Companies must assume an important global social responsibility in their activity, and must respond to the trust that the community has given them in order for them to fulfill a role of development and improvement and conservation of the system, and achieve their objectives within the respect for the governing regulations of the universal community and the commitments made with it, but being consistent that this is achieved with the support and commitment of its collaborators.
In this sense, it is appropriate to formulate basic criteria that serve to define a frame of reference in which managers and their collaborators manage the company, in order to integrate the principles, in this case ten criteria, that establish the route of good governance. institutional that is in line with the trends of a world-class management.
1. The collaborators
As part of the modernization of companies, it must disseminate the elements of motivation for its collaborators. Defining career line opportunities and competitive leadership are stimulating agents that mobilize and promote the commitment of employees with the objectives of the company. Knowledge is the agent of transformation of companies. Talent Management in companies will give you the possibility of taking the significant leap that is required to access higher levels of development and insert yourself into the main streams of business. Therefore the quality of education becomes a strategic tactic of the first order.
2. The Stakeholders
Stakeholders must be treated as the most important thing, and they must feel that way. This attitude should be a constant, and not only practiced during the sale. Suppliers must know and adjust to market needs.
a) Internal: Shareholders, Managers and Collaborators
b) External: Government, Society, Clients, Suppliers, Creditors.
3. The Global Strategy
It is necessary to define the overall business strategy. This will act as the basis on which executives can act with responsibility, confidence and security. The clearer and more objective the definitions of business strategy are, the easier it will be for executives to direct and manage their actions, that is, to think locally but act globally. "The company without strategy is willing to try anything" Michael Porter.
4. Targeting
Currently we live in turbulent times that requires assuming the attitude of valuing the small “small is beautiful”. A segmentation of the businesses in smaller parts should be sought, focused by market, product line or other valid criteria. This type of atomic organization is giving excellent results in terms of productivity, quality and cost reduction, since the results are seen more clearly and are easier to share, although the latent danger is that the Strategic Business Units - UEN they become large and / or bureaucratic (pachydermic).
5. Management competencies
This competence is distinguished by being a management information system that provides quick, efficient and effective answers on the key elements of the company's strategy. That is, knowing our competences (knowledge, skills and values, an effective dashboard with performance indicators by sector of the company, for strategic control in each of the key areas of the company).
The Balanced Scorecard developed by Kaplan & Norton allows such strategic monitoring and focuses on four perspectives:
a) Customer Perspective: How do our Customers see us?
b) Internal business perspective: What should we be the best at?
c) Innovation and learning perspective: Can we continue to improve and create value?
d) Financial perspective: How do our shareholders see us?
6. The right size
The size of the company must be adjusted to the reality of the global market. Organizational structure and systems are the result of processes, and these are in turn results of strategy. The structure must be flat, flexible, agile and competitive. Both the positions and the functions must be dimensioned according to the effective needs of the business and the market. In a perspective for the front line (operational and business support functions) and for managerial positions. "A plan is nothing, but planning is everything," Dwight D. Eisenhower.
7. Total Quality is 100%
Total Quality is the systematic management strategy of business processes, which must be continuously modeled, automated, and optimized, considering the systematic elimination of waste (eliminating everything that does not add value to business processes, is the increasingly effective use (effective and efficient) of all the company's resources, with a local and global customer orientation, there is no quality at 80% and 20% of poor quality.
All employees regardless of the organizational level must ensure that the processes of all areas of the company are carried out within quality standards.
Quality should be seen and understood as a conduct (attitude) and be incorporated into all areas and stages and processes of the company's work, and not limited to supervision in the final stage of the process.
8. Productivity
The management of the company's processes must be focused on achieving maximum productivity and this is achieved by eliminating everything that does not add value to the final product / service (Quality); for that it is necessary to take as a comparison the best in the world in each process. (Your 20 is my 00), (do continuous benchmarking)
9. Information and communication technology
Due to the progressive reduction of prices in technology, today it is possible to implement computer tools that allow processes in the company that facilitate the tasks of high-performance teams on the basis of communication networks interconnected in real time, thereby enhancing the efficiency of the organization. But we must not forget that first a modernization of the processes must be carried out, focusing them on customer service; and only then take advantage of the differential that technology gives.
In the new E-economy, companies that use technology to improve relationships with their Clients, employees, and shareholders will triumph; to better meet their needs, communicate and learn alongside them.
10 Vision of the future
The Vision of the future is a strategy to face uncertainty, it is to plan future scenarios - prospectively and adapt the company towards the medium and long term in search of opportunities. Executives must generate strategic thinking, imagine the future, and identify possible changes and adjust the company, preparing it to successfully face that future. "You can only move forward when you look far away" José Ortega y Gasset.
