In the present era, society faces an interconnection of crises that manifest not only at environmental, social, economic, and geopolitical levels but also in the very essence of lifestyles. The uncertainties, fears, and anxieties arising from global events, coupled with pandemics and conflicts, have left a profound mark on social fabric, significantly impacting the human capital of organizations and institutions.

  1. The Crisis of Representation: One fundamental cause of the current situation is the crisis of representation affecting various sectors of society. The gap between leaders and their communities has created a void, leaving many disillusioned and questioning the system. This lack of connection between leaders and the social base creates fertile ground for distrust and a sense of meaninglessness.
  2. Impact on Human Capital: The uncertainty and lack of meaning resulting from the crisis of representation not only affect the political and social spheres but also have a direct impact on the human capital of organizations and institutions. Managing this human capital becomes a crucial challenge for companies in times of crisis and in light of paradigm shifts towards the future.
  3. The Crisis of Perception and Systemic View: Another factor contributing to the complexity of the situation is the crisis of perception. Many business leaders may find themselves trapped in a limited vision and confirmatory biases, unable to comprehend the cross-cutting and vertical nature of the changes we are experiencing. The lack of a systemic view hinders the ability to anticipate and manage emerging challenges and contribute to sustainability.
  4. Practical Focus and Knowledge Fragmentation: The contemporary work environment is characterized by a focus on the development of practical skills, often favoring knowledge fragmentation. The pressure for immediate results drives the search for quick solutions, relegating what Stephen Covey defined as «important but not urgent» in the executive agenda to the background. While this approach may provide immediate answers (recipes), it often compromises the ability to address underlying issues that require time, reflection, and a holistic perspective shared with stakeholders.
  5. Moral Leadership: Faced with these challenges, the need for a paradigm shift in governance and business and institutional leadership becomes evident. Beyond seeking only economic benefits, leaders must embrace moral leadership. The idea that «the business of business is society» is more relevant than ever. This approach involves considering not only the interests of the company but also its impact on society, the environment, and business ethics.
  6. Strategy Centered on People and Society: A strategy centered on people and society entails going beyond short-term financial goals and sensitizing the entire system by expanding the perception of paradigmatic change. Considering the social and environmental impact of business operations becomes an integral part of decision-making, for which it is essential to deepen empathy. This sustainable approach not only benefits the community and the environment but also strengthens the continuous learning of businesses and stakeholders in a changing world.
  7. Not Postponing the Important: Postponing important but not urgent matters has medium and long-term consequences as time accelerates. In a context where immediacy predominates, delaying strategic reflection and long-term planning is detrimental. Covey’s work emphasizes the importance of balancing attention between the urgent and the important to achieve effective and sustainable leadership.
  8. Conscious Governance in the Private Sector: In this scenario, the private sector, with its dynamism and entrepreneurial capacity, emerges as a key agent for driving significant changes. Deep transformation begins in corporate governance, where awareness becomes the catalyst for authentic change. Placing the individual, human ecology, and society at the core of corporate strategy becomes essential to build a workplace with meaning and purpose.
  9. Storytelling: To effectively carry out transformation, it is necessary to engage in the participatory construction of narratives based on an understanding of context, respect for diversity, and uniqueness. Governance responsibility is foundational for leading narratives that serve as an ethical guide for organizational decisions and actions. Institutionalizing a collaborative process among leaders, employees, and other stakeholders in creating these shared narratives is essential to sustain management in the system: it opens a relevant space for the implicit knowledge inherent in human groups. Building narratives is the royal road to enhance self-awareness, create a sustainable culture, effective and efficient management, leadership transfer, and purposeful governance.

By placing the individual, human ecology, and society at the center of corporate strategy, a solid foundation is established to build a workplace that transcends current challenges and stands as a beacon of meaning and purpose in an ever-evolving environment. In this call to action, an opportunity exists not only to confront contemporary challenges but also to transform adversity into a positive and sustainable engine of change for future generations.



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