hedge funds, covenants, block trades, eres, opas, Ibex 35, …

¿Es sólo ficción o hay algo de verdad en estos enredos? ¿Ha incluso superado  la realidad a parte de esta ficción?

Lamentablemente la impropia dirección de unos veteranos actores echa por tierra la agudeza del autor. Un alocado movimiento de entradas y salidas, un vertiginoso “zapping” de escenas y pantallas, un reiterado uso del móvil que los actores principales llevan permanentemente desenfundado en la mano y lo usan como metralleta lanzando y recibiendo mensajes, una dicción a gritos y atropellada, sin pausas ni silencios tan efectivos en un escenario, lo que impide la correcta audición y la reflexión de los diálogos. Casi “estilo Tele5”, … lástima.

De los ocho actores intervinientes dejadme salvar la interpretación de Federico Aguado, el intrépido poseedor del video comprometedor y Jorge Lora, el hacker que representa con propiedad a un típico “teki” freelance al cual divierten los retos informáticos.

No sólo la obra de Ramírez Baeza nos proyecta entresijos y miserias de ciertas situaciones empresariales y políticas, sino que también esta, in my opinion,  desafortunada puesta en escena me ha traído a la cabeza el zapping empresarial.

El mando a distancia de los televisores cobró toda su importancia a finales de los años 90, con la aparición de múltiples canales televisivos y la televisión por cable. Y el zapping se popularizó. Por aquellas fechas también se contaminó el zapping empresarial, un estilo de dirección que consiste en bombardear con múltiples temas de seguimiento en simultaneidad diversos aspectos, desenfocando la principal responsabilidad de cada empleado, los cuales pierden el sentido de lo importante, concentrándose en lo urgente para salvar la teleconferencia de seguimiento o la reunión de turno.

Actualizar los contenidos del puesto, apoyar acciones puntuales de otras funciones para mayor efectividad, actividades multifunción (crossfunctional activities) son positivas y deseables, no obstante cuando la dirección asigna y administra diversas tareas en simultaneidad sin orden ni concierto, disparando aleatoriamente en función de la urgencia, se produce el zapping empresarial y el desenfoque de la gestión de la función principal.

AUTORREFLEXIÓN:

¿Puedes poner algún ejemplo de zapping empresarial que hayas sufrido en tu trabajo?

La chispa la inicia Michel Porter, coautor con Mark R. Kramer, de su artículo “La Creación de Valor Compartido” (“Creating Shared Value“) en Harvard Business Review de enero 2011 . Porter es un reconocido profesor, los profesionales del mundo empresarial probablemente estaríamos de acuerdo en que él es el gurú del management más cotizado en la actualidad. Sus asesoramientos llegan a los gobernantes de las naciones y su paradigma más apreciado es la competitividad.

Por otro lado todos los que nos esforzamos por la RSC estamos de acuerdo en que las políticas de responsabilidad social aportan un componente de competitividad a largo plazo que conduce a la sostenibilidad de la empresa. Es decir la competitividad, as urgencia, es el factor común que desde el entorno empresarial podría convertirse en la gran palanca para hacer apetecible este modelo en las empresas, aún sin que todavía estas pusieran demasiado foco en otros logros importantes.

Consecuentemente Porter enuncia su nuevo paradigma: el valor compartido (shared value) that, dicho en breves palabras, consiste en impulsar a la empresa para moverse en terrenos de beneficios económicos que aporten asimismo beneficios ambientales y/o sociales a su entorno, sus grupos de interés o a la sociedad en general.

Partiendo del estado actual de desprestigio de las empresas, y de que mientras más empresas adoptan responsabilidades sociales, más se les culpa por sus fallos ante la sociedad, los autores defienden que la creación de valor que ha regido hasta ahora optimizando el beneficio financiero de corto plazo debería evolucionar hacia una cooperación de su negocio con la sociedad. Se trata de poner los beneficios de la sociedad en el centro del beneficio financiero de la empresa.

Hay ejemplos prácticos de aplicación en grandes empresas: Nestlé, Johnson & Johnson, IBM, GE, … Conozco de cerca el programa “Ecomagination” de GE que potenciando valores ambientales ha sido y sigue siendo una importante fuente de negocio y reputación para General Electric.

La alta dirección y los directivos, los Tops y los Managers como me gusta llamarles, tienen que desarrollar nuevas habilidades y conocimientos bajo el prisma de las necesidades de la sociedad.

En España la polémica se ha acrecentado desde el pasado enero tras la publicación en el diario El País del artículo “Pasando página a la responsabilidad social de las empresas” de Manuel Escudero, director general de Deusto Business School. Una clara apuesta por el “porterismo”, orientando su aplicación hacia la “innovación compartida”, que rápidamente fue contestada por Helena Ancos, doctora en derecho y pionera en responsabilidad social empresarial en la Universidad Complutense de Madrid, quien, aún aceptando estas plataformas más específicas, no es partidaria de aparcar o diluir el modelo de la RSC en su concepto total.

