Editor in Chief: Laura Ferrarese Interviews and Content Production: Ricardo Braginski Laura Ferrarese M贸nica Mistretta Graphic Design: www.remolino.org Translation: www.linguistic.com.ar Buenos Aires, Mexico City and S茫o Paulo. August 2012.
we
look ahead, we get things done
contents
06. Foreword 12. Prologue 16. Chapter 01: Strategy 48. Chapter 02: Talent 78. Chapter 03: Transformation 100. Chapter 04:Clients 128. Chapter 05: Culture 170. S達o Paulo 176. Buenos Aires 180. Mexico City 186. Tandil 190. Curitiba 194. Monterrey 198. Santiago de Chile 05.
Someone once said, “one year in the life of a technology company is equivalent to five years in an industrial company”. If this were true, then Grupo ASSA would be one hundred years old this year. Since its beginnings in September 1992 Grupo ASSA has seen major changes in information technology and in the way it is used. The proverbial Information Technology paradigm has changed repeatedly. Today we are living in the age of the digital revolution. Throughout these years, Grupo ASSA has sailed these changing winds with a clear sense of direction and a determined spirit, and has emerged as a Latin American technology company that operates globally. This book is a testimony to all of that; to the competitive strategies, the talent management, the value proposition, the interpersonal relationships, and the corporate culture needed to succeed. The people who make this happen have written this book. The voices of more than twenty individuals, including those of our executives and business and financial partners, have come together with their thoughts and insights.
Grupo ASSA Management Team, Buenos Aires, 2011
Foreword 06.
We would like to thank all those individuals who gave their time, interest, and dedication to produce this book. Our deepest gratitude goes to Jorge Forteza, a distinguished competitive strategy thought leader and friend who wrote the Prologue, Mohsen Khalil, the former IFC and World Bank director who anticipated and oversaw the IFC investment in Grupo ASSA, Alejandro Preusche, a longtime advisor and friend to Grupo ASSA, our business partner Rodolpho Cardenutto, President of SAP Latin America, and to all our customers with whom we partner every day to help them meet their local and global aspirations. Our warm gratitude also goes to two former colleagues who shared their experiences with us, Maria Fernanda Santoro and Alberto Bethke. Special thanks are due to Laura Ferrarese, who with the help of the leading journalists Monica Mistretta from Mexico and Ricardo Braginski from Buenos Aires deftly converted our thoughts and insights into the edited text of this book. Our friends from Pentagram, Daniel Weil and Naresh Ramshandani, the local design studio Remolino; and our PR advisor Mariana Jasper, all contributed their wonderful creative skills to give the book its very own style and design. Last but not least, our thanks to Paity, Emiliano, Gaby, Hernán and Maxi, from the Grupo ASSA Marketing Team. Without their energy and enthusiasm, this book would never have been completed on time! To all of you “Thank you.” The Management Team July 2012 07.
01. By building technology platforms that become intelligence platforms 02. By changing not only technology but the company and people who use it 03. With constant commitment throughout projects and beyond 04. With broad technological reach
The 10 ways to get things done
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05. With deep sector insight 06. By creating and sharing knowledge 07. With a commitment to individual development 08. With heartfelt responsibility 09. With a delivery platform that offers performance and assurance 10. With a community of Latin American talent 09.
By Jorge H. Forteza Professor of Strategy and Competitiveness Universidad de San Andrés
Analysts of the world economy generally agree that current structural transformations are opening new opportunities for Latin American countries. Some have even declared enthusiastically that this will be the “Decade of Latin America”. The Latin American region has assets and resources that are in increasing demand and include natural resources, food, young qualified human resources, and a strong cultural drive. A more realistic analysis allows us to confirm that, whilst Latin America does indeed have these unique opportunities, it also poses a challenging question for our generation, “will we make the most of this chance for the social and economic development of our countries?”
“A World of Opportunities” A Grupo ASSA team in Brussels, Belgium
Prologue
Building an Innovative Model 12.
In general, there are still many obstacles for a single generation to overcome. In spite of the growth experienced in previous years, indices of poverty and inequality of opportunity remain high, educational attainment stays low and with few exceptions; the quality of our institutions is less than adequate.
capacity to create and consolidate our own multinational companies. These companies must be capable of competing successfully, not only in the raw material markets, but also in markets for specialized industrial products and services for other companies. In this segment, all market analyses indicate that professional services based on the intensive use of Information and Communication Technology (ICT) will be among the most dynamic and attractive in the world. Some countries have understood this trend and have achieved a successful position in the world market. India has created a service sector that exports more than US$50 billion annually and generates almost 2 million quality jobs. Ireland and Israel have built medium sized multinational companies with a strong presence in the industry.
In order to develop, the region must improve the quality of its communities and achieve better integration into the world economy by offering value added goods and services whilst at the same time improving the employment conditions of its people. We can only achieve these quality jobs by attracting growing levels of Foreign Direct Investment (FDI), in order to become significant players in international value chains. However, the decisive factor in our development will be our 13.
Latin American companies now have the opportunity to achieve interesting positions in these markets, on the basis of their human resources, their familiarity with ICT, their cultural and language flexibility and their favorable geographic position which allows them to compete with and complement major European and Indian companies. However, will it be possible to build a Latin American multinational service company in the ICT sector that can successfully compete with industry leaders, not only those from developed countries but also those from emerging markets? This is the main theme of this book, which tells the Grupo ASSA success story, and is why it will be of value to analysts and individuals alike, who are interested in the opportunities for development in Latin America. The story of Grupo ASSA faithfully reflects the structural changes in the region over the course of the last twenty years. The group was formed in Argentina, as a result of various key elements: • a highly committed entrepreneur and group of colleagues, • the creation of a distinctive corporate culture, dedicated to customer service, • a market open to innovation, which rapidly adopted ITC. The group was successful in the Argentine market during the 1990’s as were similar 14.
companies in Mexico, Chile, and Brazil. The story could have ended there, as yet one more example of a company that stayed within the limits of its own market, that timidly attempted internationalization or that ended up being sold to a multinational company. The development of Grupo ASSA becomes especially interesting in the early 2000’s, when a group of entrepreneurs decided to double the stakes and move towards the development of a multinational company. Beginning in 2005, Grupo ASSA accelerated its international development with new operations in Brazil and Mexico and positioned itself as a regional partner for multinational companies in need of services covering the whole region. This is when the most interesting initiatives took place, which if successful, will result in a Latin American multinational company becoming one of the leading enterprises in the industry. In earlier studies, I analyzed how European and Japanese companies and companies from emerging countries achieved internationalization. The new multinationals will, in general, be successful and will create value for their shareholders and communities if they adequately meet the following six strategic requirements: • define a value proposition, based on their experience in their home market, that can be migrated successfully to new markets, in which the company must deal with different demands and competitive structures,
• develop business models adapted to the new geographies, • construct a management and organizational model that allows for the combination of multinational scale advantages with local adaptability, • create a corporate culture and a work environment that enables the company to attract talent from each new country where it operates, • construct a position as a responsible citizen enterprise in the new communities,
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The story of Grupo ASSA faithfully reflects the structural changes in the region over the course of the last twenty years.
• generate the capacity for continuous learning and for the permanent migration from a multilocal model to a network model to allow them to permanently improve competitiveness. When we apply this type of analysis to Grupo ASSA, we find many initiatives that provide valuable lessons: • the definition of a clear competitive focus, not only in the geographical areas to be covered (Latin America) but also in the services to be provided, which should make intensive use of qualified resources, address senior management concerns and be less cost sensitive when faced with competitors using lower paid human resources, • efforts to develop a presence and relations in the largest markets in the region, such as Brazil and Mexico, and the constant battle to integrate into those countries and become attractive to their large corporations, • the construction of a Latin American culture, combining the best from each country with world class excellence, thus attracting and offering opportunities to the best talent in the region,
• the construction and permanent reinvention of a business model aimed at combining the advantages of nearshoring, i.e. getting close to the client and their needs, with the advantages of offshoring, i.e. locating activities in geographical regions which are advantageous in terms of cost or quality to deliver a fully integrated service to the customer, • the financing of development, as illustrated by the case of Grupo ASSA, where they tried an innovative model for capital investment that was attractive to new investors and they developed world-class corporate governance. These initiatives are all described in detail in the book. They constitute work in progress, with their successes, failures, and their hard-learnt lessons. The most important lesson is the way in which a group of Latin American entrepreneurs is battling to construct a multinational company that can compete on equal terms with the leaders in the industry. If Grupo ASSA is an inspiration to other entrepreneurs then there is hope that Latin America can achieve development in the coming years.
• the definition of a differentiated value proposition to serve multinational corporations and support the development of corporations in the region as they go international, • the creation and management of knowledge relevant to customers, 15.
Strategy From Latin America to the World
26. 28. 32. 38. 40. 44. 46.
The Pillars We Are Proud of Our Investment Team Work Gets Results 100% Flexibility Quality and Experience of Managers Grupo ASSA Values Our Offices
01
At the beginning of the 1990’s, I had a comfortable job as a partner in one of the Big Four accounting firms. I worked with large clients, had attractive job challenges, and was responsible for an international team in one of the world’s biggest consulting firms. However, something was missing. The realization came to me early one morning. I am a very physical person, and at that moment, I had difficulty breathing. I was overcome by a sense of stagnation. I woke up my wife, and told her I was going to quit my job. She agreed and I began a search for new inspirations in order to become creative once again. I came up with the idea of creating a new company that would be based on building strong and rewarding client relationships such as I had never seen before. I believe a company means more than just business. It must make a profit to grow and to project itself, but it has to do so with a purpose that transcends its people. It became my goal to help companies improve their business processes, and to guide them through their international expansion using technology as the crucial enabler. My dream was to start a company where entrepreneurial passion would shine and drive us to become profitable business leaders, aligned with our values. Sustaining this passion and keeping these values made this dream come true and helped us overcome the obstacles and look ahead.
From Latin America to the World
Just as Steve Jobs put technology into the hands of consumers, the story of Grupo ASSA is the story of how to understand and use technology to enable change and improve the business processes of companies.
By Roberto Wagmaister Founder and CEO at Grupo ASSA
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The Origins In 1992, we began working with big local groups and multinational corporations implementing JD Edwards business software that covered the main corporate processes, including procurement, purchasing, manufacturing, distribution, and sales. These processes evolve permanently, as do the products, selling strategies and promotions of our clients. As a result, we had to be permanently involved with processes and systems. Meanwhile, technology advanced to the point where it was able to “understand” business processes
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I believe a company means more than just business. It must make a profit to grow and to project itself, but it has to do so with a purpose that transcends its people.
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and a new paradigm became necessary. In this way, we arrived at the point where technology converged with the value chain to become an enabler of business processes. The resulting model was the Business Process Transformation (BPT), which integrates technology, business processes, value, and people thus creating increased value and transforming businesses. Technology, which had previously functioned in separate compartments, began to converge, and the isolated compartments merged and opened new horizons. At Grupo ASSA, we were able to anticipate these developments. We began to integrate services into what was later to become known as Enterprise Resource Planning (ERP) systems. More recently, we have adapted the new paradigm called Service Orientated Architecture (SOA) to the management of processes, establishing relationships between them and the surrounding applications. Change in business processes involves people, as they are the agents for change. Technology is an activity that involves many people. People are managed internally within the company, as well as externally, either at Grupo ASSA or at the facilities of the client. Successful change depends on the way people are managed. At Grupo ASSA, we have always worked towards this integration when modeling business processes. In 2005, we incorporated the application and technology layers into the Business Process Management
(BPM). In 2008, we added People Management and in 2011, Value Management was added. The addition of Value Management caused a huge impact. Now we only work with value indicators previously defined with the client. We are now taking another step forward. We have begun to manage by vertical market. This means we have increased our value offering. This is something we do all the time and is the key to this business. In this way, we have created an international knowledge-driven organization, specialized in five vertical markets Consumer Goods and Manufacturing, Retail, Natural Resources, Life Sciences and Healthcare, and Banking and Financial Services. We have extended the value chain of technology services by integrating our clients with their end users by the creation of Business Process Digital Transformation (BPDT), which integrates digital technology with processes and ERP.
Internationalization In 1992, the seventeen founder members of Grupo ASSA made up an all-purpose team on the lookout for new clients. We have always been driven by an entrepreneurial spirit and as a result, we began to win accounts and consolidate our operations in Argentina. We began by developing small projects with one client, and then moved on to bigger challenges and larger projects. The first major milestone was, without doubt, the integration of all operations at Telecom. The next milestone was winning the Pérez Companc account in 1996 Fabián Berdiales, Vice President at Grupo ASSA, that recalls as follows: “We survived fourteen months of intense competition against the world’s biggest consulting company, Andersen Consulting in a joint venture with Arthur Andersen Worldwide. Grupo ASSA was selected by Pérez Companc to design and implement a single model for processes and technology that was to be replicated in all their companies throughout Latin America and the United States. One hundred and twenty of us were involved. The project represented a turning point in our corporate development. We proved to our client that nobody, not even the world’s biggest consulting company, could equal our commitment to their goals.” With increasingly important new clients, and without losing sight of day-by-day issues, I began to plan the international expansion of Grupo ASSA. The plan included Brazil and Mexico from the very beginning. In 1998,
before the Argentine crisis, we had already decided to expand into these countries. We had a plan and we worked accordingly, living up to our motto: We Get Things Done.
