A monographic report is presented that deals with paradigms in the context of competitive markets. The study uses the methodological aspects recognized nationally and internationally as best practices for the presentation of structured technical reports such as monographs, which are not in depth and formally the product of a research project.
For the fulfillment of the elaboration, an updated bibliography has been consulted that collects points of view of various authors on the subject, which comes from both physical material of texts, as well as from electronic publications on the Internet. In the development of the work, a panorama is offered on the conceptual aspects of the paradigmatic environment; paradigm and its characteristics, paradigm shift, paradigm shift in the face of the 21st century, paradigm shifts and competitive markets, as well as on paradigms, management and leadership.
Paradigmatic environment
There are periods where the only constant thing is change, so what is considered good and accepted today will not make sense or will lose its validity in the future, since the framework that dominates it evolves to a higher level or is replaced by a new one.
This model of behavior that governs the world leads to the prediction of the near future becoming increasingly uncertain, especially in the field of markets where there are segments with such a degree of competitiveness and volatility that certain business strategies must be designed and changed accordingly. hours of difference; as in the case of the sector that is dedicated to the development of software for navigation in the network of networks, better known as the Internet.
The generation of these models that rule and will govern the world has been called "Paradigms" since the 1960s. In this way, it can be established that paradigms govern the line of thought in an endless number of areas of man's life.
Fundamentally, a paradigm shift is a new way of looking at something. Often times this change becomes essential due to new developments in science, technology, thought, art, and other areas of human reality.
The notion of paradigm has gone beyond the dictionary definition. Today the term is widely used to define a broad model, a theoretical framework, a way of thinking or a scheme to interpret reality.
Psychologists analyze the reinforcement paradigm; doctors examine a paradigm shift in their area such as genetic engineering, politicians speak of political paradigms; and so on. In this way, what to do today faces the application of paradigms including these in areas such as markets, companies, competitiveness, leadership, management, among others.
High business competitiveness is the north that guides today's organizations, having as main goals, to achieve and maintain a position in the globalization market. This task is not easy, adapting and transforming is, in the light of events, based on a set of current paradigms; which are essential requirements to compete at the end of the next century.
Faced with such a panorama, understanding the paradigms, their characteristics, frequency of evolution and change, as well as the trends that dominate them within complex markets is essential for today's manager and administrator.
Within this context it is presented that regardless of whether it is directly or indirectly related to that environment of high complexity and convulsed dynamics; Paradigms allow the knowledge base to be broadened and consequently to quickly visualize the events that occur or to better prepare to face, face and, above all, anticipate changes in the immediate future.
The intention of this research is to analyze from the line of thought of Joel A. Barker reflected in his book "Paradigms - The business of discovering the future", the set of ideas that make up the paradigms, relating them in the context of market management competitive; In this way, the study is not limited to only examining the knowledge proposed by the author, but to complementing them with lines of thought from other researchers, as well as those inherent with the Chair of Competitive Markets; in such a way that its application in such an important matter is understood.
The study, even when it considers all the aspects referred to by the author, is not presented with the same sequence, but based on an approach considered, in the opinion of the researchers, more logical; Therefore, it considers the following aspects in its development:
- First: an outline of the genesis of the term and an analysis of definitions emanating from various thinkers Second: the characteristics that Barker raises in comparison with those of the field of scientific research are presented, as well as the analysis of topics of the chair to verify compliance with the characteristics analyzed; Third: the evolution and paradigmatic processes are examined, as a product of anticipation and innovation, being a key element in the generation of new paradigms; Fourth: the most important paradigm that emerged in the 20th century is described with a preponderant projection for the 21st century, together with those considered the most important and representative for competitive markets. Fifth: The Manager and the Leader are analyzed from the context of paradigms;and for the sixth and last the conclusions that give rise to the present study are issued.