Llegados a este punto, y hablando de nuevas formas de capitalismo, permitidme parafrasee a Karl Marx, al pedir a todos los que trabajamos por la responsabilidad social empresarial: “Responsables del mundo, unios !

Lo importante es que el modelo no se disipe con la crisis. Lo importante es avanzar en un concepto de mejora continua. Cada empresa tiene que tomar su camino específico, el que sea más oportuno, el más viable.

La RSC por el momento es similar a un campo vectorial. Múltiples vectores, con distinta fuerza o amplitud, con distinta dirección o ángulo de ataque, pero por favor, con el mismo sentido. Que ningún vector apunte en sentido opuesto. Necesitamos todos los vectores en el mismo sentido. Para sumar.

Gracias.

RELATED TOPICS:

¿QUÉ ES LA RSC Y LA NORMA ISO 26000?

Last year was published the following surprising news:

“The request for the brand 'Jabugo’ was presented by Wang Weiqiang in 2006 and the brand 'Hameng Jabugo’ by Wu Zheren it was in 2007, but these facts were not disclosed in Spain until a few days ago. In the years in which these entrepreneurs wanted to register the name of Jabugo, are beginning to deal in Spainfirst permits exports to Chinaand began to spread the suspicion that this product before or after could be followed as it seems they intended to import Zheren.Empezaron Weuqiang and thus exporters rubbed their hands imagining the huge market that opened for business”.

I fear that these exporters not imagine what little happiness would last. Because there is currently producing hams and Chinese, and China, with Chinese pigs, for Chinese (as would the professor Pavón).

My nephew is a born entrepreneur Edu. Embark ideas that never put into practice. Psychologists say that is highly developed creativity vector (creator)but very weak vector put ideas into practice (implementator). Mal asunto quedarse siempre en la teoría o en el proyecto no llevado a la práctica.

- Oye Rafa, the Chinese do not just roast duck. Already producing hams and hams Jabugo wanted to call them - I explained Edu. And I do see the attached video which leaves me speechless. As the British say: “No comment”… …

Por eso cuando los chinos llegaron a Jaén muchos jienenses se preguntaron qué diablos se les había perdido a aquellos chinos en los campos de olivos.

- They like our oil. Maybe they want to use it to the wok,  y les vendemos muchos litros – decía una lugareña inocente.

- Well to me it does not smell good, no me fio – le contestaba su marido más receloso.

The news came to the press. China could overtake Jaén in olive oil production in the not too distant future. Han seleccionado la variedad arbequina que resiste mejor el frío.

"The latest data confirm that there is currently a total of 136.000 China hectares covered by 39 million olive trees, which exceeds the planted and production in the province of Cordoba. But as the movement is detected in nurseries promises to olive plantation in a few years to reach 59 million in full production, what match olive entire surface of the province of Jaen, the largest producing region in the world olive oil which alone brings in 20 by 100 of world production. "

Edu buy everything on the web, until LED bulbs made in China 3 EUR, final price with transport included. So Edu has had a great idea: as we are in a global market where it seems that the factor transport from China has not only economic costs but entails huge environmental cost as one of the major sources of contamination, says it will create an intermediary company that imports the bulk oil from China at half the cost of the Spanish, y según llega lo reenvía a Italia que son los quienes lo saben vender en bonitas botellas y lujosas etiquetas.

This theoretical besides my nephew is a bit childish,or believed that Italians are stupid. The Italians will no longer import from Spain and acquire everything in China. At the end of the day what matters is the bottle, paper in the bottle and the bow with the colors of the Italian flag. Because the perception in the U.S. and many other countries is that the Italian oil is the best in the world and as the label says "packed in Italy" is easy to identify as "Product of Italy"; es el triunfo del marketing.

It has been said that Spain is a country sandwich , always in the middle. Neither is developing or has completed a development similar to the leading countries of Europe. And I D, technology, in training, in almost all, Hence we walk: medianejos, y me temo que cuesta abajo.

Ham and Spanish olive oil are the world's leading products, y como nos descuidemos los chinos nos van a mandar al centro del sándwich.

Few citizens unrelated to the industrial world have been aware of the great danger of infection sandwich countries, as Esapaña, podían sufrir con la penetración de productos low cost en las economías occidentales.

The low cost paradigm eventually ends up impacting our wages and employment in sandwich which countries can not compete with the low cost and Eastern, ni con los altos valores añadidos de los países más desarrollados.

I think the oil case and hams can be very enlightening them. The low cost and are coming also to oil and ham. A este paso terminaremos viendo aceite chino y jamón chinos en los bazares chinos.

