{"id":89747,"date":"2020-04-16T17:31:09","date_gmt":"2020-04-16T17:31:09","guid":{"rendered":"https:\/\/raed.academy\/?p=89747"},"modified":"2020-04-17T10:54:37","modified_gmt":"2020-04-17T10:54:37","slug":"la-nova-agenda-de-la-gestio-jaume-llopis","status":"publish","type":"post","link":"https:\/\/raed.academy\/ca\/la-nova-agenda-de-la-gestio-jaume-llopis\/","title":{"rendered":"La nova agenda de la gesti\u00f3"},"content":{"rendered":"

Jaume Llopis<\/em><\/strong>
\nProfessor de Direcci\u00f3 Estrat\u00e8gica d’IESE, Universitat de Navarra. Membre del Senat de <\/span><\/span><\/em>la Reial Acad\u00e8mia Europea de Doctors-Barcelona 1914 (RAED)<\/em><\/p>\n

\"Dr.

Dr. Jaume Llopis<\/p><\/div>\n

“La gesti\u00f3 empresarial est\u00e0 experimentant un canvi tan enorme i r\u00e0pid que molts gerents estan reinventant la seva professi\u00f3 a mesura que avancen”. Aquesta cita de Rosabeth Moss Kanter<\/strong>, una de les m\u00e9s grans expertes mundials en gesti\u00f3 del canvi, va ser escrita en un article publicat el 1989. Per\u00f2 \u00e9s v\u00e0lida avui, encara m\u00e9s que llavors. Amb els anys, les empreses s’han tornat globals i digitals, han transformat les seves operacions industrials radicalment, han adoptat tecnologies que el seu poder disruptiu amb prou feines pot comparar-se amb altres revolucions industrials. Els consumidors han estat empoderats i els treballadors han estat emancipats, i la societat ha augmentat el seu nivell de consci\u00e8ncia i comprom\u00eds que tot aix\u00f2 t\u00e9 per a les persones i per al planeta (1).<\/p>\n

Com afecten tots aquests canvis a el dia a dia del CEO o director executiu? Qu\u00e8 caracteritza els l\u00edders empresarials al segle XXI? Com \u00e9s el seu estil de gesti\u00f3? Quin tipus de pr\u00e0ctiques adopten o promouen en les seves organitzacions? Aquestes s\u00f3n algunes de les preguntes que vam plantejar en la investigaci\u00f3 que estem duent a terme a la Universitat Oberta La Salle<\/strong>, amb el suport de Jos\u00e9 Daniel Barquero<\/strong><\/a>, acad\u00e8mic numerari de la Reial Acad\u00e8mia Europea de Doctors-Barcelona 1914 (RAED), per estudiar com els canvis estan redefinint els rols i les tasques que realitzen els membres de l’alta ger\u00e8ncia. Aquests canvis es troben a l’entorn on operen les organitzacions, que els han exigit que s’adaptin a les noves circumst\u00e0ncies (2).<\/p>\n

Canvis en la pr\u00e0ctica i els estils de gesti\u00f3<\/h3>\n

Tot i que la nostra investigaci\u00f3 es troba en una fase preliminar, partint de les nostres converses amb diferents CEO i gerents s\u00e8nior de diferents sectors i volum, ja podem esbossar algunes pautes comunes sobre l’evoluci\u00f3 de rols, tasques i estils de gesti\u00f3. Per exemple:<\/p>\n

Sentit de prop\u00f2sit:<\/strong> un dels canvis que estem observant \u00e9s la creixent import\u00e0ncia perqu\u00e8 el CEO brindi un sentit de prop\u00f2sit a l’organitzaci\u00f3, m\u00e9s enll\u00e0 del merament econ\u00f2mic. La pressi\u00f3 social per afrontar desafiaments com el canvi clim\u00e0tic o la desigualtat social ha crescut notablement en l’\u00faltima d\u00e8cada i est\u00e0 portant a les empreses a ser conscients de les conseq\u00fc\u00e8ncies de les seves accions en la comunitat. No nom\u00e9s perqu\u00e8 ara estan sota un escrutini p\u00fablic m\u00e9s estricte, sin\u00f3 tamb\u00e9 perqu\u00e8 han ent\u00e8s que per connectar amb els clients i motivar i comprometre els empleats necessiten dissenyar estrat\u00e8gies de valor compartit que transcendeixin el mantra habitual de maximitzar el valor de l’accionista per fer una contribuci\u00f3 positiva a la societat.<\/p>\n

El CEO com a catalitzador d’oportunitats:<\/strong> avui en dia, la comunitat ens diu que el CEO ha d’estar m\u00e9s obert a el m\u00f3n exterior que abans, quan l’administraci\u00f3 es centrava en la vida interna de l’empresa, en la millora de processos i productes, en el desenvolupament de noves innovacions… Ara ha de seguir fent tot aix\u00f2, per\u00f2 necessita estar molt m\u00e9s informat sobre el que est\u00e0 passant fora de la seva pr\u00f2pia organitzaci\u00f3. Aix\u00f2 requereix una mirada m\u00e9s externa, con\u00e8ixer ecosistemes m\u00e9s profunds i poder detectar i construir aliances m\u00e9s enll\u00e0 de la pr\u00f2pia empresa.<\/p>\n