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We survived fourteen months of intense competition against the world’s biggest consulting company.
Our expansion into the rest of Latin America accompanied clients such as Arcor and Pérez Companc with whom we worked in Argentina. They led us towards regionalization. In 1999, we sent an elite team to Brazil, led by Federico Tagliani, Vice President and Country Manager for Brazil at Grupo ASSA, and they settled there with the idea of identifying potential candidates for acquisition. During the second half of the same year, we made an offer to buy a boutique consulting firm consisting of eighteen consultants, originally from Accenture. On the last day of the same year, we finally acquired Integrated Business Solutions Consultoría Ltda. (IBS Consultoría Ltda.).
The business grew five and a half times during the first year, and today its total staff amounts to more than four hundred Brazilian consultant. Federico Tagliani describes things as follows, “We did not want to be an Argentine company in terms of culture. Our wish was to become an ever-expanding company in which every new geographical addition represented a source of cultural wealth. We had to adapt to asymmetric relations with our clients. We had to develop strong adaptation skills, and take care to avoid intrusive behavior. This experience was essential to integrate personalities into working teams.” This strategic decision meant that we were no longer a local company. Brazil grew to become our main domestic market in Latin America, with 40% of sales. Just as we began our expansion in the year 2000, an economic crisis hit Argentina that led to a massive devaluation, the destruction of the payment chain, and to economic depression. At that time, 90% of our turnover came from Argentina. Technically, we were bankrupt. Operations in Mexico and Brazil, which were still small, were our only chance for survival. Two years later, Brazil was responsible for a quarter of our sales. We applied a different strategy in Mexico. In 1999, we started operations and hired a local director in Monterrey, but things went wrong. In 2002, during the crisis in Argentina, Adrián Jerbic, one of the seventeen original founders and current Chief Operating Officer, asked to be given the opportunity to re-launch operations in Mexico City. In Adrian’s words, “The 21.
Grupo ASSA business in Mexico was not working. The Mexican partner had left, the offices in Monterrey were shut, and only three employees remained in Mexico City. There was a crisis in Argentina and Roberto, who saw in us an attitude that won his confidence, decided to take the risk.” We sent a team of three people to Mexico that restarted operations from a rented office. Today, our business in Mexico employs four hundred people, and runs projects such as those at the dairy company Grupo LALA, the brewery Grupo Modelo, and the high-end department store El Palacio de Hierro. We had already begun to accompany our Argentine clients in their internationalization process. We grew strong in Mexico and Brazil, as we became an attractive alternative for firms in those countries looking to expand into Latin America. In 2008, we began operations in Chile. Soon after that, we became a truly pan regional organization. We kept to our original goal and our offerings were ready in advance of the needs of the clients in each country. Now in 2012 and looking ahead, Grupo ASSA is positioned as a company with a single platform covering an extensive territory, with consistent levels of quality and a one firm approach. This ensures that our regional and global clients can all focus on their business, in a complex and diversified world, counting on us as their partner.
Technology I think of technology as the science of the accumulation and of convergence of knowledge, not unlike the geological layers of the Earth. Existing elements combine with one another in a fusion that gives birth to a new idea, producing shifts and changes as a result. History has demonstrated that the seed of a new idea occurs long before the technology becomes available. A clear example is what happened around the year 2000, when the Internet bubble burst. What emerged at that time were the possibilities to which we now have massive access, the unlimited expansion of e-commerce and total connectivity. Those who predicted the world to come were not wrong. What was missing to put this new world into action was the technology itself. Today, twelve years later, we are experiencing a digital revolution, the disruption of management of large volumes of data made possible because the technology exists. In 1998, I had an idea based on my vision of the future of technology as something as user friendly as the telephone. Based on this idea, we created and launched an initiative called Solución PyME - Application Service Provider (ASP). We were the first company in Latin America to develop this kind of service for which we acquired twenty-eight clients. Today, similar offerings are known as Software-as-a-Service (SaaS) , a component of cloud computing. It was, undoubtedly, a revolutionary idea. However,
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the technology available at that time was not ready to make it happen. Two elements converge during the implementation and adoption phases of new technologies. Consumers must be receptive to the formation of new habits and the technology should be able to deliver. The ability read both elements right at an early stage makes it possible to correctly anticipate new trends.
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Claudio Della Penna and Roberto Wagmaister touring London after visiting the headquarters of our European clients
History demonstrates that the seed of a new idea occurs long before the technology becomes available. 23.
growth of operations in Mexico and Brazil. In 2005, I decided to prepare a management buyout with the intention of buying back the shares held by the American fund. In addition to me, seven executives were involved in this transaction, which resulted in my owning 70% of the company.
2012 Kick Off, Mexico
The Numbers The financial history of the company is one of modest origins with huge leaps in quality. When Grupo ASSA started, I had ideas and experience, but no money. As a result, I kept a 50% stake in the company and sold the rest for US$300,000. This provided the capital necessary to operate during the early months while we began to win out first clients. Between 1992 and 1998, we achieved self-financed growth whilst struggling to survive. Faced with imminent danger, you run for your life, this is the story of life. By 1998, we had already launched our own version of ASP, a model intended to solve problems related to software
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development, and its operation and maintenance, which we called Network Solutions. We needed a capital injection. Latin American Capital Partners came on board and made a large investment to purchase a minority stake in the company. We made a major investment in Puerto Madero. We bought seven floors of an iconic building, and setup the infrastructure to provide services to the world. An attempt to be listed on Nasdaq in the year 2000 failed when the Internet bubble burst and was followed in 2002 by the crisis in Argentina. These negative events accelerated our plans to expand internationally and resulted in the increased
I had never before been the controlling shareholder. In 2008, the International Finance Corporation (IFC), the financial arm of the World Bank, offered us a longterm loan. After a meeting at which everyone had access to our numbers and strategy, the IFC decided to invest in Grupo ASSA. Mohsen Khalil who was then the Deputy of IT and Communications of the International Finance Corporation of the World Bank told me, “I want to be your partner not your creditor�. In 2009, the IFC invited HSBC to join them and together they ended up owning 30% of the stock. In addition to their investment, the IFC and HSBC brought huge added value as they raised the bar on our expectations. This represented a step up in the quality of our corporate governance. HSBC especially helped us ingrain financial discipline into the company.
Strategy on tour: Roberto Wagmaister and Ricardo Fisch in New Brunswick, NJ 25.
The Pillars I make it a point to transfer my life experiences to the company in order to nourish it and to fulfill my role as a leader. Some pillars are integral to our strategy: • We are assertive. We get things done and only work on those ideas we are able to execute. The greatest risk comes when focus is lost. • We create structures. Strategy must be backed by organizational structures.
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We are assertive. We get things done and only work on those ideas we are able to execute. The greatest risk comes when focus is lost.
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• We are constantly reinventing ourselves. We are pragmatic about change. The only limit to the speed and depth of change is that it should be correctly implemented. • We play hard. We have learnt to do so whilst keeping to the rules and integrating corporate values into the company DNA. We have kept the same values since 1994, and this consistency has made it possible for us to weather a number of heavy storms. Holding on to these values has helped people gain a sense of a joint mission – we are a team spirited company – and generated the Grupo ASSA spirit that keeps us vibrant. This sums up as Amateur Passion, Professional Excellence. • Last but not least, we value the importance of communication. This is something we understood from the beginning and incorporated into the soft side of our business. Closeness is important to us, as is the satisfaction of our people and clients. If I were to define us as an entity, I would say we are a company focused on relationships. Ours is a long-term business with a people-to-people rather than a technology-to-people vision. I think we get the best out of people by taking them out of their comfort zone. Superb consultants are now selling the services that in the past they designed and integrated, better than anybody else. This year, for example, we realigned our whole staff and relocated them by vertical markets. This decision resulted in major internal movements, which translated into better service and greater proximity to the clients. I have always hired the best people. You cannot go into battle without loyal officers and loyalty inevitably inspires the rest of the troops.
Our differential contribution
whilst adapting to the different cultures in which we conduct business.
The contribution by Grupo ASSA to the business world is the offer of a value proposition that anticipates trends and interacts with the convergence of knowledge in the Information Technology (IT) industry. We use IT as a means to improve business processes, and this in itself is simply another type of process.
Our intention is to be leaders in technological transformation by incorporating the Business Process Transformation model into our vision of convergence in order to turn it into a Business Process Digital Transformation model. This implies extending the service value chain all the way from the company to its end users. Grupo ASSA operates as an efficient articulating agent to achieve improvements for client companies.
We get close to the client, which is why we spend a large part of the year traveling. We like meeting face-to-face and shaking hands. We are present to celebrate successes and to overcome difficulties. In twenty years, we have never abandoned a project. During the early years, we accumulated almost one hundred and fifty thousand hours of write-offs (hours worked, but not billed). We kept our service delivery undertaking even when the software we were implementing, which was not ours, did not work properly. We also develop good relations with our people through events, face to face coaching and mentoring. My proposal is that Grupo ASSA should allow its people to meet their expectations and help make their dreams come true. If they cannot do this within the company, they should given the chance to try outside. Young people want honest leadership, and we should provide it. The company vision of the future stems from the values that are the foundation of Grupo ASSA. One of our enduring challenges is to retain our values
A top priority on our corporate agenda is corporate social responsibility and we aim to be active players in this area. Latin America will increase its share in the production of technology services. It will integrate further into the existing global network.
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Grupo ASSA can be a key ally for its clients by providing extensive support during the internationalization process of multi-Latin American corporations. During the last twenty years, we have surmounted different crises at home, in our region and in the world. When facing each challenge, we evaluates the scenario, realigned our forces, and focused on the future. We have relied on our core values; we have pursued internationalization and sustained durable relationships with clients in each country whilst supporting their expansion around the world. We have always been a step ahead when interpreting trends and turning them into services. My personality is such that I need to work on things that transcend me and to create things that are larger than me. From Latin America to the world, at Grupo ASSA we get things done.
We are present to celebrate successes and to overcome difficulties. In twenty years, we have never abandoned a project. 27.
We are Proud of Our Investment By Mohsen Khalil Former Deputy Director of the IT and Communications Department of the International Finance Corporation of the World Bank
My first meeting with Grupo ASSA took place just a few days before the collapse of Lehman Bros and with it the financial markets as we knew them. Grupo ASSA was seeking IFC’s support for its operations in Argentina and its expansion internationally. Here we were looking at a company in need of financing at the peak of the financial crisis and in a country which had its own share of economic challenges. The country conditions were already taking a toll on the Company forcing it to raise capital at a high cost, while its business growth was also suffering from the reduction in IT expenditures due to the global crisis. So, why we ended up investing in Grupo ASSA?
markets are imperfect and to assist growth companies in transition or operating in tough conditions, especially the ones which could have the most positive impact. From a development perspective, Grupo ASSA had all the right ingredients with the business potential to grow and prosper. But what attracted me the most about the Group is the passion, determination and commitment of its founder, Roberto, to the business and his employees. He was visionary in starting an IT services company in Argentina some years ago, but equally important sustaining its operations through difficult times while remaining loyal to and supportive of its employees, sometimes at a personal cost. His compassion and human qualities have given the business a different meaning. Third, Grupo ASSA had the right profile of the company that warrants IFC’s involvement. Much more than capital, the Company was in need of support from an experienced financial institutional on how to optimize its capital structure and strengthen its governance to position better for long term sustained growth. Finally, we decided to invest in and support Grupo ASSA because of its ability to create quality jobs for young professionals, promote entrepreneurship and deliver high-end consulting & outsourcing services from Latin America to the rest of the world - - all of which are aligned with the IFC mission. Today we are very proud of our investment. Since then, Grupo ASSA sales have almost doubled, operating margins have widened, and the Company has a robust capital structure, while adhering to best practices in governance and compliance procedures. It had been a pleasure working with Grupo ASSA and I wish Roberto and the rest of the Management Team another 20 years of sustainable growth!�
First, I for one always believed that the IT sector and its applications will prove over the long term to be instrumental in addressing some of the challenges facing the developing countries, namely employment creation (particularly for the youth) and economic growth. After surveying the market and looking at many IT companies in Latin America, Grupo ASSA stood out! Second, our mission as a development institution is indeed to be where 28.
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Roberto Wagmaister and Paul Dougall in Washington DC, 2008.
Team Work gets results
Words from Roberto Wagmaister Lessons from Rugby “I started to play rugby early in life, and played as a flanker for eight years. Flankers are the first line of tackle and defense and have to mark the key players in the opposing team.
Passion
In this position, you must be a fast player, have a good tackling technique and not be afraid of the ruck. Many captains of national rugby teams have been flankers.
“My message to people is that work is not just a place where you make money, it is somewhere you can grow and learn. I also recommend that whenever you feel your personal values are not aligned with company values, you should talk to your coach or mentor.
