Once the course is confirmed and the focus mechanisms described in the previous section are activated, we need to ensure that day-to-day execution is given with the appropriate discipline to move from the strategy to the action and from the action to the results..

In this sense, in the TEI® Methodology of BTConsortium, the practices that we cover in the Management Architecture allow us precisely this discipline in the execution and its alignment with the strategy. In particular, there are two very basic, but high-impact practices that we have to focus on and these are the following: the Executives Committee agenda and the Forums Catalog.

The Executives Committee Agenda (direct reports from the CEO) must be designed, consistent and intentional. The Committee’s agenda determines what the Company pays attention and intention to; it also determines, in cascade, the priorities to focus on by the whole organization. That is why the agenda cannot be reactive; it has to be designed since the beginning of the year. We recommend that it be structured into four main sections in which we can “keep up with the business”: People, Business, Projects and Transformation. In this way we can structure, month per month, the particular issues in each of these sections to which we must pay attention and intention to and thereby operate the Business and transform the Company.

On the other hand, the meetings or forums in the organization are a whole thing. In 80% of companies, meetings are a source of “enquehaceramiento” and distraction for employees. There are a large number of meetings, more people are summoned than necessary, time, money and effort are invested in preparing them and not necessarily all of them point to the most relevant and prior in the organization. On many occasions, the Companies report to us that the meetings consume the working day and that the “work begins at the end of the day”. That is why it is important to build the Forums Catalog. In our methodology, the practical Forums Catalog includes very simple tools to identify those recurring meetings that are necessary from those that are not, make decisions and follow up on a good management and execution discipline.

So far, these are some of the practical recommendations on where to start over this 2021 in the sense of moving from crises to creating opportunities. This is a good start, however, we must develop in a sustained and evolutionary way, the ability to continuously transform the Company to adapt it to the changing environment and transform it taking advantage of the opportunities that are also being presented.