Paradigm and its characteristics
Distinctions and fundamental definition
The first formal meaning of the term "Paradigm" originates from the studies of the physicist, researcher and historian Thomas Kuhn, reflected in his work "The Structure of Scientific Revolutions" (1961), where the first definition established as: "Accepted examples of current scientific practice, examples that combine law, theory, instrumentation and provide models from which the particular coherent traditions of scientific inquiry are manifested"; thus assigning it its own ontological distinction c with a strong purely scientific connotation, particularly oriented within the “mature” sciences (mathematics, physics, chemistry, etc.).
This first concept left out the knowledge that cannot be object of exact verification, as it is the case of the social sciences (sociology, psychology, economy, politics, etc.); generating reaction and rejection from the members of these communities.
That is why during the subsequent years Kato, according to Barker, J (Opt. Cit.), Confirmed that the definition could be expanded and applied to the social field by adding the character of a trend; provided they could be subject to scientific verification and reproduction.
Kuhn himself in 69, issued some extensions to his theory, where he recognized the scope of the term paradigm: “On the one hand, it means the entire constellation of beliefs, values, techniques, etc., shared by the members of a community Dadaist. On the other hand, it denotes a kind of elements of such a constellation, the concrete solutions of problems that, used as models or examples, can replace explicit rules as the basis for solving the remaining problems of normal science ”.
From then on there have been several thinkers who in one way or another have established their own definitions, as expressed by Barker, J (Opt. Cit.) In his book on Paradigms. Among these we can mention:
- "Shared set of assumptions" (Adam Smith), "The basic way of perceiving, thinking, evaluating and acting based on a particular vision of reality" (Willis Harmon), "A framework of thought, a scheme to understand and explain certain aspects of reality ”(Marilyn Ferguson),“ In the most general sense, it is the way we see the world, not in terms of our sense of sight, but as perception, understanding, interpretation ”(Stephen Covey). Barker himself establishes his own conception of "paradigm" by defining it as "A set of rules and provisions (written or not) that does two things: 1) establish or define limits and 2) indicate how to behave within the limits to be successful".
From the analysis of these definitions it can be deduced that a paradigm is made up of:
- A Map of concepts and their limits of formal and / or informal knowledge, which govern a specific environment, Knowledge of common acceptance for a group of individuals or community, and Borders of the map that delimit the perception or interpretation of events that depending on them apply or not barriers that fit within their context, in such a way that they facilitate a certain action or behavior in situations or problems, with a level of resolution in accordance with the limitations established on the map.
Considering the characteristics of the Paradigms, According to Barker (Opt. Cit) it is established that any phenomenon that is framed within the general definitions mentioned is a paradigm.
Specifically, within the distinctions that it cites, it establishes the Paradigms, as a complex set between limits, rules and provisions, which are implicit to achieve success referring primarily to: Theory, Model, Methodology, Principles, Standards, Protocol, Routines, Assumptions, Convictions, Patterns, Habits, among others.
Therefore, this in a certain sense could be true, but for a phenomenon to be considered a “Paradigm” it must meet certain criteria, which he defines as keys, of which the author indicates:
- They are common. In this regard, the author confronts the meaning of Kuhn regarding the precision on the verification of models established by the scientific methodology; indicating that this precision together with the requirement of reproduction gives great power to continue a previous work or research; However, it presents a conception that lies in the observation of daily events that do not require scientific verification, which gives the paradigms the characteristic of "being common". They are functional. It expresses the need for the human being to apply rules or norms that help him to live in such a complex world; determining that the human being needs paradigms to function, helping to distinguish the important data from those that are not, based on the written rules that describe them.With this support, he makes known, what in his opinion characterizes the paradigms as "they are functional". Inverted contrast on the relationship between seeing and believing. In this particular, it expresses the need to accept the paradigms to be able to visualize the result as a product of its application. On this basis, he characterizes paradigms as dependent on a phrase that quotes "I will see it when I believe it", on what sustains this characteristic of inverted contrast in relation to "I will believe it when I see it. Existence of correct answers. The author (Baker) referred to Jacob Bronowski's conception of the impossibility of identifying the correct answer, from which he concludes that all information is imperfect and should be treated with humility;Therefore, the author based on this conception explains that by changing a paradigm the conception of the world is changed, presenting the particularity that in front of different paradigms there are also different answers and correct explanations that can be different and even confronted but in real synthesis. This situation is what he defines as the "Existence of correct answers" characteristic. Paradigm statism leads to its deadly paralysis. The author indicates that paradigmatic paralysis is an easy to acquire and often fatal disease, which is generally associated with the success obtained through a paradigm that prevents the acceptance of new substitute models, prevailing per se the paradigm of success. Flexibility as a strategy in times of turbulence.On which the author indicates that flexibility is the opposite of paradigmatic statism, this being the intentional search for new ways of doing things. Human capacity to choose paradigms. In this regard, he points out that each individual particularly accepts his paradigms, but does not necessarily share them with another, which is why he asserts that both individuals are not able to converse in the same language.
