When we observe markets led by companies with growth rates on the average as a free market, orders, orange X, Uber, Agrofy, Spotify and so many others, which achieved strategic integrations with partners and suppliers ecosystems, based on the purpose of creating, managing and enchanting client communities that express, value, request, suggest and define their needs, They are built on technology -based processes, supported by the evolution of data science and with a cultural profile of employees with a very high level of prominence, preparation and empowerment, for a second we should ask ourselves If we believe that our companies are immune that will generate this change in our markets.
We have already seen that the edges between industries are blurred at high speed.
Retailers that finance, banks that sell goods, telephone companies integrated with the world of audiovisual content platforms, the health that increasingly includes well -being and quality of life that ensures quality in longevity and so many other examples tell us that the transversality in the markets is the rule, that the fences are falling and the niches are ending.
Let’s add the deregulatory trends that will continue to disarm the traditional protection of certain activities (let’s see the impact on the banks of the fentech deregulation), while regulation tends today to the greater protection of the consumer, their choice and their data.
We will arrive at a first conclusion: the future of business in the years of the current decade will be quite conditioned to how managers and management develop business orchestration competitions.
This is what this note goes. Let’s talk about the challenges assumed by an “orchestrador.”
What is orchestrate? It is power Lead the strategic positioning based on relationships with valuable partners, very good in their own, that contribute their knowledge and quality to, together, to build value proposals that the customer value as differentiating and adapts them, and even more, value us, prefer and propose to evolve together and grow accompanying it. It is renewing our leadership with another perspective.
It sounds very good, but the cultural leap is huge, it is time to dispossess the organizational ego and change it for the echo, as Orlando Vergara Correa says in his book Elm, “becoming leaders inspired by the great unattered needs of people and by the greatness of the ecosystem, who are committed to doing the best not only for themselves, but for the world that surrounds them”.
Let’s review the competences that orchestrars must develop, to fulfill their function of such. To do this I will present them as four artistic skills. Yes, because this goes art!
The art of orchestrating the business. The key agenda to consider suggests four points:
to. From one Vision expressed in the purpose of creating customer value. Where do we want to get there, why and for what? What clients will benefit? What value are we going to contribute? Let us encourage them to respond “without conditions” of the client’s need and then enter the company. Let’s get inspired by analogies from other industries and the best experience that the client claims. Although it hurts.
b. Let’s imagine the solutionbut not limited to our capabilities, but using the “market capacities” model. Imagine that I am the selection technician and I can choose the best players. How would you design the game plan? Who would you invite?
c. Let’s think strategically in those capacities Ego stripped how to combine our best with these new players? What would we achieve together? How would we express a purpose that would seduce us? We create a first “hypothesis” of orchestrable complementary capabilities, which is worth analyzing, using the left bank of the Canvas de Alex Osterwalder.
d. We finally terrify in the Business Reason. The estimate of costs and income, which generates the proper attraity and sustainability. This point is key to generating financially sustainable bus
The art of orchestrate culture and people. Here I recommend taking into account two points:
Transversality is rule. We come from a strong vertical and centralizing culture, in which the business ego presented to others as competitors we disputed for the portion of cake. The ecosystem approach is based on two transverseities.
The inmate to ensure that the own key actors “will breathe the vocation to create trust, collaboration, applied creativity, shared learning and release their imagination as a single team.”
The creation of multiorganization spaces where everyone feels part of a creative and committed team under the look of the purpose agreed in the direction.
The shared values of trust, collaboration, and solidarity.
Here the rules are concrete: as Orlando suggests “tame the ego, develop the spirit seeking opportunities, training the external look, involving the key agents of the organization and establishing collaboration and cooperation processes”
As? Sharing information and objectives at a common work table. Eradicating distrust as a relationship model, speaking clearly from day one, recognizing the valuable of the other without implying a detriment of himself. If we manage to do so by maintaining the intensity, respect, the mutual admiration and abundant solidarity features, the rest will be to share trenches and achieve together, giving spaces to learn and desire to do so.
The art of connecting companies. In a recent note, which I invite you to read, we address a question that makes or not viable the business based on ecosystems. On this occasion we reflect on “The part of the “iceberg” that is not seen, and that I summarize with a question: beyond the best business ideas: are these companies “connectable?” This technical approach is approached from its three key features:
-We must think about a multidimensional look (Calibrating the dimensions of business, culture, processes and organization, technology and data assets),
-Analize it from a holistic approach (All dimensions are influenced, accelerated and restricted connectibility) and
-Construct it from an evolutionary approach (It is a path, of successive achievements and constant entry to boxes to adjust. Lean Startup’s methodologies and the Osterwalder exploration method are good options to guide its construction.
The art of orchestrating the parts of the ecosystem. This last aspect is essential, since the essence of the ecosystem government is. There are various organizational design approaches, some very well raised and collected by Efraín Ortiz Pabón in his study “Business Ecosystem, Innovation and Entrepreneurship”.
In my criteria I suggest the actors approach based on three specific rings:
-He Level 0 is that of the orchestraas promoter of the vision and purpose and the final experience of the client, as well as developer and custodian of the culture of trust and collaboration.
-He Level 1 is that of key agents: Its contribution generates the differentials of the value proposition, they act and enrich the road map constantly and orchestrate the integration of other value ecosystems of their specialties. They maintain continuity commitment because the agreements are strategic
-He Level 2 is that of complementary agents: They are part of the value proposal, but their contribution is in many cases tactical or their contribution is more a market commodity, being less sensitive to replacement processes
In the design and construction, the orchestra evaluates and resolves aspects such as the agent’s contribution, its contribution to the proposal of current and potential value, its synchrony as a “connectable company”, its competitiveness of prices and costs, the synergy with other initiatives of the road map, the commercial, operational integration and the ecosystem government model.
Does it seem complicated? It is as complex as the business world was transformed.
Now let’s go to the reasons why you have to do it.
-Because our managers and managers have to continue training in the art of complexity, discipline in which those born in our homeland come about stimulated
-Because discipline is based on working around a purpose, that allows us to look beyond the short term and privilege more strategic links. He expresses genuine value why our clients should continue choosing us, and thus support the patrimonial value of our company.
-Because working around a purpose and excites our people and increases our possibility of retaining talent.
And as General Don Jose de San Martín said to Juan Martin de Pueyrredón, “you are right, what I want to do is impossible, but it is essential.”
*Gustavo Calveiro is a mentor with more than 40 years of experience in getting the complex challenges of organizations and people possible.
By Gustavo Calveiro