Playing rugby taught me to focus on the team all the time. This includes asking the coach to take me off the field when you are not playing to full capacity. It is about giving up time on the field, even if the team is winning, against our own ego but in the best interest of the team.”
I strongly believe that if the values cannot be aligned, you should look for a place where alignment is possible. To miss the opportunity to do what we love is a sin. When our personal and professional worlds are aligned, the true drive for transformation is unleashed. That is passion.”
A Matter of Trust “Trust between a manager and the team is a two-way street that should keep the traffic flowing, no matter how difficult external circumstances may be.” “We went through a very complex time, in the middle of the the Argentina crisis in 2002. Operations in Argentina were not going well, and we had to cut costs. The numbers showed that we needed to dismiss 40% of our staff.” “I took the risky decision of avoiding any layoffs. The first step I took was to reduce my own salary by about 40%. The other directors took a 30% cut. On this basis, I asked the Argentine staff, our largest payroll, if they would be prepared to help by accepting a 10% cut in salary. I promised them that as soon as things went back to normal we would give them back the money. I had no idea how I was going to do this, and I told them so, but I still made the commitment, a commitment I was able to meet the following year.” “More than two hundred employees went to the Ministry of Labor, and signed their agreement to a voluntary cut in salary.
This was the team that went on to tackle the technology market.” Management Style “A key aspect of my style is that I delegate the execution of ideas. Once the strategy has been defined, I immediately look for a champion to build the business plan and the structure. The metaphor of the medieval knight who uses his arms in defense of a just cause applies perfectly to the level of involvement I expect from the people responsible for executing ideas.”
100% Flexibility By Alejandro Preusche Former Partner of McKinsey, Former President of ACDE and a minority shareholder in Grupo ASSA Roberto and Grupo ASSA have genetic codes in common. They share the permanent values of versatility, anticipation and a passion for business. These values converge in a unique style of commitment to the client. This was evident when Grupo ASSA reinvented itself to accompany multi-Latin American companies in their international expansion process. The versatility of the company is shown every day as it deals with the ever-changing global technology scenario. This imposes increasing demands on the services provided to clients and partners, on technological products, which must continually evolve, and on our understanding of the economy. It was not the same thing to sell services at the time of the Argentine default as it is now, or before the dot com burst and after. The operation was not the same before as it was after each successive global crisis. Business terms vary so much 38.
that accounts are now measured in man-hours and require continual adjustment. Throughout the history of the company, I have been involved in its plans and strategy. These include the expansion into Mexico and the beginning of operations in Brazil, after we bought the consulting firm there. In the process, we have been able to form a team with strong values. Based on these values we have built a solid and versatile identity. Looking to the future, the main internal challenge is to make sure the culture of involvement continues to flow within a company of more than 1,000 employees, while increasing the potential to attract and retain talent in a virtuous circle. Given the most likely business context, the company can be expected to continue to grow and expand its client base and to develop even closer relationships
with clients. I expect to see a combination of organic growth and acquisitions as necessary, in a market where the bar of service quality is forever being raised. With investors in mind, I firmly believe that Grupo ASSA will be among those companies that generate the best returns for their shareholders.
Quality and Experience of Managers By Javier Ledesma Arocena Private Equity Investor who participated in the HSBC Latin America investment, in Grupo ASSA 40.
At the beginning of 2009, we started to assess the opportunity to invest in Grupo ASSA. This was the first investment of the entire HSBC Latin America Partners team (now known as Graycliff Partners Latin America). The aspects that seemed most important to us were the quality and experience of the management team. The world was showing some signs of recovery, after one of the biggest economic crises in the previous sixty years. My colleague, Cristiano Boccia, and I had looked at several opportunities in the IT service industry in the region. We had not been able to find the added value that we later discovered in the people at Grupo ASSA. The business concept of this company was to provide services from Latin America, not only to the region itself, but also to the rest of the world. There was a talented team, better than we had found in other companies in the sector. It was based on robust leadership and a solid sense of belonging. This made it possible for a medium-sized company, originally from Argentina, to expand and consolidate in the most important Latin American markets and to project to the world through its main clients. From our perspective, the most important strategic advantage of Grupo ASSA lies in the talent it has been able to attract. 41.
Roberto Wagmaister CEO & Chairman of the Board
Paulo Eduardo Brugugnoli Senior Director & Chief Solution Architect for Brazil
Adrián Jerbic Co-Chief Operating Officer
Paul Dougall Vice President, Corporate Development
Ricardo Fisch Vice President & Chief Solution Architect
Marcio Caputo Vice President & Country Head for Brazil
Ariel Capone Vice President & Head of Life Sciences and Healthcare
Santiago de Urquiza Senior Director & Chief Solution Architect for Mexico
Federico Tagliani Vice President & Head of CPG and Manufacturing
Claudio Della Penna Co-Chief Operating Officer
María Gabriela González Vildosola Senior Director & Head of Human Capital
Our Management Team
2012 Kick Off, Brazil
Values Sustainable Growth Professional Excellence I ntensely Committed Responsible, everywhere I ntegrity, ethical behavior T eam Spirited 44.
Brussels Ann Arbor Monterrey
Neufchatel Madrid
Miami León México DF
Barra Funda
São Paulo
Curitiba Santiago
Our Offices 46.
Buenos Aires
Tandil
Countries Where gA is Present Delivery Centers gA Offices Staff Locations 47.
Talent Amateur Passion, Professional Excellence
65. 67. 68. 69. 70. 73. 76.
Knowledge is Part of our DNA Multicultural Entrepreneurs 5 Principles of Team Spirit 6 Practices to Avoid Staff Turnover Passion Doubles our Energy A Dream Come True We get things done
02
The creation of a talent-based enterprise has been no easy task. Starting with a small group of people in Buenos Aires, it grew across cultures and borders to become an organization with close to one thousand five hundred professionals working in eight offices throughout Latin America. Few local companies in the IT service sector have achieved such a success. The challenge becomes herculean when a young organization competes against industry giants. This is the challenge that Grupo ASSA faces every day. As one of its founders, a member of a small group of dreamers, and as someone who took up the challenge to create a talent-based organization far from his native Buenos Aires, in this chapter I will share some of the many things we did well and some of the obstacles and challenges we encountered.
Amateur Passion, Professional Excellence By Adriรกn Jerbic
Co-Chief Operating Officer at Grupo ASSA 51.
Creation of the Model I was one of the seventeen Argentine professionals who, with more passion than experience, left one of the Big Four consulting firms in September 1992 to start a business adventure.
Adrián Jerbic and team finishing a proposal for a Mexican client
We were a multifaceted group that started its own company with dedication and enthusiasm. In less than three years, we grew to nearly one hundred people. Multitasking and mere enthusiasm were no longer enough. It was time to start to operate in a more professional manner, as we had the opportunity to be involved in large-scale projects. Two clients pushed us into taking the plunge. One was Telecom (France Telecom and Telecom Italia), one of the biggest telephone companies in Argentina, followed by a major private Argentine energy company, Pérez Companc group, today part of Petrobras. We began with an organizational model known as The Requisite Organization1, which served as
52.
the foundation for the design of an organization based on knowledge stratification, professional growth based on career planning and entrepreneurial leadership. Job profiles, attributes and career plans were defined accordingly, but with a particular twist: softer skills were to be taken into account and, as professionals progressed through their career, these skills would become more relevant. Skills included leadership, coaching , mentoring and public speaking. The model that was originally implemented as a differentiating factor is now totally integrated into the company, whilst still keeping the freshness characteristic of a startup.
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The challenge becomes herculean when a young organization competes against industry giants. This is the challenge that Grupo ASSA faces every day.
Freshness and Big Challenges At Grupo ASSA, we are always ready to listen, to contribute ideas, to change. We want our employees to take part in their own development and career progress. The potential for individual growth ultimately depends on commitment and ability. By freshness, we also mean a friendly, integrated and cooperative environment. By nature, consulting requires years of close collaboration between participants. This fosters enthusiastic and enjoyable work groups, which share integration practices such as meals and happy hours. Feedback is a key aspect of recognition at the annual evaluation. Although there are methods for evaluating performance, we attempt to keep the focus on relationships. Our aim is to boost individual resources. There is a review with the management team, so that new ideas quickly reach the top. The person who generates the idea receives recognition for their contribution from their coach or mentor, during the annual evaluation. Our challenge is to beat the biggest companies in the market. This releases adrenaline, which drives us to give more, to go the extra mile. When we give our best, we succeed. If people feel comfortable with their work, results are easier to achieve, there is less turnover, and staff recommend others to join us.
Since its inception, Grupo ASSA has sustained organic growth with two roles: the coach and the mentor. These are points of reference for each of our staff members and manage and accompany their performance. A coach is responsible for supervising daily work, introducing new tasks and providing training as necessary. A mentor interacts in specific situations to provide guidance and accompanies career development with a medium term vision. We try to ensure that mentors are senior employees, so as to boost the growth of our consultants.
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The roles of coach and mentor set us apart. Many organizations pay lip service to this. However, we constantly strive to balance the professional ability and expertise of our consultants and their potential, project assignments and personal concerns. We try to strike a balance between personal and corporate life. The coach and mentor program is based on training specific to each role, where participants learn techniques to improve their own emotional skills as well as the way in which they support their consultants. We have found that we can best transmit our culture and highlight behavior we consider essential to the overall success of Grupo ASSA when individuals are accompanied and supported.
At Grupo ASSA we are always ready to listen, to contribute ideas, to change. We want our employees to take part in their own development and career progress. 53.
Our first steps in regionalization. Management Team meeting in Brazil after our first acquisition, year 2000
Entrepreneurial Leadership From the very beginning, Grupo ASSA has been characterized by its leadership style, different, passionate, and with a natural tendency to set targets that are at first sight impossible. In the early 1990’s, a few months after the start of operations, we decided to go for the largest and most complex transformation projects in progress in Argentina. We not only had to compete against SAP that was aggressively entering the market, we also had to face large consulting firms, such as Accenture and IBM Global Services. By the end of the decade, we had been recognized as one of the leading players in the market.
54.
In 1998, Roberto Wagmaister, our CEO, started to explore opportunities to transfer the successful business model that had been adopted in Argentina to other markets, specifically Brazil and Mexico. He started to look among his young executives for people who would be willing to take the DNA we had created here and replicate it in the most important Latin American economies. We knew that in the long term Brazilian staff would run the expansion of Grupo ASSA in Brazil. However, in the beginning, it was up to us to take our own brand of entrepreneurial leadership to the startup. One of our founders, Federico Tagliani, together with a small group of young Argentine consultants, moved to Brazil and burnt
their boats. A few years later, in the middle of a major crisis in Argentina, I suggested to Roberto that I should lead our nascent operation in Mexico. Since then, we are always on the look out entrepreneurial leaders within the company either to start operations in a new territory or to open a new business area. We call them “champions”. Executives with entrepreneurial spirit, intrapreneurs , will always be welcome at Grupo ASSA to work and pursue their dreams.
Lions in the Making Between 1995 and 1999, regionalization began and with it, the incorporation of new talent with even more experience than the founders themselves. We started to headhunt senior executives who had seen us in action as partners, competitors, allies or clients and were attracted by our background, challenges, drive and passion for growth. When Grupo ASSA started operations in Brazil and Mexico, our brand was not well positioned in the market. As a result, we had to offer incentives to attract talent. Curiously enough, what attracted many people was the adventure
of being with a company endeavoring to become a leader and play a role in history. It has always been our vocation to be lions. When we started out, we were cubs, but our aim was to meet the big lions on equal terms. People were attracted by this, and we ended up recruiting entrepreneurial staff ready to lead and face challenges. We still hire people who feel that they are creating their own company. We offer them the space, the tools and our background. The stories of our growth in Brazil and Mexico are similar in this sense but not the same as in Argentina, where Grupo ASSA started and where we achieved early brand recognition.
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Field Experience According to Marcela Pastirik, Senior Director at Grupo ASSA, who has lived and worked in an executive position in the three countries in which the company has offices and has contributed to and transmitted our culture, “Our skill is to identify executives who as well as being talented and experienced have kept their entrepreneurial dreams alive. Organizations are not often the best place for these dreams to come true and although extremely successful, many people feel there is something missing in their professional careers and personal development. Grupo ASSA is fertile ground in which to grow.”
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Our skill is to identify executives who as well as being talented and experienced, have kept their entrepreneurial dreams alive.
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When Grupo ASSA encounters people with this profile, the relationship will be successful For us, to undertake an activity means owning the initiative, from beginning to end. Ideas have no predetermined dimensions providing they are aligned with the company vision In addition to business challenges, there is the attraction of working in multicultural teams. Marcela adds, “I always tell the story of our office in Brazil as an example. I spent almost three years there. Marcio Caputo, Paulo Eduardo Brugugnoli and other young colleagues had left behind an excellent career in Accenture, to pursue their dream of establishing their own company in São Paulo, which they called IBS Consultoría Ltda. At about the same time, Federico Tagliani, one of the founders of Grupo
ASSA, traveled to Brazil to set up an office. Together with Paul Dougall, they began a search for a boutique consulting firm to acquire. During this process, the protagonists met by chance in an elevator. Not long after Grupo ASSA purchased IBS Consultoría Ltda.” Now, all of them are part of the company management team. Throughout these years, they continued to develop their careers, whilst keeping the same spirit. As an example, Marcio Caputo is not only Vice President for Brazil, but he also manages the retail vertical market, an initiative he himself proposed and generated.