Baker's conception of key characteristics that paradigms have, leads to the review of approaches associated with the application of the scientific method, on which Kuhn was based to define the term and later studied by Kato, which point to the real characteristics that they cover. the paradigms, which are:
- Verifiable: that requires verifying its real practical utility. Reproducible: which implies that a paradigm must give rise to one or more paradigms within the same line of thought. Applicable: which requires that no paradigm should be created if it does not have practical utility and provides benefits to humanity, this part of the conception of scientific research because in its origins the concept is based on the study of scientific revolutions. Adaptable: which indicates that a paradigm is subject to modifications and adaptations, as long as it does not modify its original conception.
In this way, Baker cites that Kato clothes social paradigms with the characteristics of the scientific method postulated by Kuhn and widely criticized and refuted by Baker.
Analyzing the coverage of needs raised to comply with these precepts, it indicates that when the birth of a preparadigm is presented, it will later become such, when its effectiveness in solving the problem is verified by accredited third parties.
Paradigm shift
When it is confined to the field of evolution and the process of paradigmatic change, it should be noted that according to Baker (Opt. Cit.), A paradigm can be "Subject to Evolution" when it undergoes changes over time to adapt to new realities of the world, presenting that by evolution a paradigm can give rise to different paradigms in its same line of thought or simply undergo transformations until it is no longer applicable to reality, for which it "dies", creating a new paradigm or the "Change to Zero".
In the same context, it establishes that a paradigm generator is the one who conceptualizes a preparadigm or first ideological framework, based on the resolution of a need and / or problem that has no place with existing models; and, as a pioneer who uses it (checks, reproduces, applies and adapts) in the first instance to obtain success, generating the paradigmatic effect based on the acceptance of the paradigm.
In this way, from the analysis of the author's conception, it is determined that almost everything that happens requires a linked series of facts and causes that over time originate effects or situations, permanent or transitory; depending on the conditions time and space where they occur; this is fulfilled in the emergence, development, evolution, use and disuse of a Paradigm.
Consequently, a "Real Problem or Need" that is exposed to the chain of certain circumstances of a natural or social order (individual or collective), which drives the execution of research processes and generates new laws, rules, behaviors, transforming into a new way of perceiving and interpreting it, which may present one of the following conditions:
- Its solution is not considered of importance by a group to society, It is important, but its solution is unknown (enigma) and The solution applied is not the most suitable, since it is the product of the adaptation of the problem to a specific knowledge map.
Paradigmatic change facing the 21st century
Barker (Opt. Cit.) Defines the process that Japan underwent with the application of the quality principles defined by Deming, until reaching the current levels of industrialization, research as the most important paradigm shift of this century. Starting from the characteristics of the paradigms, this assertion can only be considered as such in a component of society, the one referred to the business-industrial world; However, it is decisive when analyzing the world, science and technology that the most important change of this century is not represented by Japan, because for its success it is fundamentally nourished by the true change: “the technological one in electronic matter”; supported this in that the effectiveness of the Japanese miracle only benefited this part of world society,in contrast to the electronic one that benefited humanity globally, with the sequential appearance of: incandescent tubes, diodes, transistors and integrated circuits in their different technologies, which in turn has given way to the advancement of various technologies and sciences, which have allowed the expansion of knowledge in a dizzying way.