Are we back to another possible example of asymmetric competition? What health guarantees would apply for the entry of these products? Should government action, regional or local level that would prevent the entry of these products, o se “colarían” amid the uncontrolled tons of containers arriving at the port terminals of Greece and Spain which are under management of Chinese companies?

Management should be careful to avoid ruining new skills asymmetric both inimitable quality Spanish products, cuyas empresas deberían potenciar el marketing y su internacionalización.

For my part, as “consumisable“, I can promise and promise to never buy oil or ham “made in PRC”.

I'll take our pigs, by piggy that are healthy and our oil, which price is rising alarmingly. And to top the drought suffered, as saying that, que amenaza con tendencia al alza.

Friends, I recommend you collect all the oil that you can now which is good and has not risen too. I'm going to call my friendsVERDEQUINA y voy a comprar unos cuantos litros.

RELATED TOPICS:

Asimetría vs china. Europe

Self-reflection:

Do you think the Administration should avoid asymmetric competencies?

Is Spanish consumers more or less sensitive to price relative to other European citizens?

The Texan's confession Lance Armstrong a Oprah Winfrey, famous American television journalist, with previous marketing promotion of international audience, were obtained about their conquests of the seven Tours from winning in the first 1999, has shocked the sports world and leaves us, once more, reflexionando sobre el punto al que ha llegado la “cultura del vale todo”.

        

When I hear or read this kind of news I have in mind the pressure that professional companies have come under pre-crisis, just at the time of the triumphs of Armstrong, to squeeze the lemon substantial market until its death, or continue to suffer such equipment currently in the crossing of the crisis. Porque desde finales de los noventa la presión no ha remitido.

It is the culture of maximum control growth, of increased market share drop that falls (usually the margin and consequently the benefit of the business), y de la sobrepresión sobre los equipos profesionales de la empresa.

At certain times in quarter-end or year I have witnessed pressure on factories to vomit amounts above its production capacity with waste in overtime and flexible controls. I've also seen pressure on the technical departments to accept low-cost products that do not leave quite quiet their consciences and, by discounting, maniobras de los financieros inducidas para maquillar los números.

But the area most affected by these stakes is the marketing and sales department. Or sales especially in companies that separate, lo cual en mi opinión es un típico error estratégico.

During the years of "boom", “boom”, “boom”, in mathematics "boom³ ”, because they were 3, as already described in my previous article "The Inverted Pyramid ", and carried by culture cited, many commercial companies hired overvalued with high wages in order to seize the burgeoning market before your competition. In technology companies (TICs) commercials and their heads were jumping from one company to another by substantially increasing their salaries by the variable. Lo cual comportaba una enorme presión generalizada para alcanzar los objetivos.

Today the stress is equally high, ahora principalmente para mantener el puesto de trabajo ante las reducciones de personal que no cesan.

There are managers in large companies and not so great, each in its scale, who confuse leadership with harsh practices of a foreman, and subject their equipment at pressures as exaggerated as ineffective. Because when the stress exceeds a certain level, employees not only pay less but are discouraged, lose interest, and split with the strategies and objectives of the company, which come to be considered unreachable, improper, e irreales.

Well, I believe some correlation between what was supposedly discovered on the methods of Dr. Sources Eufemiano and the pressure conducted by the "Octopusmanagers"Who have had their computers to practices that can lead to exaggerated performances outside of business ethics. Such practices as forms of doping act to influence at all costs to growth, to better performance and results, poniendo en grave riesgo a sus equipos y a su empresa.

One might say that this is arranged simply by rejecting the constraints that drive malpractice. It is easy to say, but not so easy to take out. A Spanish cyclist who recognized his lack, argued in a radio sports program :

- When you are twenty and tell you that's what you have to do to get the glory, which will be another that will accept, es difícil rechazarlo.

A business professional does not aspire to yellow jersey, but to his family, los colegios de los niños y el cargo de la hipoteca puedan fluir mes a mes sin imprevistos.

O sea que estamos ante casos con ciertas simetrías.

Both large enterprises and SMEs should dismiss such profiles“Octopusmanagers” that smother their teams, y evolucionar potenciando a los directivos que impulsen  el talento de sus colaboradores.

Additionally an effective measure to be taken by the management is the implementation of the "Ombudsperson" or advocate the employee, that would be chosen from volunteers, para representar a todos los empleados de la empresa sobre cualquier reclamación que pudiera producirse.

The simple implementation of an "Ombudsperson" independent HR department reduce conflicts and limit abuses, and in the event of the channels and raises properly, monitoring procedures to resolution

RELATED TOPICS:

The Inverted Pyramid

Managers trileros ante el cierre de año fiscal.