Brazilian Management Team. Marcio Caputo, Paulo Eduardo Brugugnoli, Federico Tagliani and Fernando Gamboa (front)
The Best at the Table Fighting major battles against the giants of the market helps generate team spirit. When we win, we deliver. When we lose, we go for a rematch. During our twelve years in Mexico, we have grown on the basis of major victories. When we do not succeed, we get together to cheer each other up and promise ourselves that the next battle will be bigger than the one we just lost. This is how we went from losing a small project to winning a large project with Grupo LALA. Since then, we have won several other world-class projects. The transformation of El Palacio de Hierro is the most recent.
Team spirit and passion have allowed Grupo ASSA to win many such battles. Knowledge and experience are important but passion, the will to win and commitment have often tipped the scales in our favor. This is when our soft aspects, intangible abilities, enthusiasm, and customization become decisive. The Pérez Companc project, at over twenty million dollars, was the biggest the newly established team had ever faced. We competed against a joint venture made up of Andersen Consulting and Arthur Andersen Worldwide. To win, we resorted to both our knowledge and our enthusiasm.
57.
The Project Team for Vale, one of our clients in Brazil
A Knowledgebased Company At Grupo ASSA, we are always striving to be amongst the top consulting firms. To achieve this we need the best talent. This is why we bank on our people and, in addition to the acquisition of technical knowledge, we give them the opportunity for comprehensive training and the development of skills in leadership, negotiation and customer relations. Our dream is to create a business school, which is now beginning to materialize. We have a customized training plan for each consultant and tools, such as Campus, our new corporate platform dedicated to e-learning, and Knowledge Base, which allows us to train and share knowledge (See “Knowledge is Part of our DNA”).
We Are All Human Capital María Gabriela González Vildosola is responsible for one the most delicate aspects in Grupo ASSA, the commitment of its people to the company. She is in charge of the area rightly known as Human Capital. Her greatest challenge is to accompany the sustained growth of Grupo ASSA. The professionals recruited annually of can be counted in hundreds of young people throughout our locations. However, attracting new talent is not enough. We must also work to foster engagement and commitment. 60.
The focus should be on training and education. Professionals who do not grow cannot keep up with the growth of the company. Figures show that a good job has been done. Employee turnover within Grupo ASSA is lower than the average for the industry and 80% of executives in management positions have been promoted from within the company. In her management of staff, Gabriela emphasizes cultural and training topics, “We transmit the culture and values of Grupo ASSA in order to prevent it becoming an aggregate of independent professionals, each with their own style. We are careful not to lose our identity as a company and to share the same values. I think this is what makes us different.” Gabriela believes in the principle of maximizing employee satisfaction in order to achieve the best results with clients. A work environment survey is carried out at Grupo ASSA every year, either internally or by the Great Place to Work® Institute. These surveys provide valuable material for the Human Capital area. In 2008, Grupo ASSA was ranked by Great Place to Work® among the top fifty companies in Argentina. It was ranked number thirty-two. In 2009, Grupo ASSA had climbed to the 31st position. In Brazil, Grupo ASSA was ranked as one of the best technology companies in which to work. We are convinced that the natural talent of our people can be potentiated. We have designed a special strategy for
leaders, so that they become agents of transformation and impact our organization from within and from without. We want clients to experience a relationship with people who work with a sense of contribution and try to help them exploit and increase their potential. Hernán Pisotti, Training and Culture Manager at Grupo ASSA, has explained that training is intended to awaken self-motivation in staff. “We consider motivation as a kind of inner feeling, an energy or driving force that pushes us to achieve excellence. Training is centered on the SPA - Ser Protagonistas en ASSA (Be a Protagonist at ASSA) program. The program includes workshops to strengthen interaction, communication, and result orientation related skills In order to train leaders and managers, we have developed the Elige ASSA - Escuela de Liderazgo y Gestión de Grupo ASSA (Grupo ASSA Leadership and Management School) program designed internally to develop values, culture and to support the growth program.” We constantly seek an appropriate work-life balance. Hernán added, “We work to objectives. Our staff does not have to clock in or out. Just as consultants occasionally work weekends, Grupo ASSA shows the same flexibility in response to their special needs. Coaches and mentors stress the importance of company timing in improving the personal wellbeing of its consultants.”
The Challenge of Retention At Grupo ASSA, each professional category or profile has a range of remuneration in line with the market. However, it is not easy to retain staff, as the IT sector is highly volatile and professionals receive better offers from other companies all the time. Grupo ASSA offers candidates a career and growth plan with a generous participation in the future. Compared to companies such as Accenture, Deloitte, and IBM, we are competitive in terms of remuneration, but what sets us apart from the rest is that we offer candidates participation in our growth. The career structure includes good incentives. Members of the executive team (senior directors and vice presidents) can receive shares in recognition of performance for which there is a share pool. Managers and directors receive variable remuneration based on bonuses linked to objectives. Growing employee turnover rates are a reality in the business technology sector worldwide. The sector is experiencing sustained growth and demand exceeds supply in many profiles. Retaining people is a challenge, but our employee turnover rates are consistently lower than those of the industry. Why? The process starts when the employee is a trainee, who will later become a junior employee and finally a consultant. As they develop their careers, they absorb the Grupo ASSA beliefs, culture, and values.
These employees feel part of the company, and we have achieved an excellent great level of retention and satisfaction among them in all countries.
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We are a knowledgebased organization. We nurture talent and values.
at the entry levels in order to feed pyramids and structures to obtain the best long-term results. We are a knowledge-based organization. We nurture talent and values. A spirit of adventure has inspired us since the very beginning. We are already a team of 1,500 talented individuals spread over eight offices in Latin America and we are going for more.
Retention of middle and upper level professionals is more complicated. At these levels, we must offer an equation that includes professional challenge, growth and remuneration combined with the certainty that in the mid- and long-term, Grupo ASSA will be their best option and that they will receive increasing compensation. At times, when recruiting professionals, we are disappointed. Some candidates are well qualified, but they do not suit our culture or values. In these cases, we act quickly because this can have a high impact on the organization and we do not want to dent our team spirit. There is an acute shortage of talent in the industry. This makes it necessary to work hard to be attractive, retain employees, plan growth, and incorporate new generations 61.
Mexican Management Team. Noemí Sánchez, Santiago de Urquiza, Miguel Robles, Guillermo Buccieri and Miguel García Terrazas
Knowledge is Part of our DNA By Ricardo Fisch Vice President at Grupo ASSA At Grupo ASSA, we place great emphasis on value generation through knowledge management and consultant development, and we work hard to increase value by capitalizing on our experience and organizing learning activities. We have developed a knowledge management program that includes Campus, our specialized e-learning and collaboration corporate platform, to allow us to revisit what we already know and to promote the generation of new information. Campus enables us to share our expertise in a systematic, orderly, and extensive manner. All professionals working at Grupo ASSA generate knowledge. Those in senior positions are the most experienced. However, those who start training challenge us to review, change, or transform contents based on their doubts and questions. This is why the curiosity, proactive behavior, commitment, and participation of everybody in Grupo ASSA are so greatly valued.
Campus also allows us to compile courses, regardless of the region, country or client. It is a powerful tool that speeds up training and integration into our teams. It also helps optimize the time needed for initial training. Within the framework of the Programa de ApreciaciĂłn (Appreciation Program), we have the Plan de Entrenamiento Personalizado (Customized Training Plan), which is a roadmap to guide and accompany the personal and professional development of all Grupo ASSA consultants. The synergy between the two initiatives allows on the job training, helps manage the time devoted to learning, provides online access to contents, and encourages networking. This kind of training encourages more active participation optimizes costs and logistics. At Grupo ASSA, knowledge is an asset that is part of our DNA and knowledge management pervades the whole organization in pursuit of efficacy and the maximum development of everyone.
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At Grupo ASSA knowledge is an asset that is part of our DNA and knowledge management pervades the whole organization in pursuit of efficacy and the maximum development of everyone. 65.
Kraft dedicated team. Luis Firmat (in the middle) was one of the seventeen founders of Grupo ASSA
Multicultural Entrepreneurs Alberto Bethke is the former Vice President for Human Capital at Grupo ASSA. He is now an independent specialist in change management. In his view, one of the greatest challenges our company had to face was the creation of its own culture. Grupo ASSA was growing rapidly. It needed to establish a unique identity as a single team, regardless of the region in which its members worked, whether in the Americas or in Europe. Below, Alberto reviews what he contributed and taught in the three years, from 2007 to 2010, during which he worked for Grupo ASSA. Entrepreneurial spirit. “We worked hard on entrepreneurship. We had to give managers a degree of
decision-making autonomy. As a result, we redefined the management concept so that we could have our own projects and results and create value. We had to create our own culture and avoid the excess of rules that limits entrepreneurial spirit.” Multiculturalism.“Multiculturalism arrived 15 years ago and is here to stay. We respected the origins of our people. We never assumed that they all came from the same place For example, during the annual kick off sessions, we would deliver the same content, method, and goal, but colored by the local culture in each country. Knowledge took priority over origin, and staff moved between Europe, Chile, and Mexico. This is what makes Grupo ASSA a company that is successful at handling multiculturalism.”
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Multiculturalism arrived 15 years ago and is here to stay. 67.
5 Principles
6 Practices
By Maximiliano Cortés Technical Team and Tandil Delivery Center Manager
By Adrián Jerbic Co-Chief Operating Officer
of Team Spirit
In my experience, the five principles of team spirit are:
01.
Everyone should feel part of the team. This is achieved by encouraging everyone to propose challenges. The hardest task for the leader is to identify the individual challenges and, without imposing them, to get the team to adopt them.
02.
We should complement each other and avoid peer competition. The group is larger than the sum of individualities. Daily work consists in discovering our positive side and sharing it so that everyone can benefit.
03.
We should listen to others and act accordingly. We all need to rely on someone who can listen to us and, above all, someone who is willing to act
Against Brain Drain
when necessary. Building trust is a daily task. If a leader does not find satisfaction in the task, it will be impossible to achieve.
Here are some effective practices that we use to prevent our best professionals from leaving us.
04.
01.
Balance should be maintained. To balance professionalism with a good work environment is difficult these days. This is why we should all pursue happiness in our profession. It is the only way to strike a balance.
05.
Leaders must be at the service of the team. This role is not a prize but a responsibility. Leaders must be at the service of others, which is why we do not use the concept of “boss”. The person occupying the position of team leader must understand this in order to guide the team and facilitate the achievement of objectives.
Set up a leadership development program, with formal initiatives within our own campus or via partnerships with higher education institutions.
04.
Offer remuneration and benefits that are competitive when compared with the industry average, but also add personalized incentives, based on the knowledge of candidates and employees.
05.
02.
Prepare career plans for staff, from trainees to senior executives, based on potential.
Eliminate the figure of “boss” and replace it with coaches and mentors, whose work is not just to supervise but is also to take care of the careers of the consultants.
03.
06.
Monitor performance by providing monthly feedback and formal evaluations on a project or annual basis.
Devise a compensation plan that includes performance bonuses and, if possible, share options.
By Maximiliano Cortés Technical Team and Tandil Delivery Center Manager
First simultaneous Kick Off in the three regions, 2011
Passion Everywhere 70.
I joined the Grupo ASSA Technical Team to coordinate it and change the working method. From day one, I understood that I had been invited to play in goal in a football match where the rest of the team had been playing together for a long time. I had no choice, in spite of being a great striker. That is how I started my career. I put myself at the service of others to help them with whatever they needed. Once on the field, and after blocking several penalties, it was easier to start achieving the objectives entrusted to me and to play the role I has been assigned. Then we needed more resources, many more, and the team took over the acceptance and integration of new members. We considered each incorporation as a game won a game that we all played. We were seven when we started. Now we are over one hundred and forty. The feeling that we were all growing was the force driving us to go further.
Teamwork satisfaction means professional and personal satisfaction. I think the difference between a work team and the work team shows when the satisfaction and achievement extend beyond working hours and become part of the personal life of each member. That is the difference between a job and a lifestyle. In this way, the circle is completed. I have often heard team members say such things as: “I was having a shower and I thought of making a presentation”, or “I discussed it with my girlfriend and I think we need…” These are signs of passion. They excite me and double my energy. In the words of the character played by Guillermo Francella, in the Oscar winning movie The Secret in their Eyes, “A guy can change anything, his face, his home, his family, his girlfriend, his religion and his God. However, there is one thing he cannot change. He cannot change his passion.” 71.