Paradigmatic shifts and competitive markets
There is a set of paradigmatic changes that have changed part of the orientation or orientation per se in business, causing the way of facing markets and establishing competitive advantages in increasingly extensive, affordable and complex markets, magazine greater demands and the application of new paradigmatic models. Within these new paradigmatic models, these being very varied, it is considered of interest to present:
1. Paradigm of Globalization: Establishes the need for organizations to recognize that business should focus on the world and not on the region or locality. This paradigm has its origin in the appearance of four paradigms that have changed the business world, which are limited to:
to. New World Order: Represented by geopolitical change as a product of events, among which we can mention the fall of the Berlin Wall, which affected the entire world at the end of the decade of the eighties; or the growing awareness of the interdependence of nations, which allows countries not to act in isolation if they want to survive and prosper.
b. New Economic Model: it responds to the economic order that allows commercial exchange between previously confronted countries. The economic strengthening of nations previously divided as the case of Germany; As well as the insertion in international markets, as independent nations, of previously grouped countries, such as the former Soviet Union, has also been the cause of radical changes in economic matters; in addition to the new impulse of countries with emerging economies, such as Latin America and the Caribbean, and the countries of South-South cooperation.
c. New Structural - Business Organization: Companies have found themselves in the need to strengthen themselves to be able to maintain the internal competitive status of their nations, this situation varies the parameters of markets that companies traditionally faced, they are not only competing internally in the territory of a nation but with competitors in the international arena affecting their competitive situation within their own territory and nation. The change in the economic order that emerged that gave way to globalization that has resulted in paradigmatic changes in the environment of business structures, which has been reflected in:
- Business Mergers: Given when large companies have found it necessary to acquire all or a large shareholding of competing companies, in order not to compete with each other, but to add strengths that allow them to stay in the market or achieve a better competitive position. An international example of them in the merger of Burrughs with Sperry which gives way to the now known international organization UNISYS recognized with the slogan "The power of 2"; In the case of Venezuela, there are also companies that have merged, such as the Bristol-Meyers and Squib laboratories that have merged through the acquisition of Bristol, currently forming the company name Bristol, Meyers & Squib de Venezuela. Strategic Alliances: It occurs when competing companies in the same commercial competitive plane give each other mutual support as a way to expand their service network and maintain or improve their competitive status in their market; An obvious example of this, in Venezuela, is the emergence of Suiche 7B, Conexus and others through which the various financial entities share their resources to provide better customer service. Competitive Partners: It is established with a society of mutual agreement based on efficiency and trust, through which two or more companies contribute to another of them to achieve a final product of high competitive quality, being the others the one that provides the inputs with the quality required and under just-in-time parameters. An example of this in the international arena is represented by Toyota Motors and its associated suppliers of automotive parts. Cooperative Partners: Which is based on the mutual assistance of companies that, although they compete in the same market segment, do not compete in the same range; but they are grouped to offer a service in the form of a package that allows all cooperators to maintain or increase their competitive level. An example of this is the cooperative society established between credit card operators, travel agencies, airlines, tourist hotel complexes and vehicle rentals, which make up a package of joint benefits with the contribution of the services provided by all and each one of them. Social Production: which is based on the strategic alliance of suppliers, with local producers to insert themselves into endogenous production, which balances the competitiveness of the domestic market, promoting local endogenous development, strategically aligned with the competitive development of global companies. In this sense, this new paradigm replaces what has been happening "the big fish, I eat the small fish", and it is reconverted to a cooperative scheme with the internal community, turning into productive partners those that the old competitive schemes induced, absorb and eliminate; Now this is constituted as a new modality of productive-competitive alliance for development, inasmuch as it fosters internal development, and through competitive alliances,It strategically supports large companies in the global competitive framework, sharing production costs with internal producers and substantially reducing or eliminating the incidence of workload, by being productive partners instead of employees.
d. Strategic Use of Information and Technology: The fourth paradigmatic change that has marked the parameters of high business competitiveness in the business world and at the gates of the 21st century, is the strategic use of information and technology, as an essential requirement for maintain a competitive level based on the technological domain and with an open and telecommunicated systems topology structure, within what corresponds to the information and knowledge society, in addition to what electronic commerce implies.
