Management and people

People are key to any organization. It is probably the first time in a long time that, within an essentially digital framework, certainly automated and dominated by data analysis, we have managed to introduce or place people at the centre of the debate. And it is precisely in this highly competitive environment that a people-based strategy becomes a determining factor for any organization.

The objective, therefore, would be to approach the concept of Humanist Management, as advocated by Xavier Marcet himself, focused on results, capable of generating corporate and also social value, but above all other considerations, demanding respect.

Through people we will aspire to achieve consistent companies, organisations that advocate obtaining liquidity in its broadest meaning, that aspire to evolve with their clients and make them evolve with innovative projects that generate value and provoke connection, capable of evolving and being competitive on a day-to-day basis, and equally obsessed with projecting into the future. All this, with talent and good people. In this type of environment it will be key, for the correct development of the day-to-day, to bet on an “absolute” encapsulation of egos.

On the contrary, those organisations that do not consider people to be central will aspire to become “inconsistent” environments or companies, where we will see a reduction in empathy with customers, actors incapable of applying the changes that are preached, where there will be leaderships lacking in authenticity, with a clear absence of meritocracy and finally, environments that do not understand that success has a high degree of provisionality.