Transformational Leadership as a pillar of an agility organization
The structural paradigm of organizations has suffered, in recent years, transformations caused by the digital revolution. The introduction of disruptive technologies has changed processes and methodologies.
The structural paradigm of organizations has suffered, in recent years, transformations caused by the digital revolution. The introduction of disruptive technologies has changed processes and methodologies. The increase in the volume of information, as well as the increase in channels, require them to quickly adopt multidirectional communication and complex collaboration with customers and partners.
Organizations are living organisms, so agility, adaptability and responsiveness are the new vectors of action, which allow value creation for all stakeholders.
An agile company comprises a complex network of skilled teams that operate with high standards of alignment, accountability, expertise, and collaboration. They are in direct contact with the customer and closely observe his preferences, which is why they must play an active role in defining the organizational strategy.
In this sense, organizations must also develop a stable ecosystem to ensure that these teams can operate effectively. The role of the leader, in this type of environment, lies in empowering employees who have the know-how to influence the business and make decisions, providing them with the resources to act and meet customer expectations and market challenges.
Transformational leaders encourage their People to be creative and innovative, giving them sufficient autonomy and confidence to achieve results, without spending too many resources on the rest of the organization. They do not look for problems, but rather for solutions and new ideas, together with their teams, to improve, daily, their processes.
Instead of planners, directors, or controllers, the leader of an agile organization acts as a mentor that empowers its employees with the most relevant skills so that they too can lead, collaborate and deliver exceptional results. Such leaders act as catalysts, as each team decision is supported by them. They promote coaching and guidance so that the decisions of the members of the company are the right ones.
I believe that this type of organization is only realistic with a cohesive community and a culture of the common good, instead of the individual. The norms and values of identity are, in turn, reinforced through the influence and positive behavior of leaders, in an environment of great trust, with high ethical standards.
As Colquímica Adhesives operates in an extremely competitive, constantly evolving, international market, agility must be a categorical imperative. It is necessary to standardize ways of working, including meetings, that facilitate the interaction and communication between teams, making the proper transfer of technological advents to the corporate daily life, in a perspective of continuous improvement. Performance evaluation, based on shared objectives, should be analyzed, through the impact of the teams on the business and stakeholder satisfaction.
A world vision, or paradigm, only lasts as long as it is able to explain new evidence. At Colquímica Adhesives we want to continue developing new products and services with added value, so we are innovation, we are research, we are sustainability, we are rigor and we are agility. For us, there is only one path - leading by example.
Sofia Koehler
Vice-President Colquímica Adhesives