I have known the term RFC through ICWF (International Center of Work and Family), donde la profesora Nuria Chinchilla del IESE desarrolla este concepto.

Unlike many others that can only be applied on large corporations, reconciliation is one of the CSR policies that can extend and implement in SMEs. The Chamber of Commerce and Industry of Madrid is developing a good informative work about. Maria Jose Diaz, adviser in the House reconciliation explains that call it RFC, or conciliation, or as we like to call, the truth is that this concept is making its way into the company. The female population in these areas is key, y la progresiva incorporación de la mujer a puestos directivos está impulsando la conciliación dentro de la cultura de la empresa.

Not always recognize that excessive stays at work are favored by companies or bosses, but for those employees having responsibility for family tasks are not interested in the least, as is the case in the illustration of the accompanying Forges. Is, when managers behave like these characters Forges, sus equipos suelen verse arrastrados a permanecer en el puesto de trabajo más allá de su horario.

Reconcile is to reconcile working life with personal and family, y tanto empresa como empleados tienen la responsabilidad de hacer esta conciliación productiva para ambas partes.

Today employees not only aspire to correct salary, but evaluating other working conditions that enable them to improve their quality of life. New generations increasingly value these policies, and technological development to facilitate communication without physical presence in the workplace allows many companies have opted for these items, better results while helping your staff. It's a win-win policy, donde todos salen ganando.

It is a balance that results in greater involvement, motivation, commitment and, ultimately, business performance, mistrust leaving workers and the "Theory X" that sees workers indolent and lazy, give results only under continuous surveillance and treatment of taxation and authoritarianism. Instead, productivity flourishes when the company gives a vote of confidence to his staff and takes the "Theory Y", according to which workers respond positively to good leadership based on "the human side of the company”, as Douglas McGregor titled his famous book in which he described his theory. Although this was superseded by later authors as Peter Drucker, who established that the employee performance management depends management, McGregor's contribution was significant in the sixties, and in this context the commitment approach RFC "Y" when it comes to flexibility classroom, máxime cuando las nuevas tecnologías permiten una gran conectividad para no dejar de atender el negocio.

Reconciliation measures and RFC must be flexible options and eligible, since everyone does not suit you as well. Consider that there are various personal and family needs. Hence, schedule flexibility, work at home, of holiday period , etc., both contribute to the satisfaction of the employee, can lead to better results for the business whenever the company to establish a well defined management by objectives with individual and collective responsibilities. The important thing is to achieve the objectives, no el número de horas de permanencia física en la oficina.

As I am sure you have told your staff, Things in Spain are not going exactly well. Almost no one is able to see the famous bottle half full. El estado del bienestar se desmorona a la vez que se reducen los sueldos de aquellos privilegiados que los reciben.

The budgets of agencies and companies are drastically reduced. Unions are in freefall and companies can sag sector agreements, lo cual descoloca a sus cuadros sindicales.

In this situation and the trend of reducing social protections, becomes more necessary than ever to boost the Corporate Social Responsibility (RSC) general level, in all organisms, public and private, large companies SMEs. No en vano algunos sindicalistas señalan a la RSC como los nuevos convenios voluntarios de las corporaciones.

But the crisis and consequent reduction of budgets are also negatively affecting the RSC. El impulso reformista que desde hace mas de diez años arrancó con brío en España y muchos países de Europa está resintiéndose por recortes de presupuestos.

Srs. Reyes, Vds. who are wise, Do not believe the RSC, as innovative concept in the business culture of the XXI century, is so far the only valid response to prevailing short-term deterioration of capitalism, the tip of the iceberg is the current crisis that stretches from the U.S. to Europe and threatens other developing countries? I ask because those who are working for these concepts as value innovation competitive business steps back but we do not want more involvement and government support with tax incentives to favor or other companies that develop it, al tiempo que se incrementen los controles y exigencias en la entrada de productos y empresas del extranjero  bajo competencia asimétrica cuando no ilegal.

May I ask your help to Vds, with his immense influence to get a substantial boost in the estates CSR relevant EU and in Spain where the government treats through the State Board of CSR (CERSE).

We also request that triggered the positive contribution of two agents in driving capital CSR. I refer to the "Consumisables" and "Inversables", because they are the ones who make a real contribution CSR competitive advantage for businesses , an investment for the future and a guarantee of sustainability, en vez de un extracoste sin retorno asegurado.

In the confidence that my requests are considered reasonable and valid to address the socio-economic crisis we suffer, les saludo atentamente y les deseo un feliz viaje de retorno a su lejano reino.

RELATED TOPICS:

Los “inversables”

The “consumisables”

Move from good intentions to good actions

CSR as a balance to the labor reforms that are advertised in Southern European countries

Self-reflection:

Are you ready to soar to consumer “consumisable”? …