Insights

The latest in ideas, strategies, and trends about culture, Business Agility, and innovation processes.

re.set — Insights

How do CEOs view the worker of the future?

All the trends and data present us with a scenario where the future worker will be part-time, self-employed, socially conscious, motivated by knowledge, and non-conformist.

All the trends and data present us with a scenario where the future worker will be part-time, self-employed, socially conscious, motivated by knowledge, and non-conformist.

All the trends and data present us with a scenario where the future worker will be part-time, self-employed, socially conscious, motivated by knowledge, and non-conformist.

All the trends and data present us with a scenario where the future worker will be part-time, self-employed, socially conscious, motivated by knowledge, and non-conformist.

High-Performance Teams in the Age of Artificial Intelligence

Multidisciplinary teams have become essential for innovation and problem-solving in today's work environment.

Multidisciplinary teams have become essential for innovation and problem-solving in today's work environment.

Multidisciplinary teams have become essential for innovation and problem-solving in today's work environment.

Multidisciplinary teams have become essential for innovation and problem-solving in today's work environment.

Bad habit-freezone.

How do we break bad habits which prevent us from reaching our potential? According to our methodology, it means regularly evaluating our performance and that of our team. To do so, we’ll use four verbs:  keep, improve, stop, start. Let's get started!

How do we break bad habits which prevent us from reaching our potential? According to our methodology, it means regularly evaluating our performance and that of our team. To do so, we’ll use four verbs:  keep, improve, stop, start. Let's get started!

How do we break bad habits which prevent us from reaching our potential? According to our methodology, it means regularly evaluating our performance and that of our team. To do so, we’ll use four verbs:  keep, improve, stop, start. Let's get started!

How do we break bad habits which prevent us from reaching our potential? According to our methodology, it means regularly evaluating our performance and that of our team. To do so, we’ll use four verbs:  keep, improve, stop, start. Let's get started!

Agents of change and resistance: The different faces of Agile transformation.

When an organization contacts us to help them work more efficiently, simplifying their processes, and we expose to them the principles of Business Agility, we always give them this warning 'the simple is not always the easiest.'

When an organization contacts us to help them work more efficiently, simplifying their processes, and we expose to them the principles of Business Agility, we always give them this warning 'the simple is not always the easiest.'

When an organization contacts us to help them work more efficiently, simplifying their processes, and we expose to them the principles of Business Agility, we always give them this warning 'the simple is not always the easiest.'

When an organization contacts us to help them work more efficiently, simplifying their processes, and we expose to them the principles of Business Agility, we always give them this warning 'the simple is not always the easiest.'

Multitasking: An ally of efficiency or an enemy of concentration and memory?

There was a time when being able to multitask became a common desire, both personally and professionally. It was even promoted by organizations as a skill that would benefit performance. However, the image of a person answering the phone while writing a report and gesticulating while responding to a colleague, so reminiscent of an American movie from the 80s, has gone from being an admirable goal to something to be avoided.

There was a time when being able to multitask became a common desire, both personally and professionally. It was even promoted by organizations as a skill that would benefit performance. However, the image of a person answering the phone while writing a report and gesticulating while responding to a colleague, so reminiscent of an American movie from the 80s, has gone from being an admirable goal to something to be avoided.

There was a time when being able to multitask became a common desire, both personally and professionally. It was even promoted by organizations as a skill that would benefit performance. However, the image of a person answering the phone while writing a report and gesticulating while responding to a colleague, so reminiscent of an American movie from the 80s, has gone from being an admirable goal to something to be avoided.

There was a time when being able to multitask became a common desire, both personally and professionally. It was even promoted by organizations as a skill that would benefit performance. However, the image of a person answering the phone while writing a report and gesticulating while responding to a colleague, so reminiscent of an American movie from the 80s, has gone from being an admirable goal to something to be avoided.

Feedback & Diversity.

Effective communication in the business environment is key to the growth and development of any organization. One of the pillars of Business Agility is the constant evaluation of progress and continuous improvement, but this cannot be done without clear feedback. Let's not forget that feedback is a driver for creation, innovation, team empowerment, and the construction of a good work environment.

Effective communication in the business environment is key to the growth and development of any organization. One of the pillars of Business Agility is the constant evaluation of progress and continuous improvement, but this cannot be done without clear feedback. Let's not forget that feedback is a driver for creation, innovation, team empowerment, and the construction of a good work environment.

Effective communication in the business environment is key to the growth and development of any organization. One of the pillars of Business Agility is the constant evaluation of progress and continuous improvement, but this cannot be done without clear feedback. Let's not forget that feedback is a driver for creation, innovation, team empowerment, and the construction of a good work environment.

Effective communication in the business environment is key to the growth and development of any organization. One of the pillars of Business Agility is the constant evaluation of progress and continuous improvement, but this cannot be done without clear feedback. Let's not forget that feedback is a driver for creation, innovation, team empowerment, and the construction of a good work environment.

Remote agile teams: Strategies for success in the digital age.

It seems that the pendulum law is starting to be felt in the labor debate about productivity in the in-person and remote modalities. During the pandemic, the remote model was established, which gave way to a hybrid format, however, more and more organizations are returning to giving preference to in-person attendance, considering that performance is higher.

It seems that the pendulum law is starting to be felt in the labor debate about productivity in the in-person and remote modalities. During the pandemic, the remote model was established, which gave way to a hybrid format, however, more and more organizations are returning to giving preference to in-person attendance, considering that performance is higher.

It seems that the pendulum law is starting to be felt in the labor debate about productivity in the in-person and remote modalities. During the pandemic, the remote model was established, which gave way to a hybrid format, however, more and more organizations are returning to giving preference to in-person attendance, considering that performance is higher.