2. Competitiveness Paradigm: In a generic way, the paradigm designates competitiveness as the relative position of a competitor, compared to other competitors. However, this definition goes beyond a simple concept, it is conceptualized in specific, concrete and measurable terms that revolve around four fundamental components which are:
to. Search for Excellence; understood as the power to develop and offer products and services, in a more efficient way, in terms of quality, time and costs.
b. Full Customer Satisfaction: understood as the ability to understand, direct and act, to detect what the customer really wants, providing them with the best services and offering the best product within each market segment at a reasonable price, obtaining their full satisfaction. When it comes to the ability to understand, direct and act in pursuit of full customer satisfaction, one is at the stage of: knowing the needs, detecting expectations, and anticipating desires, in order to supply appropriately and full what the customer expects from his supplier, beyond the delivery of a good or service.
c. Strategic Positioning: understood as the orientation, direction, structuring of tools and mechanisms, based on strategies, that lead to being at the level of international organizations, in order to compete in the framework of globalization, developing products or offering services that can compete in quality, price and service, but above all under a new business model, where the technological service platform has a primary strategic value.
d. Strategic Business Leadership: understood as the structuring capacity to participate as a leader in the market, which requires participating by giving quick, efficient and competitive responses to market demands, being recognized as an absolute leader.
and. Strategic Orientation: The previous components (excellence, full satisfaction of needs and expectations, strategic business positioning and strategic leadership) must be combined and oriented towards consumer satisfaction, both nationally and internationally, achieved through efficiency in terms of cost and time., and lay the foundation for international competitiveness.
F. Strategic institutional development: The paradigm reflects that turbulent environments influence the design and organizational development, accusing it of a great impact in turn, synthesizing the idea through a set of elements to be managed, as well as a set of components to be structured.
Among the components to be structured, for strategic institutional development are:
- The mobility and constant updating to adapt the structural organization, adopting, adapting and adapting the design of the organizational structure, roles, responsibilities, and among others, all those spaces in which it is determined what the different organizational units, the role and the management of human talent. The strategic management of Research and Development: individual organizations within the complex use research and development to achieve the ability to make competitive challenges; This causes an environment of change that is continuously introduced into the complex. The strategic development of the institutional regulatory framework: Many trends, until now considered current, indicate that regulations should be developed, an example of this is what has been happening in companies with the implementation and certification, as for example with ISO Standards; however, at present, this is not considered sufficient to navigate with a good helm in the competitive sea of current and near future extended businesses. It is necessary to establish, with a dynamic and systemic conception, and in a systematic way the business rules. In this regard, it should be considered that establishing business rules goes beyond what has so far been considered "normalization", broadening this perspective to the design, development and implementation, which encourages and achieves the institutionalization of business rules. business that have been established.Among the business rules that must be established for the strategic development of the institutional regulatory framework are:
- Development and implementation of institutional, general or area policies, and specific. Development of standards, best practices, aspects of current legal provisions, and elements of foundation of the institutional regulatory framework, which support the development of policies. Development and implementation of process engineering, considering the elements provided in the best practices for the optimization, mapping, documentation and definition of processes. Development and implementation of operational standards that must be met so that the processes are carried out properly. Development of the processes. procedures, which will extensively indicate the operational elements defined in the process. Development of techniques and tools that will support the performance of the established procedure.Development of methodological provisions and technical standards, which will define and regulate the aspects associated with the equipment and its functionality. Development of the verification platform, which will specify the conditions for checking the functionality and operation of the technical, technological and equipment elements. Technological testing and testing standards. Development of the applicable method. Development of work instructions. Development of operational control provisions. Development of applicable indicators and metrics. Internal control provisions. Audit model.that will specify the conditions for checking the functionality and operability of the technical, technological and equipment elements. Test standards and technological tests. Development of the applicable method. Development of work instructions. Development of operational control provisions. Development of Applicable indicators and metrics Internal control provisions Audit modelthat will specify the conditions for checking the functionality and operability of the technical, technological and equipment elements. Test standards and technological tests. Development of the applicable method. Development of work instructions. Development of operational control provisions. Development of Applicable indicators and metrics Internal control provisions Audit model
All these elements belonging to the institutional regulatory framework, constitute a systemic and interdependent gear that will support the formal definition of the strategic development of the organization.