Owen-Illinois dedicated team at the Delivery Center in Buenos Aires
A Dream Come True By MarĂa Fernanda Santoro Microsoft Marketing and Operations Manager (Argentina and Uruguay) Former Marketing Director at Grupo ASSA At Grupo ASSA, I learned to dream and dream big. I learnt to take an idea forward and make it real. When I arrived at Grupo ASSA, it was a relatively small local company. When I left, it had already started to expand internationally. I witnessed how Grupo ASSA expanded at a global level. Having worked at Grupo ASSA means that I saw a dream come true. I am deeply and eternally grateful to Roberto Wagmaister for his leadership and for what he taught me at work, things that I still remember today. For fifteen years, I had the opportunity to exercise my own leadership within the company, and to learn from the leader, with his boundless energy and teachings in far greater depth than at college. People at Grupo ASSA work by sharing interests and by
dreaming big. It is a determined and passionate corporation that is not easily defeated and that respects multiculturalism. It is in that same diversity, that it builds the broadest models. I was witness to the emergence and the development of their culture. During tough economic crises, we had to reinvent the company and press ahead. I was the only female Vice President at Grupo ASSA. They always respected the gender vision and the sensitivity that I contributed. It is a fantastic company and I have only words of gratitude for everyone, particularly Roberto. I decided to join Microsoft to work in IT marketing and in the consumer segment. Today, one of my goals is to do business with Grupo ASSA. We are working on it.
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At Grupo ASSA I learned to dream and dream big. I learnt to take an idea forward and make it real. 73.
A group of managers in S達o Paulo
Board of Directors
Advisory Board
CEO
Corporate Development
COOs
Country Heads
Industry Units
Shared Services
Retail
Finance & Administration
North Region
CPG & Manufacturing
Legal
Brazil Region
Natural Resources
Marketing
Life Sciences & Health care
Human Capital
South & Andina Region
We get things done
Banking & Financial services
Solution Architects
Regional Delivery Platform 77.
Transformation We Look Ahead, We Get Things Done
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Unified Replicable Model
03
Back in 2007, a Mexican retail chain operating department stores that sell some of the most prestigious global brands decided to update their IT systems. Little did they imagine that this would be the beginning of a major organizational transformation process. With a long history and branches all over the country, the company had grown considerably. Its systems model needed to be completely transformed. Their goal was to integrate the technology in all operations and applications. At that point, they contacted supported. This department store chain was looking for software and consulting services that would facilitate the integration. Our initial proposal had a different approach, which was to choose the technology according to the business processes they wanted to improve. Later, we took our client relationship and our value proposition to a different level and carried out a complete transformation program for the company with the distinctive Grupo ASSA approach known as Business Process Transformation (BPT). If asked for a quick definition of this concept, we would explain that BPT is an approach, a methodology, and a set of techniques, and tools to increase the value of an organization through transformation initiatives. BPT includes four essential aspects:
We Look ahead, We get things done
• business processes, • people and the organization, • Information Technology (IT), • the economic value generated by the transformation program. How did this approach come about and how did it grow at Grupo ASSA? Why is it so important for a regional and global client? Why is it essential to consider these four aspects simultaneously? To what extent can technology contribute to change company business? These questions will be answered in this chapter, in the same sequence as our own development: Technology, Processes, People and Value.
By Ricardo Fisch
Vice President at Grupo ASSA 81.
Information Technology (IT) Grupo ASSA was founded in 1992 as a technology company. Our projects were planned and executed to be on time and within budget. According to Paulo Eduardo Brugugnoli, Solution Architecture Senior Director at Grupo ASSA in Brazil, “At that time it was common for projects to be late and over budget. Clients valued companies that could deliver projects on time and within budget.”
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We moved from a market share model to one were we focused on a smaller number of strategic clients based on long-term relationships and projects with higher added value.
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Our business model was one of market share. We aimed for the largest possible number of clients. “Our value proposition was the capacity to quickly implement a project within the agreed budget. However, although this is a necessary condition, it was not enough. It did not necessarily generate value for the company,” says Paulo Eduardo Brugugnoli. Gradually, the model began to change. We moved from a market share model to one were we focused on a smaller number of strategic clients based on long-term relationships and projects with higher added value. We started to change a few years after we started operations. After finishing a project, we would ask ourselves, “Is the company any better now or did simply implement an integrated system?” This led to an even more interesting question, “What does it mean for a company to be better?”
“Better” could be interpreted from different points of view; profitability, process effectiveness, time freed for creative activities, and improved customer service among many others. In short, the question required a more consistent answer. We needed a method and a space to discuss and structure the project to achieve systematic value improvement.
Business Processes One of the missing components was what today we call Business Process Management (BPM). This includes methods, techniques and tools to systematically improve processes in an organization according to business strategy.
BPM requires representational models of the different company processes with a common vision as to how the work is done in order to be able to analyze them, identify opportunities for improvement with the greatest possible impact on the business, and to agree on the changes required in roles or even in the organization as a whole. Santiago de Urquiza, Solution Architecture Director at Grupo ASSA in Mexico, explains, “The most important aspect of this approach is that it links technology to business. Many companies regard technology as a barrier to improvement. We develop models that help improve the communication necessary between technology and business.”
By linking business processes to the systems that support them, we can answer the question, “Is the company any better now that the system implementation has been completed?”
inventory levels, and distributor and point of sale orders. During the same year, we took on SAP application support for Latin America from our Delivery Center in Argentina. In 2010, we managed and executed the SAP platform regional upgrade, and in 2011, we incorporated the Brazil and Peru operations. To implement this, we applied a special method that included BPM practices we called the Modelo Unificado Replicable MUR (Unified Replicable Model).
The BPM helps a company that has taken the strategic decision to reduce its operating costs to know for example that the improvement of certain key processes increased productivity by 25% or reduced overheads by 30%. AstraZeneca, one of our clients, is a good example of key process reformulation to achieve a strategic goal with the support of information technology. AstraZeneca is an Anglo-Swedish pharmaceutical company that produces and distributes medicines and operates worldwide. In 2009, when we first met them we participated in a project to extend the supply chain to include the retail channel and to monitor
With the MUR, we not only create a representation of models and systems for a single company, but also for a group of companies, for example, local operations in the same line of business in several countries, and in some other cases even for companies with different lines of businesses. The application of these methods and techniques allowed us to analyze and create a shared vision for the whole of Latin America and prepare the ground for the subsequent technology unification project. This led to the implementation of an agreed MUR, which included the best business practices from all the regions.
There was no systematic way to answer that question. 83.
Dedicated team assigned to an important client at the Delivery Center in S達o Paulo
People and Change When the BPM approach, modeling, and architecture come before technology construction and implementation, we can create a more definite value for our clients. This provides a better response to the organization improvement imperative.
The Value of Design To explain the value of BPM, we usually draw an analogy with the construction of a house. We would not begin to build a house by drawing a detailed plan, or by immediately calling in the bricklayers to build the walls. The first thing we would do is to create a model. In other words, obtain a view using mockups, prototypes, or a highlevel computer representation. We would then agree on the architectural design and the budget and produce detailed engineering drawings, technical views, and structural calculations. Only then would we proceed with the building contracts and the actual construction. In these circumstances, an architectural project appears logical. The opposite is more often the case when implementing a system. Modeling and architecture are not valued. Instead, the detailed technical definition and construction are emphasized. The well-known engineering rule is that there is nothing more 86.
expensive than failing to design. In a system implementation project, we can invest a great deal of effort in detailed configuration specifications, programming, implementation and training users for system features that might never have existed if we had systematically questioned the business process at the design stage. The BPT approach, and especially the BPM process and related systems modeling component, requires an analysis of how the company is organized, what its goals are and what processes cause the most pain before any discussions of how the system will be implemented take place. This is how we systematically identify, analyze and design what can be done to make things better, which processes need improvement and which features of related systems will be used. The BPT approach is especially relevant in the case of M&As. As a result of a series of international acquisitions over the last few years, one of our global clients specialized in the production, distribution, and marketing of wines and spirits
became a world leader in the industry. The systems used by the companies they had acquired where all different. The company called in Grupo ASSA to help them develop a framework for a unified business process so that they could migrate all their applications to a single technology platform. In this way, we helped transform the technological implementation approach into a process improvement project with benefits for the business. Using an optimized process model, we achieved an improvement for the company and met the technological standards defined by them.
However, even following this approach, we still identified cases in which the impact was much higher, not only on the project dynamics, but also on the effectiveness of adoption of the new systems and processes. What did the result depend on? We discovered that in projects that had strong support by client senior management, a clear statement of goals and adequate preparation of the organization to first carry out the transformation project and then adopt what had been defined, we obtained a faster impact, greater improvements and a more creative and productive project. Where these elements were missing, there were more conflicts between areas, lower participation, limited contribution of ideas, and even resistance to the project and its implementation. Cecilia Conte, Manager of People Management at Grupo ASSA explains, “Involving people early and finding answers to questions such as “why change?” and and “what’s it got to do with me?” helps make sense of the change, accelerate the transformation process and
reach the established goals. With more information and greater commitment, people tend to be less resistant to change. The result is reduced implementation time and costs, and an improved organizational climate both during and after the implementation.” The difference was not in the modeling or construction but in the human factor.
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The difference was not in the modeling or construction but in the human factor.
This prompted us to boost our BPT approach with increased emphasis on People Management or Change Management. The people management concept does not only involve communication and training, which are essential components for the success of any initiative. It is also necessary to understand completely the dynamics of the organization, its operations, its management structure, the relationships between departments, its values, communication style,
and decision-makers and trendsetters, whether formal or informal. A diagnosis of the existing state of the organization and its people helps take their roles into account in the business transformation program. The direction of the change and guidance throughout the whole business transformation cycle must be planned and designed. A company is its people. They know the processes, operations, and areas of opportunity. The new models are built for them. As in the analogy of the new house, they will be the new inhabitants. The BPT encourages participation in the transformation process. People should actively participate in the design process, from the architecture onwards. They can do so by contributing successful business or work practices and ideas and of course, they should accompany the transformation by promoting and adopting the new processes and systems. Change management is as essential as technology implementation or process design and management. In a large company, a successful result requires people to be motivated and to understand the project in order to obtain a wider knowledge and a more comprehensive vision of their own organization.
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ELIS is the best process and application related program that Electrolux has ever rolled out at global level,� said Bertil Norberg, Global CIO for Electrolux in 2004. He was referring to the project Grupo ASSA developed for them. Electrolux is a leading global company in the white goods market which historically has worked with us in Latin America. In this project, Grupo ASSA carried out a thorough transformation of software processes and applications in all the business units of Electrolux in Brazil. At present, ELIS still supports Electrolux develop their business in Latin America by leveraging their process and application platform.
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Value
A Matter of Culture
expand into other countries and take their best practices with them.
A similar approach to change management was applied in Camargo Correa, another of our clients. Camargo Correa is a Brazilian industrial group operating in different segments, especially in the building materials sector and the textile industry.
We presented BPT and suggested considering a business project approach instead of the unification of technologies. In view of the bi-national characteristics of the company and their intended expansion into other countries, the transformation approach had to take into account the people factor or change management.
In April, 2005, Camargo Correa acquired the Argentine cement company, Loma Negra. The Brazilian and Argentine companies had different processes and systems. Although both were SAP applications, they had different configurations and were operating on separate platforms. The client challenged us to adapt the best processes of each company into a unified model. Camargo Correa was beginning to emerge as a multinational Latin American corporation and was planning to expand globally to include operations in Europe. The client was not only asking us to design a model that would allow them to be more efficient in Brazil and Argentina. They also wanted us to help them prepare to go global and become a multinational company able to 90.
Our transformation approach proposed a strong focus on business process improvements together with knowledge of SAP technology. At the same time, it defined people management and took advantage of our experience of combining the cultures of our two offices in the same countries. We began to implement the technology to add value and improve the business. We then added the process management approach as a systematic way to design the improvement. Then, we strengthened the aspects related to people, organization and change management. Even though we implemented these improvements, and increased results and the impact of projects and services, we realized that the assessment of
their value remained subjective, or at best was only related to qualitative aspects. The new processes we implemented were better and were aligned to the business strategy, however, to what extent? We needed to evolve. We needed quantitative methods to measure improvements and compare them to the investment in the project. We needed to orientate towards objective values through business metrics known as Key Performance Indicators (KPI). KPIs measure the performance level of a process in order to help reach a specific objective and indicate, for example, the yield. The metrics are not necessarily of a financial nature. They must be clearly defined and be measurable in an objective and reproducible way. A project might well be successful in terms of process improvements, taking into account the people and culture in the design, and taking the greatest advantage of technology. However, it might also happen that this project does not generate the expected return. How then can we know precisely whether a company has generated value through a transformation project? This is what we call Value Management.
