Illustration: Ana María González
BUSINESS ANTHROPOLOGY
Organizational
Changes
ISSUE 14
SEPTEMBER 2021
Issue N°14
Staff
Founders: Giovanna Manrique, Natalia Usme Content Director: Natalia Usme Editor in Chief: Natalia Usme Art Director: Cristi De Matos Ilustrator: Ana María González Columnists: Jesús Contreras Natalia Usme Sara Hernández Translator: Natalia Usme * Follow us on Social Media: Facebook: Flipa Consultora Twitter: @FlipaConsultora Instagram: @FlipaConsultora Youtube: Flipa Antropología de Negocios Web: Flipa Consultora Flípate © Magazine, September 2021. Issue No. 14. All rights reserved. Flípate Magazine is not responsible for the publication or distribution of international editions, unless the edition has been authorized by Flipa’s administrative staff. Do you want to receive the magazine, or send us some comments? Please, email us at
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Organizational Changes
— Issue 14° —
* There are many ways to solve a rubik’s cube. Regardless of the approach you use, the key is to understand the multiplicity of functions and meanings that the entire system has. The pieces are interconnected, so it is not worth looking at them superficially, you must understand the cube’s layers of complexity to solve it. Cubers have a strategy called the daisy, it consists of ordering the cube’s pieces so that in the center of each layer there is a certain color, this makes it easier to organize it. A digital —and therefore cultural transformation— within a company works exactly like a rubik’s cube. It is important to analyze what you want to leave at the center of the decisionmaking process to determine the color that the organization will acquire once the transformation takes place.
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Founder
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Issue N°14
p06 ORIGAMI COMPANIES By Natalia Usme
p14 ILLEGAL WAYS OF WORKING By Sara Hernández
p19 IN THE MAGNIFYING GLASS By Jesús Contreras 4 | Flípate
Organizational Changes
Our writers Natalia Usme Co-owner at Flipa Consultora. She is the pioneer of Business Anthropology in Colombia. Natalia has more than 8 years of experience. She focuses on designing present and future strategies for companies. She has a Master of Arts in Applied Cultural Analysis from Lund University in Sweden. She has experience leading international and national projects. Currenlty she works as a service designer within the Anthropology in Latam: The Flipa Summit.
Jesús Contreras Founder of the GOST Project, an initiative that uses photography as an instrument for change. He holds a B.A in Communication, Social and Cultural Anthropology. Jesús has more than 10 years of experience on media. He specializes in print journalism and photography. In 2008 he won the National Journalism Award in Venezuela with mention in Photography. He focuses on visual arts, culture and inclusive education.
Sara Hernández Sara is passionate about social sciences applied to the business world. strategic thinking. She has studies in Modern Languages, Cognitive Processes and Discourse Analysis. She has had the opportunity to work for international organizations in Brazil, Sweden, Colombia, Peru and Ecuador. She has developed initiatives for social responsibility, communication and organizational culture and is also an international speaker.
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Issue N°14
Illegal Ways
Of WOrking By Sara Hernández
P
Lets face it, lawyers live by taking and giving edro, a lawyer who works for the Colombian public sector told me that, despite the away power, so they cannot lose it, and perhaps transformation could mean losing a bit of power paperwork he manages is supposed to be extremely by giving away these material aspects. cannot work remotely.
I will use Pedro’s case to analyze various axes
It makes no sense for a pile of papers to risk individual and their own perception of being and acting within the framework of their profession. The second is that of the organization and the third is that of digitization. haven’t they? professions at the front My hypothesis is that the symbolic value has of a digital transforMation a lot of weight in the law realm. Especially the symbolic meaning that is given to material culture Lawyers tend to be a bit dramatic and (documents). They convey the essence of the impositive. The theatricality of their profession can profession; it is the lawyer who is in the writing, it be traced to Greek and Roman traditions. Back is his power, his analytical capacity and his brand. then, their discourses and ways of working were 14 | Flípate
Organizational Changes
Photo by Anete Lusina from Pexels
It is important to transcend the fetishism of digital transformation that claims it is about tools. Rather, we must see it as a human process.
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Issue N°14
art of being eloquent and a touch dramatic can be displayed in all its splendor in the analogue world; in the courts, with a pile of documents and in that dance between plaintiffs and defendants. So, if being a lawyer is all about that analogue theatricality, does he feel like a digital transformation is taking away his essence and the ethos of his profession? When thinking about undergoing a digital transformation companies need a strategic approach when it comes to their employees. They need to build empowering messages for the audience not to feel like they are losing their professional identities in the midst of the new ways of working and the digital processes and tools.
A digital transformation must consider the historicities of the professions of its teams and ask itself if technologies empower them or not
When I mean strategically thinking about this. I mean really going above and beyond solving questions such as: the organization
What kind of autonomy will the lawyer have after the digital transformation? Are the digital tools and processes going to enhance his professional identity or not? The lawyer remains in a power position? What are the new discourses that the company will create about what law means in the digital realm?
In order to go through a digital transformation and a change management that accompanies it, the company must know itself. An initial assessment must be done on items such as the non-negotiables, the identity of the organization and how, or if digital practices are going to enhance them or not.
These questions might look philosophical at their core, but trust me if you want to ensure the right engagement levels you need to pose them to your internal team, and you better have great answers for them.
The reality of a company is extremely complex, however it feels like companies tend to take a reductionist approach on their own digital transformations. They lack the ability to analyze the processes and nuances that each area needs to undertake for the transformation.
This of course applies to any profession and company that claims to have a . Always ask yourself what is the discourse and historicity of the professional workforce within your company. Have you considered them all?
Why does this happen? Because companies (not all of them, but most of them) follow the old paradigm of humans needing to adapt to new technologies. In reality it should be the other way around. When we change this type of approach, we realize that it is worth investing time and above
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Organizational Changes
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Organizational Changes
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