91% of the survival companies are going through change processes: digitalization, internal restructuring or new leadership addresses. However, 47% of the collaborators say they do not receive clear information about these processes and more than 50% ensure that they do not participate in them.
The result is the creation of “parallel narratives”: the optimistic vision of senior management against the feeling of uncertainty in the daily operation.
“Above they talk about transformation, but in the team we continue without knowing what we have to do,” said one of the interviewees.
It is not an isolated phenomenon from Argentina. In Mexico, where part of the survey was also made, the figures are similar: the organizational transformation is recognized as necessary, but the collaborators feel that the change is managed from the surface and not from the root.
Talent that does not reach. The problem is not in people, but in teams. The data show that collaborators trust their individual capacity, but doubt collective preparation. According to Bumeran, 77% of Argentine workers thought about giving up for the bad relationship with their boss, while 64% do not see in their superior a true leader.
To this is added the adecco data: 65% of employees suffer from Burnout, a symptom of exhausted, demotivated and low innovation equipment.
In practice, this means that even when an organization manages to hire bright profiles, lack of integration makes that talent waste. A company can have a star programmer, a manager with strategic vision and a creative team with disruptive ideas, but if there is no cohesion, the results are diluted.
The planning vacuum. Integralis’s study confirms what academic research had already indicated. The National University of whose detected that 60% of Argentine companies do not systematically carry out strategic planning and that 21% do not even know the concept.
Without a shared vision, the equipment operates in autopilot and aimless. It is not about joining bright curriculums, but about generating real integration conditions.
The contrast to global benchmarks is remarkable: while in countries such as Germany or Canada, strategic planning is a structural part of business culture, in Argentina it is still lived as an optional or bureaucratic exercise. This difference translates into productivity, innovation and, ultimately, competitiveness.
Four keys to reverse the trend: we propose to address the gap with an integral look:
–Align the purpose staff with it organizational.
-Gar real spaces of participation and listening.
–Build conscious leadershipto support confidence in uncertainty.
–Review the strategy continuously, because in volatile contexts it fails to plan once a year.
Implementing these points does not require millionaire investments, but a cultural change. It implies that leaders are encouraged to release absolute control, that teams can be wrong without fear and that organizations learn to review their assumptions with the same agility with which their markets change.
The immediate challenge. In a country where economic and social uncertainty is part of the landscape, the question is not whether there will be changes, but how they will face.
The data is clear: the teams do not fail due to lack of talent, fail due to lack of context, leadership and shared purpose. Companies that understand it can build more stable, creative and resilient equipment.
The rest will continue to lose valuable talent in a race that does not lead anywhere. And in an increasingly competitive regional scenario, Not adapting is no longer an option: it is a risk that organizations cannot afford.
*Ignacio Martínez Pácas is Head Integraralis Consulting Group.
By Ignacio Martínez Pasas
