MAY - 2023HR TECH OUTLOOK19CXOInsightsVivian Garces, Head of talent attraction and development, Grupo VantiByBUSINESS MODELS, PEOPLE,AND LEADERSIs it possible to imagine a business model that could succeed without the active participation of humans? I don't think so.Each economy sector relies on human´s skills, one way or another. From raw materials and manufacture to services and knowledge, leaders are meant to include a solid HR strategy as part of the company plan to enable the business model implementation.Furthermore, to design, produce, and deliver products with the quality and time needed, or to create services that could satisfy more and more demanding customers, one must ensure that employees have the knowledge and abilities needed to perform their job at their maximum potential and engagement.Also, no matter if the company is local or global, to succeed in a competitive market, it is time to talk about-and deal with-internal equity, external competitiveness, upskilling, reskilling, hybrid or remote work, culture, D&I, leadership style, and workplace climate as part of the agenda of the company´s leadership.In our experience in Grupo Vanti, the biggest company in distribution and commercialization of gas in Colombia, we have had to adapt our talent programs to continue supporting our business model and our leaders after two important events: an acquisition and the COVID-19 pandemic. I put forward two examples to illustrate it:First, in 2019 Grupo Vanti was living a huge transformation while redefining its strategy and structure after been acquired. It went from being a utilities company with mild commercial efforts (since the demand was taken for granted and neither had a portfolio of products or services to diversify the income and risks), to a company that needed strong and experienced commercial teams to captivate new clients and to design and sell new products and services related to the gas sector. That change implied an increase of our team structure in more than Vivian Garces
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