Lideratge d’alta intensitat:<\/strong> per a les noves generacions d’empleats, el prestigi professional dels caps i la coher\u00e8ncia del comportament atorguen autoritat, mentre que el lloc en la jerarquia no. A m\u00e9s, requereixen estils de lideratge m\u00e9s propers i esperen que els seus caps els ajudin i els donin suport en el desenvolupament de les seves carreres en brindar comentaris constants i donar-los projectes per ajudar-los a cr\u00e9ixer.<\/p>\n

El CEO sorgeix com a entrenador, un actor adequat per reempla\u00e7ar els vells estils de gesti\u00f3 basats en qui ordena i mana. El nou estil de gesti\u00f3 que \u00e9s m\u00e9s participatiu, el que fa que el cap vertical i la relaci\u00f3 subordinada evolucionin cap a una relaci\u00f3 horitzontal entre iguals, i aix\u00f2 permet als col\u00b7laboradors i equips exercir una major autonomia, capacitat de prendre decisions i major flexibilitat (3).<\/p>\n

Habilitats lleugeres:<\/strong> Paradoxalment, com m\u00e9s ingressem en l’era digital i de la Intel\u00b7lig\u00e8ncia Artificial, m\u00e9s importants es tornen totes aquestes habilitats i compet\u00e8ncies que s\u00f3n m\u00e9s personals que t\u00e8cniques. Evidentment, el CEO de segle XXI ha d’estar familiaritzat amb les noves tecnologies, per\u00f2 la seva capacitat d’aprendre i encoratjar altres a aprendre, fomentar la curiositat, generar empatia i prioritzar a les persones i la formaci\u00f3 d’equips, augmentar la diversitat o saber com incloure la transformaci\u00f3 cultural que implica la tecnologia ser\u00e0 m\u00e9s rellevant que la seva compet\u00e8ncia tecnol\u00f2gica. Quan l’\u00fanica constant \u00e9s el canvi, la caracter\u00edstica m\u00e9s important \u00e9s la capacitat d’adaptar i ser vers\u00e0til.<\/p>\n

A m\u00e9s, els gerents entrevistats van emfatitzar que avui dia el CEO ha de ser un comunicador nat, alg\u00fa amb altes habilitats relacionals i comunicatives. La immediatesa de les noves tecnologies permet una comunicaci\u00f3 molt m\u00e9s intensa i \u00e0gil. En qualsevol moment, els gerents poden usar diverses eines per posar-se en contacte amb els seus equips: videoconfer\u00e8ncies, correu electr\u00f2nic, aplicacions compartides, treball en xarxa i fins i tot grups de WhatsApp. El CEO no nom\u00e9s ha de comunicar-se b\u00e9 dins de l’empresa, sin\u00f3 tamb\u00e9 fora d’aquesta. Diuen que el CEO ara ha d’estar molt m\u00e9s atent i present en les relacions amb totes les parts interessades.<\/p>\n

En conclusi\u00f3:<\/strong> les tasques del CEO i els estils de gesti\u00f3 de l’alta direcci\u00f3 continuen evolucionant en sintonia amb els canvis en l’entorn econ\u00f2mic i social. Els canvis en el perfil, les actituds i les aptituds dels CEO s\u00f3n \u200b\u200bessencials per garantir la superviv\u00e8ncia a llarg termini de l’empresa (4). El CEO sempre ha de ser qui lideri amb l’exemple.<\/p>\n

Refer\u00e8ncies<\/h3>\n

1. Moss K.R.: “The new managerial work”. Harvard Business Review, Boston (1989)
\n<\/em>2. Llopis J., Ricart J.E.: “What good managers do. The challenge of the 21st century”. Pearson Education, Madrid (2013)
\n<\/em>3. Bartlett C.A., Ghoshal S.: “Beyond strategy to purpose. Harvard Business Review”. Boston (1994)
\n<\/em>4. Clifton J., Harter J.: “It\u2019s the manager”. Gallup Press, Washington DC (2013)<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

Jaume Llopis Professor de Direcci\u00f3 Estrat\u00e8gica d’IESE, Universitat de Navarra. Membre del Senat de la Reial Acad\u00e8mia Europea de Doctors-Barcelona 1914 (RAED) “La gesti\u00f3 empresarial est\u00e0 experimentant un canvi tan enorme i r\u00e0pid que molts gerents estan reinventant la seva professi\u00f3 a mesura que avancen”. Aquesta cita de Rosabeth Moss Kanter, una de les m\u00e9s […]<\/p>\n","protected":false},"author":12,"featured_media":89697,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_et_pb_use_builder":"","_et_pb_old_content":"","_et_gb_content_width":"","footnotes":""},"categories":[233],"tags":[],"class_list":["post-89747","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-economiques-i-empresarials","et-has-post-format-content","et_post_format-et-post-format-standard"],"yoast_head":"\nLa nova agenda de la gesti\u00f3 - Reial Acad\u00e8mia Europea de Doctors<\/title>\n<meta name=\"description\" content=\"Prof. Jaume Llopis: Capacitats necess\u00e0ries del CEO de segle XXI. Les empreses s'han tornat globals i digitals. 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