It seems that the pendulum law is starting to be felt in the labor debate about productivity in the in-person and remote modalities. During the pandemic, the remote model was established, which gave way to a hybrid format, however, more and more organizations are returning to giving preference to in-person attendance, considering that performance is higher.

From Control to Empowerment: The transition from organizations of bosses to organizations of leaders.

There was a time when everyone wanted to be a "boss" and there was an explosion of department heads, coordinators, supervisors, the supervisor's assistant, even the assistant of the assistant, in a multitude of vertical positions where everyone could feel like they were the boss of someone and have their own share of power. Nowadays, the business environment has undergone a profound change, leaving behind the era of bosses to make way for a growing demand for leaders, mentors, and creators.

There was a time when everyone wanted to be a "boss" and there was an explosion of department heads, coordinators, supervisors, the supervisor's assistant, even the assistant of the assistant, in a multitude of vertical positions where everyone could feel like they were the boss of someone and have their own share of power. Nowadays, the business environment has undergone a profound change, leaving behind the era of bosses to make way for a growing demand for leaders, mentors, and creators.

There was a time when everyone wanted to be a "boss" and there was an explosion of department heads, coordinators, supervisors, the supervisor's assistant, even the assistant of the assistant, in a multitude of vertical positions where everyone could feel like they were the boss of someone and have their own share of power. Nowadays, the business environment has undergone a profound change, leaving behind the era of bosses to make way for a growing demand for leaders, mentors, and creators.

There was a time when everyone wanted to be a "boss" and there was an explosion of department heads, coordinators, supervisors, the supervisor's assistant, even the assistant of the assistant, in a multitude of vertical positions where everyone could feel like they were the boss of someone and have their own share of power. Nowadays, the business environment has undergone a profound change, leaving behind the era of bosses to make way for a growing demand for leaders, mentors, and creators.

Meeting Madness: From too many meetings to truly effective meetings.

You arrive at the office for an early morning meeting and from that moment on, you start connecting one after another until you occupy 80% of your workday. Does that scenario sound familiar? If so, you are immersed in the 'meeting madness'. Many people are overwhelmed by the number of meetings they have in a day, which leads them to work outside of their working hours and always with the feeling of leaving things pending. What's more: meetings are often poorly scheduled, poorly organized, or both.

You arrive at the office for an early morning meeting and from that moment on, you start connecting one after another until you occupy 80% of your workday. Does that scenario sound familiar? If so, you are immersed in the 'meeting madness'. Many people are overwhelmed by the number of meetings they have in a day, which leads them to work outside of their working hours and always with the feeling of leaving things pending. What's more: meetings are often poorly scheduled, poorly organized, or both.

You arrive at the office for an early morning meeting and from that moment on, you start connecting one after another until you occupy 80% of your workday. Does that scenario sound familiar? If so, you are immersed in the 'meeting madness'. Many people are overwhelmed by the number of meetings they have in a day, which leads them to work outside of their working hours and always with the feeling of leaving things pending. What's more: meetings are often poorly scheduled, poorly organized, or both.

You arrive at the office for an early morning meeting and from that moment on, you start connecting one after another until you occupy 80% of your workday. Does that scenario sound familiar? If so, you are immersed in the 'meeting madness'. Many people are overwhelmed by the number of meetings they have in a day, which leads them to work outside of their working hours and always with the feeling of leaving things pending. What's more: meetings are often poorly scheduled, poorly organized, or both.

Radical Candor: Building leadership with sincerity and empathy.

Many organizations want to change their current models to be more agile and they do it by adopting Agile Methodology techniques. It’s a big step, and with big steps there are also big stumbles; in all our accompaniments we repeat that there’s no real transformation without the methodology being accompanied by a cultural shift.

Many organizations want to change their current models to be more agile and they do it by adopting Agile Methodology techniques. It’s a big step, and with big steps there are also big stumbles; in all our accompaniments we repeat that there’s no real transformation without the methodology being accompanied by a cultural shift.

Many organizations want to change their current models to be more agile and they do it by adopting Agile Methodology techniques. It’s a big step, and with big steps there are also big stumbles; in all our accompaniments we repeat that there’s no real transformation without the methodology being accompanied by a cultural shift.

Many organizations want to change their current models to be more agile and they do it by adopting Agile Methodology techniques. It’s a big step, and with big steps there are also big stumbles; in all our accompaniments we repeat that there’s no real transformation without the methodology being accompanied by a cultural shift.

OKR & Agile: The perfect match.

Many companies are adopting a system of OKRs as a way of measuring results, following the example of leaders such as Google, which has used them since the 1990s. We applaud this initiative; it may be a small step, but without a system that integrates these OKRs as part of the transformation towards new work methodologies, this step can become a stumble.

Many companies are adopting a system of OKRs as a way of measuring results, following the example of leaders such as Google, which has used them since the 1990s. We applaud this initiative; it may be a small step, but without a system that integrates these OKRs as part of the transformation towards new work methodologies, this step can become a stumble.

Many companies are adopting a system of OKRs as a way of measuring results, following the example of leaders such as Google, which has used them since the 1990s. We applaud this initiative; it may be a small step, but without a system that integrates these OKRs as part of the transformation towards new work methodologies, this step can become a stumble.

Many companies are adopting a system of OKRs as a way of measuring results, following the example of leaders such as Google, which has used them since the 1990s. We applaud this initiative; it may be a small step, but without a system that integrates these OKRs as part of the transformation towards new work methodologies, this step can become a stumble.

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