Among the elements to be managed for strategic institutional development are:
4. Collective actions in the complex business field
5. the collective problem of dealing with technological uncertainty
6. Management of uncertainty due to the interorganizational relationships formed.
7. Increasing increase in legislation and public regulation, which affects business forecasts and actions, which according to their magnitude, field of application and scope of subjection, in addition to the radius of influence, affect the degree of interdependence and of considerations, both business and economic, as well as other facets of society
3. Paradigm of High Business Competitiveness. The paradigm is based on a set of factors and foundations that define the requirements for a company to be classified as Highly Competitive; in addition to pursuing the establishment of a business platform that supports the operations and changes required by the competitive environment within the global market. In this sense, the following are defined:
to. The Factors: They are extremely important for High Business Competitiveness, they are framed in:
- Quality: as it has been the essential component for both products and services. Speed: unrestrictedly combined with Quality, they must be directed towards the satisfaction of local and international customers. Customer Orientation: it is essential to focus on achieving customer satisfaction with the good or service that is delivered, beyond the mere fact of providing it. With the expansion of technology, teleservice, electronic commerce and platforms with a similar framework of action, the radius of reach of competitors exceeds geographical borders to move to the field of knowledge frontiers based on electronic and telecommunications media. In this way, the competence that previously had a local scope,where international competitiveness has only manifested itself through the establishment of transnationals in different countries, it becomes one more element of international competitiveness, because from now on, the Internet put at the service of people and businesses, breaks the geographical barriers for the placement of goods and / or services. Electronic Business Platform: as a means of supporting and expanding customer orientation, with the speed of electronic transactions, but which requires more demanding competitive quality parameters in relation to the delivery of the good or service and after-sales. Well worth noting is the real possibility of buying a computer using a credit card via electronic transfer,anywhere in the world where the client considers it to be more beneficial, being the purchased product received at the facilities placed as a destination in the electronic transaction, without the need to physically move, and without the obligation for the company to physically establish itself in the geographic space destined for each of its clients, now the geographic space for customer orientation is Cyberspace or as the Internet is called, the network of networks. Capacity for the Implementation of Ideas: constitutes the key ingredient of competitiveness, to turn plans and projects into action operating under parameters of excellenceand without the obligation for the company to physically establish itself in the geographic destination of each of its clients, now the geographic space of customer orientation is Cyberspace or as the Internet is called, the network of networks. Capacity for the Implementation of Ideas: constitutes the key ingredient of competitiveness, to turn plans and projects into action operating under parameters of excellenceand without the obligation for the company to physically establish itself in the geographic destination of each of its clients, now the geographic space of customer orientation is Cyberspace or as the Internet is called, the network of networks. Capacity for the Implementation of Ideas: constitutes the key ingredient of competitiveness, to turn plans and projects into action operating under parameters of excellenceto turn plans and projects into action operating under parameters of excellenceto turn plans and projects into action operating under parameters of excellence
b. The foundations of High business competitiveness originate in the last decades of the 20th century, when Quality was institutionalized as the main competitive factor, finding as fundamental elements that go beyond the factors, among which are:
- Excellence: at the dawn of the 21st century, it is not enough to rely on the quality of products or services and total customer satisfaction, but rather on seeking excellence. For its part, excellence is aiming towards the objective of being best of the best ”in the market segment. Innovation: because it is not enough to be excellent, it is necessary to give way to innovation, by encouraging creativity at work and maintaining continuous and sustained research. Anticipation: together with innovation, we must compete guaranteeing anticipation, both in the market compared to our competitors, and to the changes that are forecast; for which it is required to rethink the company under a system of creative decision making under rational equilibrium.All this supported by the strategic management of information and technology, supported by an open and telecommunicated technological platform, plus the synergy arising from the joint effort (teamwork), allow a company to be in an environment of "High Competitiveness".
