Every cycle of change has a defining moment. Argentina is here. With a potential that is hinted at again and a Business which, for the first time in years, is starting to play for rather than against. Context doesn’t guarantee results, but it does offer something even more valuable: the ability to choose the direction. For a country like ours, this is already a historic first.
The challenge is twofold. On the one hand, the focus on a new global paradigm characterized by more openness, less Government intervention and simpler rules. On the other hand, this is happening at the same time as an internal productive restructuring that requires profound changes. In Schumpeterian terms, we go through a process of creative destruction: Sectors that mutate, chains that are reconfigured and models of Business who must adapt to compete in an increasingly integrated world.
From this logic follows Reforms – regulation, taxation and competitiveness – that facilitate the necessary transitions in both business and employment. The Work modernization It is a clear example of reforms that are not aimed at making people precarious, but rather at enabling movement. The political key It’s about identifying and expanding the win-win spaces between companies and cooperation partners. There are more of them than people generally realize and they can create positive dynamics investmentGrowth and formalization.
The time is now. He fiscal oxygen It gives the state room to give in: eliminate outdated rules, reduce unnecessary costs and remove intermediaries that do not add value. At the same time, a critical gap is emerging that cannot be postponed: the 72% of companies say that it is difficult to fill vacancies due to a lack of skilled workers. The new ones demands technological and organizational They are evolving faster than the adaptability of much of the workforce.
Although the Jobs Since higher quality companies tend to focus on technology and innovation, the phase facing Argentina also requires dynamism first jobs Low-skilled, services and trade. To this end, it is important to reduce entry costs and uncertainty for moderately profitable investments. In this universe, a single Work contingency can amount to a death sentence for a SME.
This whole process is also thwarted by a transformation deeper: the way people organize their lives. The way we work, consume, travel and socialize is changing. Progress in the new Categories Containing these realities is not an option, but a requirement for the system to work.
The underlying question is unavoidable:
¿Are organizations willing to take advantage of this window of opportunity or simply resist it??
Because if he context When you stop being exclusively negative and start making the future possible, the ability to decide – and not just react – becomes yours Competitive advantage A notice.
For years the “Firefighter mode“, so typical of Argentine management, which privileges extinguishing fires over building culture. The exit requires a change of mentality: short processes, early metrics and simple but frequent rituals. Cultural agility is not an ethereal, intangible asset; It is a hard asset that directly impacts productivity, speed of execution and ability to execute transformation.
In the coming Argentina, the difference will not only be in access to capital, technology, etc Markets. This is about how people work, how decisions are made and how trust is maintained within organizations. Argentine fintechs have shown the way. Cases like Ualá or Mercado Pago They grew up with a culture of autonomy, continuous innovation and quick decisions. The DNA This allowed them to attract talent, scale and expand regionally even during high inflation. The culture It was a competitive advantage, not an accessory.
Volatility doesn’t go away: it mutates.
And in this area ever since ABECEB We find that the companies that adapt best are not necessarily the largest, but rather the ones that turn uncertainty into muscle. Those who learn continuously make decisions in an agile manner without improvising and design governance that allows them to act incomplete information. Where error is a method and not a stigma, innovation ceases to be a discourse and becomes practical.
This change is also reflected internally: more matrix structures, diverse teams and less vertical and more conversational leadership. management is able to maintain ambiguity, order chaos, and create meaning even without certainty. And management committees in which culture is measured with the same rigor as that EBITDAMargins or cash flow. When culture is measured, it is managed. If it is managed, it will become future.
We are faced with one royal hinge. The context opens doors, but the direction is – as always – set by each organization. The chance does not guarantee the result. But for the first time in a long time, it exists. And that definitely changes the game.
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