Value management requires the application of qualitative techniques, which include quantitative indicators, to a business case in order to plan the economic value that a company would obtain if certain strategically selected processes were improved. The same principle applies to recurrent improvement obtained from the continuous optimization of value-orientated processes, or from the evolution of systems, considering their impact on value. Paulo Eduardo Brugugnoli explains this as follows, “Certain business indicators are objectives in a particular project such as estimated profit, market shares to be achieved, etc. How can we guarantee that a project will generate a particular value? Assuming that implementation is to be concluded within a year, how can we measure the results that were proposed a year before? The value management methodology enables us to define and identify client goals at the initial stage, to ensure that after the implementation period, the project has fulfilled them successfully.” We applied these techniques to the Mexican department store chain. The company itself encouraged this approach from the beginning. They wanted to improve the organization and use hard indicators to measure improvement. They also wanted a specific return on investment. Grupo ASSA set up a valueplanning program to identify all the indicators of economic
benefit. We also defined a method to design the value, i.e. to link the key economic indicators to the improved processes being implemented. We suggested Value Management.
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We suggest that they define transformation champions and give them the methods and tools to succeed in their roles. Champions can be a group of people or just one person.
implementation, we recommend that organizations appoint people responsible for value management and we provide them with the work methodology and the tools to verify that value records are obtained. Santiago de Urquiza adds, “We suggest that they define transformation champions and we give them the methods and tools to succeed in their roles. Champions can be a group of people or just one person. In PepsiCo, for example, there is a position of Chief Transformation Officer. Many companies are missing this vision, and find it difficult to create groups capable of critically analyzing business processes and proposing improvements.” Overall, we suggest that they implement an entity that can be a role for one person or a group of people. We call this the Business Process Transformation Office (BPTO) or simply the Transformation Office. Depending on the needs of the client, one or all the BPTO components can be applied to one project or to continuous and recurrent improvement initiatives.
The Directors of our client had the business acumen to transform a technology implementation project into a value-orientated transformation project thus maximizing benefits and leveraging BPT Value Management. Value management has the same characteristics for Grupo ASSA as a complete cycle. After 91.
Dedicated team assigned to an important client at the Delivery Center in Buenos Aires
Intersections and Full Life Cycle The intersections between the four core aspects required for transformation represent a differential value for Grupo ASSA. Examples include processes and technology, process change and people, and processes and value. There is usually a big gap between the concept of a project and its execution. Continuing the analogy with building a house, it would be as if we had architects who were very good at design and with the drawing board, but who had never been on a construction site and, therefore, knew nothing about construction materials, trades, costs, or the possibilities and limitations of building techniques. The same happens with a process designer who does not know the potential and the limitations of the software to be implemented or adapted which is supposed to support and enrich the process being modified. The reverse would be to have site engineers who understood structural calculations and knew how to manage the trades but were not trained to visualize a design in order to meet the needs of the people who would live in the new house. This happens in organizations that implement software, but lack BPM knowledge and a work method that integrates process design and technology specialists. Our method integrates disciplines, that of the design architect with the site engineer, whether by combining the skills and 94.
knowledge in a single BPT consultant or through the creation of design teams with specialists in processes and technology working with a method that integrates them - the BPT approach. At Grupo ASSA, we listen carefully to the needs of our client, undertake a systematic analysis and prepare the mockup, a model of the design of the postimplementation processes. We are familiar with the materials and building techniques, i.e. with software possibilities and their restrictions. We are, simultaneously architects, engineers, and psychologists. We work with combined teams of experts in the industry processes who are also trained in BPM methods and technicians who are familiar with the software that is going to be implemented, such as SAP or Oracle, or specialists in software development and integration methods. We take every human aspect of the organization and the project into account. In addition to preparing the mockup, we think about the materials, trades, building work, etc. and about what will happen when the client lives in the new house. We do not focus only on the cost of construction, but also on maintenance and subsequent improvements. We think of the house as if we were going to live in it. We think through the complete life cycle. When designing, we take into account the entire cycle ahead, what will be implemented, how it will evolve and how it will be
maintained in the future, as the business, the market, and technology change. We also apply this concept when maintenance is outsourced to us as part of our Application Management Services (AMS) that includes support, correction, and evolution of the systems implemented in a company. Paulo Eduardo Brugugnoli explains, “Our clients need a methodology to design and implement, but also to evolve towards new processes. We provide them with the tools. We want people to begin to work with the new process, to adopt it from scratch and take it over to improve it later. If, for example, the volume of billing of an organization increases three times, the process should have been prepared so that people can immediately work at the new level of operation.” Santiago de Urquiza adds, “The improvement of an organization does not take place all of a sudden; nor does it reach its maximum level immediately. We set out consecutive stages that can be implemented as transformation management matures. Our approach allows clients to achieve continuous improvement.”
Digital Transformation Generating Business Value and Transforming Processes With Digital Technologies In recent years, new technologies have emerged that are ever more powerful and pervasive. In our industry, these are known as digital technologies and include smart phones, tablets, and new mobile devices. They are increasingly present in our daily life with the capacity to connect to the Internet, telephone networks or the GPS. These devices have been widely adopted and are used at work, in the street, on the go and even in social gatherings. User experience is changing the use of computers and telecommunications. Social networks are also part of this new wave, and are strongly influenced by mobile devices. Another relatively new player in this game is the computing model known as Cloud Computing. Thanks to this new paradigm, software can be bought as a service, known as Software-as-a-Service (SaaS), and accessed via the Web. The provider is responsible for software installation, maintenance, setup, and operation. In this way, instead of selling software licenses, the service is rented. The most recent member of this extraordinary team is In-Memory Computing. New devices and related software make it possible to process large volumes of data at speeds faster than ever before.
With these new digital technologies as a starting point, new questions and challenges arise for businesses. What should we do with these devices, social networks, new software use paradigms, and fast and large volume processing capacities? Can a company afford to ignore these changes that affect its direct clients, its customers and the end users of its products and services? What will competitors do? What is even more disturbing is the possibility that new players will enter the market and change the rules, leveraging on the technology paradigm shift. This scenario seems to be novel and therefore, uncertain. However, we experienced a similar situation little more than a decade ago. At that time, the main player was the Internet, the Web, and the questions surrounding it seem almost laughable today. “Is it going to be possible to do business on the Web?” we wondered. Let us imagine, for example, a traditional bookstore worried about the possibility of a new player entering the market and changing the rules. Amazon gives us the answer. It could, of course, be argued that at that time things were exaggerated. “Remember, the Internet bubble” some will say. However, the bubble was not a reflection of the value of Internet for business, it was the result of financial and capital market speculation.
Today’s reality exceeds the wildest dreams of the 1990’s about the impact of the Web. Today, we all us buy products, conduct bank transactions, pay taxes, and interact with companies and people over the Web. Digital Transformation is the natural evolution of BPT. It implies the application and expansion of the business transformation approach to digital technologies, with a twoway concept. One direction takes business needs as a starting point and examines how to meet
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Regardless of new technologies and trends, we will during the next twenty years continue to partner with our clients generate greater Value for their companies. 95.
them with new technologies. The other takes the paradigm shift that new technologies propose as a starting point and looks at how to modify the user experience, relationship with the market, interaction with chain partners, and reformulates the business itself. With its Digital Transformation approach, Grupo ASSA combines the vision of experts in digital technologies with that of process modelers and organization change facilitators, and with methods to manage the economic value created by these technologies, which are already reaching every corner, every phone, and every new device. New digital technology applications also require adapting and integrating existing processes and systems to support the new market value proposition. Developing BPT and moving into Digital Transformation is something that happens not only in the heads of some visionary people within Grupo ASSA. Its conception, development, and implementation are the result of collaborative work. First, we put together the required methods and techniques internally, and then we implement them together with the client. At Grupo ASSA, our premise is to visualize the future, We Look Ahead at the new technologies and at ways to apply them so that We Get Things Done. This allows these new paradigms and technologies to generate value for the client, whilst controlling risks and reformulating processes. Regardless of new technologies and trends, during the next 96.
twenty years we will continue to partner with our clients to generate greater value for their companies. We will also continue to establish committed, ethical, and reliable personal and why not, warm and pleasant relationships with them and with the people who are part of Grupo ASSA. We got here together, and we will continue to grow together with passion and excellence.
Unified Replicable Model Clients of Grupo ASSA are multinational companies that operate in Latin America. As part of their business transformation process, they need models that allow them to standardize processes and technologies in their multiple companies and in the different countries where they operate and to share their best business practices.
Grupo ASSA calls the BPT methods used to design, implement, deploy, and optimize these processes and system models the Modelo Unificado Replicable - MUR (Unified Replicable Model). We take into account the processes that are common to companies in the different countries and business units together with their individual peculiarities, including different regulations. The industrial processes in a company are usually the same in all countries. However, taxation, regulations, and laws are not common to all countries, and they may also have different
operational aspects, such as their commercial and logistic processes.
The MUR approach allows a controlled library of processes specific to each country, to be designed and maintained
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the impact of a decision, such as adapting a process to launch a new product, on the whole group.
In summary, the MUR approach does not imply that things will be done in the same way in all countries, but that the company will be able to control the differences.
Many clients of Grupo ASSA are global companies or large local groups that operate in Latin America. whilst keeping a core of shared processes. In this way, the MUR approach provides a common map of the entire model. This allows us to systematically assess 97.
A Community of Latin American Talent
Clients Intensely Committed
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The Profile of a Professional from Grupo ASSA Our Clients Speak for Themselves
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According to Philip Kotler, an economist and marketing specialist, building good relationships with clients is the most important skill a consultant can develop. It is a natural skill for some people. These people listen to other people, want to learn and are capable of establishing good rapport. They also have a special gift for analyzing and solving problems. Kotler claims that a company capable of attracting this kind of person will be successful, regardless of other factors. At Grupo ASSA, we work hard to achieve a high level of client satisfaction and provide reliable and innovative solutions in an efficient way. Our commercial organization is small. Our expansion is based on two important aspects. We comply with clients on time and within the agreed budget and we develop mutually beneficial long term relationships.
Intensely Committed By Claudio Della Penna
One of our major clients is Arcor, an Argentine company that is the world’s largest producer of candy. In 1994, Arcor contracted us for the first time to carry out a complex and ambitious technology implementation project. At that time, Grupo ASSA was just two years old and had only forty employees. Over the last 18 years, we have together implemented many successful projects and we have faced challenges and difficulties. There is no doubt that the good relationship with Arcor allowed us to solve these problems successfully and move forward. In addition, it helped our regional expansion and the consolidation of Grupo ASSA as the leader in process transformation of organizations and businesses.
Co-Chief Operating Officer at Grupo ASSA 103.
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At Grupo ASSA we aim to work with a few strategic clients and to devote the effort and time necessary to listen to and understand their needs and challenges.
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The shared experience with Arcor is an example of how results in this sector do not only depend on technological implementation. The success of Grupo ASSA is just as much based on the institutional and personal relationship established with our clients who choose our services year after year. The numbers speak for themselves. More than 70% of the turnover in 2011 of Grupo ASSA was generated from services sold to companies that had been clients for more than two years. Such loyalty figures are not achieved without an almost obsessive desire for good relationships. This is a core policy at Grupo ASSA and puts the clients in the center of strategy. The relationship has the same importance as the technical aspects of the project.
• long term vision, • knowledge of the industry, • unobtrusive behavior, • closeness. I will now describe these four key concepts that have helped Grupo ASSA to turn client relationships into one of its main assets.
This is why at Grupo ASSA we aim to work with a few strategic clients and to devote the effort and time necessary to listen to and understand their needs and challenges. Client relationship management is part of our daily work. It is a process in which we initiate, build, and strengthen relationships, as well as the personal behavior that makes them possible. It is based on four key aspects: 105.
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Long Term Vision Relationships are not created overnight either in life or in business. They are established over time, with an attitude that implies listening to others and focusing on client needs and shared goals. Lojas Marisa is the biggest chain of female fashion and lingerie stores in Brazil. With more than sixty years of experience, Marisa knows and meets the needs and expectations of its clients by building a solid relationship based on complicity and intimacy with Brazilian women. Always up to date and innovative, Marisa has today more than 300 stores with three different formats on the high street and in shopping malls. It took us a long time to build a relationship with this client due to the characteristics of the retail industry, which throughout the world was slow to embrace transformation processes. After several meetings and discussions, we were able to start the SAP Retail-Fashion implementation project. This is a specific solution that takes into
account the particularities of the retail business. These include many transactions for relatively small amounts, the strict management of price and promotions, strict control of the procurement budget, different levels of planning and seasonal periods of higher sales. Today, Lojas Marisa is a satisfied client and we are expanding our relationship with them.
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Today, Amcor gets better information which allows us to make better decisions
Amcor is another example of how a long-term relationship can be built. We started with a small consulting project for its operation in the Pilar industrial park in Argentina, and ended up with a SAP Application Outsourcing project for 10 countries in Latin America.
Amcor Rigid Plastics is an Australian global packaging company, with 35,000 employees in 43 countries. Cielo Hernández, Director of Finance and Operations for Latin America, explained their need to integrate their regional outsourcing operations as follows “We needed to work with a unique platform to take an outsourcing operation benchmark throughout Latin America. This meant being able to monitor the whole region via a controlled process.” Amcor hired Grupo ASSA to develop this regional platform, wanting to standardize their SAP platform with a single point of contact. Hernández adds, “Today, Amcor gets better information which allows us to make better decisions.” 2012 Kick Off in São Paulo
Knowledge of the Industry Apart from knowing the specific business processes of each client, we also try to understand in depth the legal, operational, logistic and infrastructure requirements that condition their industry or service. This is another central aspect of relationship management.
approaches before submitting a requirement. In this way, we can advise them on possible solutions regardless of the impact on our fees. As part of our services, Grupo ASSA creates and shares knowledge. To manage it we have created a platform and virtual communities, which ensure that knowledge flows readily and is shared within the organization.