c. The Platform: It is the base on which the company is based to operate under highly competitive schemes; achieved through organizational reforms and supported by new paradigmatic models. Establishing the Platform is equivalent to executing a set of transformations that affect various areas such as organizational development, process adaptation, structural organization, the technological and systems platform, among others. Executing the set of business transformations depends on the needs of each organization, and requires the application of certain paradigms aimed at solving their problems and expectations in each of the areas susceptible to change.
d. Adequate Talent Management: There are various paradigms used worldwide by organizations, in order to establish their platform; However, there are some more common applications, but nevertheless, the most important and at the same time more complex is related to human talent, understanding that "Talent" is defined as: Capacity + Action + Commitment, coupled with the ability to act favorably before the changes.
- Education and the Values of the People: constitutes the fundamental pillar: it is of vital importance for organizations, based on competitiveness focused on motivation, education, values and skills represents the emergence of a knowledge-based economy, essential to anticipate changes and face them with a good and fast response capacity; In this way, the availability of a workforce with a good educational level, well-trained, with adequate aptitude values, with a good disposition to learn and continuous improvement is without a doubt the competitiveness factor on which all employees rest. Furthermore, therefore, the education and skills of the people are the central point on which a country, its community and its companies have to focus their attention and efforts in order to become highly competitive.Favorable Management of Change: one of the areas of change that companies must face to be in a framework of High Business Competitiveness, is "Behavioral Change", generated this in processes of organizational development, is the establishment of organizational culture. This basically is comprised of Projecting change, inducing change, executing the business transformation process and performing Dynamic Optimization on the transformation process. Where to achieve:
- Projecting change refers to: Accepting the need for change Projecting future expectations Redefining the vision Redefining the mission Establishing strategic objectives Forecasting the impact of change Influence on business processes Incidence on structural organization Requirements in technological topology Inducing Change refers to: Establish the organizational culture Manifest the change process Communicate that a change process will come Raise awareness about the change that is coming Gradually induce change Achieving business transformation is:Achieve labor effectiveness Worker effectiveness Personal effectiveness Individual effectiveness Interpersonal effectiveness Balanced self-renewal Achieve effective teamwork Achieve managerial effectiveness Achieve business effectiveness Perform dynamic optimization of Change, referred to: Monitoring Evaluation Feedback Adjustments Re-incursion
Paradigms, management and leadership
Barker (Opt. Cit.), In its text establishes recommended guidelines underpinned to leadership and management, so that its members can improve the ability to stimulate innovation and anticipation, which ultimately considers keys to face and face the prevailing changes imposed by the dynamics of today's world.
Among his observations for management, the author cites that its occupants must:
- Demonstrate paradigmatic flexibility if they expect others to practice it, referring to the proactive attitude that they must assume to encourage and ensure that their subordinates are outside the limits of the paradigms and with this they can extend the domain towards other problems or generate new paradigms. stimulate cross-talk, referring to open communication, in all senses and at various levels, in order to increase understanding of problems among individuals. Listen to ideas that lead to innovation, where it highlights that all the important things of the The next century will be interrelated, which is why it is important to establish empathic communication among the members of the management, which supports the contribution of new ideas.
