February 19, 2023, 7:00 AM
February 19, 2023, 7:00 AM
It is not news that the times of change that impact the business world and organizations –regardless of their size, category or location– have had to learn to adapt to the increasingly turbulent economic, social and technological reality.
The pandemic has forced companies to reinvent themselves by simplifying their processes, making their internal relationships more efficient, modifying the design of their products or services and increasingly implementing technology and digitization in their daily lives.
These changes are inevitable, and they can be summarized in one premise: you can suffer the change or ride on it and manage it, but what you won’t be able to do, if you want to stay alive, is ignore the need to adapt and reinvent yourself.
It is in this sense that Unifranz has decided to make change an opportunity, in which it not only modernizes its processes through digitization, or the adaptation of its service to changing times and the challenge of the paradigm of the new way of learning, but has also understood that it is fundamental to consider the Organizational Culture as the basis for the sustainability of these implementations.
The organizational culture is the consequence of how human management is carried out, it is a cause-effect chain that starts from the leadership and ends in the perception of the collaborators, materialized in their work habits and behaviors.
Change management is a transformation project, focused on internal management to, consequently, transform its environment.
This transformation project is based on three axes. The implementation of learning experiences for students, thus reinventing the service offered as a University, but with a further purpose: to transform education in Bolivia.
The digitization of processes through current technology and appropriate to the business, through the Student Management system, which modernizes and makes efficient use of resources and time.
A work model called Blended Working Experience, which proposes a new experience for collaborators, based on adaptability, innovation and agility, where what is important is the focus on achieving results and achieving objectives, leaving behind rigid work formats based on schedules or unnecessary presence.
These three axes give life to the BEST project, which is a strategy that integrates the student experience with technological modernization and organizational culture to generate sustainable change, with social impact, and at the same time challenging and motivating for employees. We believe in BEST because “it is the BEST way to do it”.
We firmly believe that people build change because they live and feel the purpose of their organization and assimilate it as part of their professional mission, that is the Culture we seek.
It is undeniable that remote work has many advantages and a motivating effect on the reconciliation of employees’ work and family life, however, for BWX it is a way of ensuring that the organizational culture focuses, without distractions, on what really matters. What matters: the results and objectives achieved.
The implementation of the BWX was not easy, because it is necessary for people to unlearn and put aside years and years of habits in which “work” was a physical place. In addition, it is necessary to equip people with new skills and competencies such as self-management, results orientation, close leadership, adaptability, among others.
It is logical to think that not all people will be open to this new way of thinking and acting, but by achieving a coalition between those who believe in change and its benefits, plus the celebration of the first tangible results of this project, skepticism has been appeased. and little by little it will settle in the collective unconscious.
Of course, it is a challenge, like any change management process, but the intelligent action that it implies in the deployment of the actions planned for its implementation does not allow us to dream about the reality that we are building.