Clients are aware of this valuable knowledge and frequently ask the opinion of our consultants to help define needs and solution
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Closeness Closeness is a central aspect of our client relationship policy. Peter Smets, Operations Manager at Johnson & Johnson, based in Brussels, Belgium, puts it this way,
Non intrusive Behavior Non intrusive behavior is another essential aspect of client relationship management. We keep a low profile, focus on the technical and relationship aspects of our projects or services, rather than political matters, which are not part of our expertise. Once a project has been defined, we concentrate on delivering the best possible service, without chasing clients for additional sales. Grupo ASSA consultants are expected to: • take an interest in client needs, • contribute new perspectives, • contextualize opportunities and problems, • advocate client interests, • be reliable, • avoid manipulation to achieve personal goals. My colleague Marcio Caputo, who leads the retail industry at 110.
Grupo ASSA and is responsible for our operation in Brazil, has commented on unobtrusive behavior. “We do not deny the fact that we need to meet budgets and increase turnover. However, we are aware that caring for our clients is the best way to continue to grow and to participate in their success.” With this approach, we established a relationship with Johnson & Johnson, a global leader in the healthcare sector. We started ten years ago, when we provided services to the medical equipment division in Latin America. Four years later, they gave us the opportunity to collaborate with the same division in the United States and, later, in Europe and the Middle East. Today, we have major opportunities in their medical product and retail divisions. Johnson & Johnson is a successful case of unobtrusive behavior, in which new contracts and challenges resulted from the trust built by Grupo ASSA, on the basis of shared success.
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We keep a low profile, focus on the technical and relationship aspects concerning our projects or services, and not political matters, which are not part of our expertise.
“Our Company had to go through years of major change. Our IT organization today bears no relation with what we had four years ago. During this period, change also affected Grupo ASSA through the systems management services. Our team is spread all over the world and yet, regardless of distance, Grupo ASSA was able to implement the necessary changes and allow us to operate in an effective and efficient way. Moreover, their specialists were able to think as members of our team, even if I was based in Belgium and the rest of my colleagues were distributed throughout England, France, Italy, and the United States. Grupo ASSA not only proved they had the necessary skills, but also the capacity to understand the human factor within a complex organization like Johnson & Johnson.” Precisely because it deals with people and human relationships, Grupo ASSA has built an organization completely focused on clients; a company organized by vertical markets, which allows us to understand what is happening in each industry and respond to client needs quickly and effectively. Grupo ASSA operates in five industries: • Consumer Goods and Manufacturing. We started operations in this industry in
1992, with clients like Arcor and Sancor. Today, the list includes among others, Kraft, Electrolux, Pernod Ricard, Pepsico, Masisa and Owen-Illinois. • Natural Resources. At one point, we worked with oil and gas companies. We have also worked with energy companies, and today we look after the mining sector. Our clients include Petrobras, Camargo Correa, Anglo American, Votorantim, Weatherford and Capsa. • Retail. In the last five years, this industry has grown in relevance. Recently, large supermarkets and department stores have made major investments in order to transform their businesses. Our clients include El Palacio de Hierro, Lojas Marisa, Unimarc, LeRoy Merlin, Telhanorte and G Barbosa (Cencosud).
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In every project and service we provide, we must always work with the clear objective of building their confidence and trust.
• Banking and Financial Services. We recently started to work in this sector. Our clients include Banco Galicia, Banco del Bajío, Compartamos, La Caja and Metlife.
As a result, an unequivocal point of contact is established. This assures clients that the shortest possible road is always taken to find a solution. The reason for this is as simple as it is logical. In all cases, but especially when there are difficulties or errors in complex projects, it is important that those who developed the business proposal - and made undertakings - have an opportunity to personally analyze the causes of the difficulties and potential solutions.
In each of these vertical markets, we have a vice president who is responsible for the industry at a global level, and directors who handle one or two accounts at the most. This structure generates closeness because clients are able to sit and discuss issues directly with the specialists responsible for their vertical markets.
“I call my counterpart at the client every day. Sometimes I have more important things to discuss than others, but we make contact daily. Why? Because they have the right to know what I am working on,” argues Ariel Capone, the Vice President at Grupo ASSA responsible for the life sciences and healthcare market.
• Life Sciences and Healthcare. This industry accounts for 22% of our turnover. Today, our clients include Johnson & Johnson Medical, J&J Pharma, Pfizer, AstraZeneca and Glaxo Smith Kline.
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Marcio Caputo has neatly summarized our approach to client relationships. “In every project and service we provide, we must always work with the clear objective of building their confidence and trust. Trust that we will put their interests before anything else, and respect for the human values and knowledge of our consultants. These are key aspects of our successful management of client relationships.”
A Collaborative Approach Our vision is that Grupo ASSA is more than just a service provider; it collaborates with its clients. Clients participate in the definition of the work team and contribute to joint planning of demand. In many cases, our consultants help define needs and solution approaches, before they turn into requirements. As a result, we are able to advise the client on possible solutions regardless of the impact on our fees. Another way of helping the client is knowing when to say “no”. On occasions we rejected requests made by our clients because they had not been prepared properly. By so doing, we helped them avoid unnecessary expenditure. “At first, the client would think that we were acting contrary to our own financial interests,” says Ariel Capone.
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In the long run, our consistent behavior towards the client added to their growing respect and value for our opinion.
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When I see a group of people working in our offices I cannot differentiate Johnson & Johnson employees from those of Grupo ASSA.” Nilda Puig Vice President of Johnson & Johnson
“When I see a group of people working in our offices, I cannot differentiate Johnson & Johnson employees from those of Grupo ASSA.” This statement was made by Nilda Puig, Johnson & Johnson Vice President. It illustrates the way in which Grupo ASSA establishes professional and personal relationships with their clients.
future. More than 80% of our management positions are filled through internal promotions.
We have learned from experience that this relationship is built at the same time as we provide our services, not only with our knowledge of applications and technology, but also with the commitment and quality of our consultants, who are there on behalf of Grupo ASSA and are always ready to go the extra mile. Grupo ASSA is committed to the individual development of every single one of its professionals. We value them and invest in their skills and their 113.
Opening the Delivery Center in San Isidro, Buenos Aires, 2008 Claudio Della Penna, Jean Batista (J&J), Roberto Wagmaister and Ariel Capone
Grupo ASSA has always been a client orientated firm. Federico Tagliani in our old office in Suipacha street, Buenos Aires, 1999
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Claudio Della Penna and Ariel Capone in Bridgewater, NJ (Cordis´s world headquarters).
Our Clients Speak for Themselves
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“Kraft has acquired flexibility and a better understanding of outsourcing issues in Latin America. The customized service delivered by Grupo ASSA has translated into a time-sensitive response culture, the management of application support and maintenance services and the deployment of a new implementation project. Kraft has responded by channeling most of their outsourcing demands to a regional partner, Grupo ASSA.� Marcos Spalding Outsourcing Manager for Latin America
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“The experience of Grupo ASSA was a determining factor for the success of the InterCement project in Argentina and Brazil. The Grupo ASSA team has shown strong individual and collective commitment to both the project itself and Camargo Correa Cimentos.� Marco Nessralla Project Manager, Intercement
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Culture Team Spirited
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The Hug Ritual Tandil Talent and Opportunities CSR - Beginning at Home Our Partners in the CSR Program The Ten Ways in Which We Get Things Done Strategic Alliances
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Manuel Ferrari is one of Grupo ASSA's prodigal sons. He began to work in the business area in 2006. Three years later, he left in search of new horizons to pursue other personal and professional dreams. These included managing a family business and the responsibility of opening a branch of a global public opinion consulting firm in Argentina. With all this experience, he decided to come back to Grupo ASSA halfway through 2011. In his own words, “What brought me back here is the opportunity to work in an environment where things get done, a big company where the team is closely involved in management decision making, and where there is an ever present entrepreneurial culture that enables people to do and to grow.” The reasons why Manuel chose Grupo ASSA again, reflect some of the paradigms that define our culture. We head disruptive processes and have developed an intelligent and pragmatic mindset that has allowed us to survive, become stronger, and grow in a highly competitive environment. We have grown under leadership that has given profound meaning to our tasks. The values of the founders of Grupo ASSA supported us through the early years of the company and are engrained in its foundations. They helped develop a culture that favors entrepreneurial power, drives diversity and teamwork, and has developed its own identity and established a strong commitment to social responsibility, which also embraces our clients and communities.
Team Spirited By Paul Dougall
Vice President at Grupo ASSA
Throughout a rich and complex history, we have developed a style of doing things, and the original values have turned into six pillars that support and give meaning to our business. The six pillars are teamwork, commitment, excellence in customer service, professionalism, ethical behavior, and social responsibility. “Thanks to the paradigm of continuous development, Grupo ASSA has always been a meritocracy that favors the growth of the best. Here, there is no rivalry or competition. It is a pleasure to work in this environment,” says Fabián Berdiales, the company Vice President. 131.
Soul Searching We have taken the opportunity of our 20th anniversary to critically analyze our branding, with the help of some of the most talented people in their field. The redesign was done at the multicultural laboratory of Pentagram, a prestigious and provocative independent design agency based in London, New York, Berlin and Austin. Pentagram works with architecture, interiors, products, identities, publications, posters, books, web sites, and digital installations. Its specialist team was led by designer Daniel Weil and writer and communication expert Naresh Ramchandani. They focused on the identity of Grupo ASSA and were imbued with our culture in order to help us re-launch our identity and project its values with strength and elegance. Pentagram’s analysis included our management team, employees, clients and providers. These multiple mirrors helped us pause to redefine the image of the company.
the middle of critical situations, amidst tremendous uncertainty, but we have always been there for the client. surrounded However, our commitment is also focused on the community. We have a renewed Corporate Social Responsibility (CSR) program that is completely integrated into our business strategy. Team members work as volunteers and, in this way, we develop a relationship with the community to mutual satisfaction and benefit. Social responsibility begins at home. The company recognizes its teams and gives them all the tools necessary to work efficiently and comfortably. Having assured these values, we then look outside and reach out to the community with
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These initiatives made us reconsider our role in the community. We want to be much more than a “company that gives a hand.” We want to become active participants in the social improvement process. We have chosen to do this by contributing knowledge, which is our main asset, through the Vive ASSA (Live ASSA), Formando Futuro (Creating the Future) and ASSA Green programs (see “CSR - Beginning at home”).
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Pentagram focused on the identity of Grupo ASSA and were imbued with our culture in order to help us re-launch our identity and project its values with strength and elegance.
Specialization In these twenty years, we have learnt to stay focused on what we do, which is to use technology to improve client business processes. To achieve this, we have worked together with our regional partners, SAP and Oracle, with whom we have developed a high degree of specialization.
What follows is a description of some of the personality traits of Grupo ASSA that emerged during the analysis. Commitment Client recognition includes appreciation for our professionalism and dedication, far beyond expectations and over and above the highest industry standards. We are proud of this opinion. It makes us proud because commitment has always been an important part of our services.In Argentina and in the rest of the world, we have had to handle big projects in
various solidarity initiatives suggested by employees and the management team.
2012 Kick Off in São Paulo
At the same time, we have targeted our services at certain volatile markets, such as consumer goods, manufacturing, natural resources and retail, which allows us to interact with our clients with knowledge of their own business and challenges.
We have also specialized in working on the human element as a critical factor for the project success. Everything we do is based on a strong and uncompromising ethical commitment. Team Spirit Big accomplishments are always achieved through teamwork. We have dozens of examples that show this to be true.One of the most compelling cases is our operation in Mexico, where we arrived with big plans and a hard working team led by Adrián Jerbic, the current Chief Operating Officer of the company. As we established our Mexican business, there were as many opportunities to consolidate operations as there were difficulties. The entire process was led by Adrián who, in 2005, talked to the management team in Buenos Aires and asked for their help to make tough decisions.“There is a lot to do in Mexico. If you support me, we are going to make it,” he said.
support one of its members in this way, understanding that their success is the company's success. Bravery At Grupo ASSA, even the most senior executives work face to face with the client, just like generals on the battlefront. We have a strong culture of getting things done, and achievements are made possible by people who really live and own their jobs. The passion and leadership of the management team pervade the whole company. Knowledge is shared through frequent and profound coaching and mentoring sessions. These mark the medium- and longterm career paths of all our employees.
He had to push for support because, at that time, our main focus was on operations in Argentina and Brazil.Adrián’s persistent call for support was finally heeded and we regrouped and redeployed our forces. We made a significant investment in talent, sent in experts to reinforce the team and took drastic measures, such as canceling an agreement with a major government client. Following these moves, the process was unfettered and became much smoother. Only a strong and consolidated team, focused on common goals can 133.