Regarding the recommendations on leadership, the topic begins by stating that the leader is the one who is followed to where an individual would not go by himself; And, starting from this conception, it indicates the qualities of a leader that a manager must possess to manage and direct between paradigms, manifesting the prevailing need for the manager to achieve not only the administration and direction between existing rules (90% of the time) but also dedicate time to search, create or adapt new paradigms.
In terms of leadership proper, it expresses that leaders have the power to channel their followers within the new paradigms.
Within this same context, the author indicates that in the paradigm shift, leaders can be successful, but managers cannot; also presenting and with an ascending relationship the impact patterns referred to the client paradigm relationship in this regard expresses:
- keep your paradigm, change your customer. change your paradigm and keep your customer. change your paradigm and your customer.
Likewise, the author presents a set of five (5) characteristics published by the Training magazine of May / 90, which are:
- The manager manages, the leader innovates The manager has a limited vision, the leader has a long-range perspective. The manager asks how and when, the leader asks what and why. The manager has his eye on the bottom line, the leader has his eye on the horizon The manager accepts the status quo, the leader challenges him.
Situational analysis and conclusions
The main and most important reason why paradigmatic changes must be understood, accepted and practiced, is based on the rapid and constant evolution of the world; therefore, traditional practices are no longer sufficient to face the needs of the current era of competitiveness that determines the ability to constantly adjust and improve individual, community, social, national and even global performance.
The evolution, development, use and disuse of the paradigm will be given to the extent that an important segment of society or it as a whole, understands and accepts it as a model that generates benefits or satisfactions, in its application to solve the problem. and / or is adapted to solve other problems of greater or equal degree of complexity.
As an example of the evolutionary reasoning of the paradigms, one can cite, in the world of complex markets, the competition whose concept starts and has evolved since the second half of the 18th century, when the definition of absolute advantage emerged, passing to comparative, competitive, up to the current meaning of competitiveness.
As an example of change to zero, within the theme of markets, it is possible to establish the changes in the economic regimes that have influenced the markets, in this way these changes arise from the feudal economic phenomenon (accumulation of land), mercantilism (accumulation of precious metals), Classism (the advantages of the lowest cost), Neoclassism (allocation and optimization of productive factors based on free competition and mobility of national and international goods), Noeclassism (allocation and optimization of productive factors, free competition and mobility of goods), Keynesism (recognition of involuntary unemployment, quantitative theory of money, the deficiency of the law of markets, existence of structural imbalances, income replacing price),Bourgeoisie (international trade theory), Socialism ”, (principles of equality and mutual aid), Neoliberalism, in addition to the humanistic tendencies of change.
With the Application of these terms, to the field of Competitive Markets, the existence of a forest of paradigms is presented that lead companies to accept their constant need for change, in the face of the dynamic reality of a globalized world; Within which we can cite the comparative and competitive advantage, the market economy, trade agreements, among many others that complement what has been called the forest of paradigms of complex markets.
This forest of paradigms contains as ingredients to achieve and maintain beneficial spaces for competitiveness, a set that impacts from strategies, organizational design and development, to the perspective, manner and scope of customers, as well as the placement of goods and services in a market that is increasingly reaching and more diluted in the geography of cyberspace.
In this forest of paradigms, it is important to highlight the importance of matters related to management and leadership, change management, as well as institutional development and the role of the institutional regulatory framework, in addition to the strategic use of information and technology; these elements, without which no company can consider itself with the engines running to compete in new realities, new clients and new markets.
Bibliographic references
Barker Joel (1995). “Paradigms. The business of discovering the future ”. Mac Graw Hill. Santa Fe de Bogota.
Granell de A. Elena and others (1994). "Human Resources and Competitiveness in Venezuelan Organizations". IESA editions. Caracas.
Huete Luis and Debaig Michel. (1995). "Towards a New Management Paradigm". Mc Graw Hill. Madrid.
Kuhn Thomas. (1986). "The Structure of Scientific Revolutions". Economic Culture Fund SA de CV Mexico DF
Torres Ricardo (1972). "International Trade Theory". Twenty first century.
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