Multiculturalism. Launching a strategic alliance with Itautec, S達o Paulo, 2003
Celebrating Spring Day in Buenos Aires, 2011
We Live Diversity The values upheld over the years have become engrained in the structure of Grupo ASSA and have moved with us into every country where the company operates. Thus, internationalization takes place in an organic way, any localisms are incorporated and the traits that define us are preserved. Our mission has always been clear. Grupo ASSA started in Argentina and we incorporate our identity into the culture of each country. When we took Grupo ASSA to Brazil, we became part Brazilian. When we took Grupo ASSA to Mexico, we became part Mexican. This is our way to export culture and, at the same time, to turn into a multicultural body that shares local values and passions. The day after the acquisition of the São Paulo boutique consulting firm, IBS Consultoría
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Ltda., Federico Tagliani, Vice President and Country Manager for Brazil, organized an executive meeting that included the firm’s two original partners. Instead of taking over the firm military style, Federico created a shared management team to capture the best practices of the Brazilian team and to merge them with ours. We were there to listen rather than to command. Today, two of the managers of the boutique firm are in senior positions in the Grupo ASSA management team In the words of Bernardo Blejmar, an expert in organizational psychology and advisor to Grupo ASSA on HR policies, “In order to build a global structure, a company needs to master two essential skills; to transmit its own culture and to listen to the voices of the different countries where it operates.” A style of flexibility, assimilation and unobtrusiveness and of arriving
in different countries and staying there allows us to realize our maximum potential. At Grupo ASSA, we consider ourselves a diverse community and get together frequently to work and celebrate our common goals. I call these meetings “rites” or “rituals”, based on the Sanskrit etymology of the word, which refers to whatever is in accordance to the order and to what has a rhythm. Rituals bring order to our corporate life and give meaning, unity and strength to our purpose. Let us go over the main events that characterize the life of Grupo ASSA. Kick Off Ever since Grupo ASSA started operations, this annual meeting is held in the early months of the year. At each kick off, we choose a motto that summarizes the quest and commitment for that year. As the number
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This is our way to export culture and, at the same time, turn into a multicultural body that shares local values and passions.
of staff grows, these sessions are held in ever-bigger venues where employees from the three countries can network. It is a celebration and, at the same time, a team building opportunity and a platform for the CEO and the management team to communicate the goals for the year ahead. My colleague Hernán Pisotti, Culture and Training Manager at Grupo ASSA, describes kick off in this way. “Following the tradition of technology companies, the initial aim of the kick off is to communicate global corporate projects and work goals.In the early years, sessions included figures and formal presentations. In later years, the scope of communication expanded to focus on the conceptual framework that will define our work each year.” In recent meetings, the mottos were chosen to summarize the goals for each period. 139.
A World of Opportunities was the umbrella under which the management team designed the global expansion project. Be the Protagonist of Your Own Future aimed to encourage people develop an entrepreneurial spirit. Change for Growth was the motto for the year when new investors were incorporated and we aimed at a greater degree of corporate professionalism. This year, the focus has been on our new identity, and the motto summarizes our main motivator, We Look Ahead, We Get Things Done. End-of-Year Celebration Big theme parties are organized at each Latin American office. Thanks to the creativity of the team responsible and to the feedback of the participants, our parties get better every year. Management café Several times a month, usually for breakfast or lunch, the CEO and the COOs of the company hold a meeting with people from the different levels of the organizational pyramid. The agenda is open, and the aim is that everybody has direct contact with senior management. With regional expansion, these meetings can be held in any of the eight cities where Grupo ASSA has offices. “Management Café started as a cultural integration mechanism, a way to preserve storytelling in the company by its protagonists, who bring the story to the base of the pyramid,” says Hernán Pisotti. During these meetings, which are led by the CEO, there strong emphasis is placed on corporate values. 140.
Induction Program We facilitate the incorporation of new employees into the company using a defined program that helps us accompany them while they become familiar with their job. This program includes inductions specific to the company, the clients, and their mentor, together with a general introduction to corporate life. As part of this program, regular meetings are held for the first three months of employment, to ensure feedback. Community At Grupo ASSA, we encourage participation and communication amongst our staff. Our intranet offers multiple information and meeting spaces, including formal and informal opinion forums, regional games such as guessing which soccer team will win “Copa Libertadores” competition. Many of the games have prizes. The site can also be used to publish ads and for employees to introduce themselves and share different aspects of their life. It is very difficult to generate positive energy through an e-mail or a presentation. It is only when we interact face to face that a feeling of energy flowing can be achieved. In our experience, the feeling of belonging to a group can only be achieved through this kind of event. These rituals constitute an important part of the many different hard and soft components of Grupo ASSA.
The Hug Ritual
One of the biggest challenges posed by Latin American multiculturalism is managing greeting rituals in different countries, especially those involving hugging. Argentine men have recently adopted a new and affectionate habit of greeting each other with a kiss. This would be frowned upon in both Brazil and Mexico, even between Argentine males, and could create doubts about their masculinity. A hug in Mexico is warm and tender and consists of three consecutive steps. It is important to remember the order of the steps to avoid the handshake being crushed by a simultaneous hug. In Brazil, people hug by making two movements, a handshake, and a short sideways step that ends with a half hug. Skill is needed so that both individuals step sideways in the same direction to avoid being pushed to one side unintentionally. At Grupo ASSA, after so many years of building a multi-Latin American organization, we have perfected the greeting ritual.
2012 Kick Off, Argentina, Brazil and Mexico
We Look Ahead: The Workshops Our management team is convinced that the thesis behind a well-known case taught at the Massachusetts Institute of Technology (MIT), Structure follows Strategy2, is true. The case argues that even the best strategy cannot be successfully implemented if it is not accompanied by the necessary organizational structure. This is why we organize gatherings for reflection and soul searching every one or two years, in order to review and adjust our strategy. These workshops for the management team last a couple of days and have been held since the company started. They are strategic retreats held away from the office.
2012 Kick Off, Brazil, Mexico
The retreats have a full agenda and bring all the regional executives together with a facilitator who organizes the work and moderates discussions.
Experts from Boston Consulting Group, McKinsey and also Jorge H. Forteza, an expert in competitiveness and strategy. One of the most significant workshops was held in 2008. We called it Symphony. We looked anew at the whole organization, and created the basis of a fully integrated model, where the strategic client became the central focus. This model is still current. It is based on business practices and includes regional industry teams integrated and led by consultants from all our offices. As a result, geography takes on a strong commercial role, either in relation to the development of new business or in connection with relationship management with local executives. This model has allowed us to successfully consolidate our international expansion, from Latin America to the world
business prevails surrounded by a local component. There is no layer that specifically represents Latin America. The local connection in each country is achieved by recruiting the best local people. The company sells its ability to make Latin American teams work. This skill requires great sensitivity to diversity and is an added value for clients.� In Latin America and beyond, we make things happen for our clients. 2 Strategy and Structure: Chapters in the History of the Industrial Enterprise, Alfred Dupont Chandler Jr., MIT Press, 1969.
In summary, using the words of Jorge Forteza, “At Grupo ASSA, the culture of excellence in 145.
Strategy workshop at the Hurlingham Club. 2008 Management Team
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Tandil: Talent and Opportunities Grupo ASSA value talent and looks for opportunities. A combination of these skills resulted in the creation of a delivery center in the town of Tandil, 360 Km from Buenos Aires.
Opening of the office and Delivey Center in Tandil, 2011
One of our consultants decided to leave the office in Buenos Aires and return home to Tandil. Management thought it could be a good idea for him to work from home. He accepted and they quickly realized how efficient this arrangement was and what a pleasant working environment this city offered its 120,000 inhabitants. As a bonus, Tandil is also home to the prestigious Universidad del Centro, a potential source of highly qualified consultants. “The equation worked perfectly, so in mid-2011, we hired two more people, rented an office, and started operations,” says Maximiliano Cortés, Technical
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Team Manager at the Tandil Delivery Center. He and his family were new comers to the city. A few months later, they were operating with 45 employees in two adjoining houses in downtown Tandil. By the end of the same year, the number of people had doubled. We service our local and regional clients from Tandil and encourage integration with the community. “We work with the Municipal authorities and the School of Economic Science to provide training and advanced courses for young people. Grupo ASSA also grants an Excellence Award to graduates in Business Administration and Public Accounting from Universidad del Centro,” explains Maximiliano.
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The equation worked perfectly, so in mid2011, we hired two more people, y rented an office, and started operations. 149.
Grupo ASSA adopted its Corporate Social Responsibility (CSR) program at an early stage. The program has been part of our sustainable management model since the company started. “In February, 2011, we began to reconsider our CSR initiatives, which have acquired a new meaning for us and for the market. We thought of a broader scope for the project. With this definition as a starting point, we focused on the project as part of our core business,” says Florencia Wagmaister, Coordinator of the CSR program for Grupo ASSA.
CSR Beginning at Home 150.
We believe that social responsibility should cover all our activities. The management model should assure the good economic, social, and environmental performance of the company in relation to its surroundings. In this ecosystem, which we want to make ever more sustainable, employees, clients, suppliers, investors, the environment and the society where we operate are all included. Vive ASSA We decided to begin at home. To be consistent with our values and principles, we encouraged new initiatives under the
program Vive ASSAThe aim is to encourage consistency in the application of our corporate values within the organization in the first place. Initiatives aim at the personal and professional development of our staff, through training activities and policies intended to optimize the work-life balance and actions to foster a better work environment. Formando Futuro On this anniversary, we want to consolidate the program Formando Futuro, which stemmed from the awareness of two facts prevailing in the societies in which we operate. Social inequality in access to higher education and high levels of unemployment and poverty contrast with the need for qualified staff in the technology market. As a knowledge-based organization, Grupo ASSA tries to add value through education, as a tool for social transformation and fair development. In Argentina, Brazil and Mexico, we provide high-school students with tools to help improve employability and to make admission to formal training easier. We select students in the last year of high school who are from vulnerable backgrounds
and offer them an informal training program in the use of Technology Information and Computing (TIC) and several other skills required to obtain employment. We created this program together with various nongovernmental organizations (NGOs) that are experts in education, including Cimientos and Fundación Evolución in Argentina. Cimientos deals with education at a structural level. Its basic programs focus on helping children graduate from middle school. The organization works to support the schools and assists a network of these graduates to continue their studies and enter the employment market. It helps them stay up to date and connected with the world.Our program Formando Futuro plays an important role by offering these children training. Cimientos chooses the schools that will participate in this program based on their needs and proximity to the company. Cimientos also puts the schools in touch with us, and participates in the creation of the project.
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Fundación Evolución contributes at this stage. This NGO promotes the improvement of education through the innovative use of TIC. They help us create the curricula and train the volunteers who will teach the courses. They also provide tools to assess and verify the results. The contents of this activity include three skill sets. Technical aspects, such as the use of programs from the office suite applied to the simulation of real cases from the work environment, wiki and digital footprint management, and the responsible use of social networks. Basic job skills include teamwork, leadership basics, and oral and written communication tools. Social skills to enable students to plan for the next steps in their future, such as designing a life project, vocational guidance, preparation of their CVs, preparation for interviews, submissions for scholarships, etc. The program is carried out in Argentina, Brazil (through Liga Solidaria in São Paulo) and Mexico (with Educa in the Federal District).The curriculum is tailored to the education system in each country. At present, Formando Futuro is targeted at middle school pupils in the big cities where we operate. However, we are preparing to expand it to the rest of our communities, i.e.Tandil, Monterrey, Curitiba and León. We have included this program in our value proposal as it is part of our culture and helps define us.We hope our initiative will inspire our partners, 152.
The Corporate Development team Jaime Kleidermacher, Paul Dougall, Roberto Wagmaister and Paola Maggi
clients and allies to participate to achieve a deeper, more significant and more lasting result in our society. ASSA Green We implemented the ASSA Green program to help us focus on changes in corporate practices that might help reduce our negative impact on the environment. Under the program, we take responsibility for providing information to staff and for increasing awareness, thereby achieving a multiplier effect. Volunteers from all sectors of the company participate in the ASSA Green program. They propose and implement initiatives to save energy and to recycle paper and plastic. At present, this latter effort supports Fundación Garrahan, which sponsors a children’s hospital in Argentina. These volunteers make up a community for the exchange and dissemination of information to motivate a change of attitude among employees and improve the impact the company has on its surroundings.
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In February, 2011, we began to reconsider our CSR initiatives, which have acquired a new meaning for us and the market. We thought of a of a broader scope for the project. With this definition as a starting point, we focused on the project as a part of our core business.
Our Partners in the CSR Program 154.
Members of the first group of youngsters to complete the Formando Futuro program
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The 10 Ways We Get Things Done
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Whilst redefining our culture and the essential features of our corporate personality, the idea emerged of us being a strongly result orientated company. According to our clients, We Get Things Done. These are the ten ways in which we do it:
We have built a Knowledge Management platform and created virtual communities to ensure all knowledge flows through the organization. We also share our knowledge with the industry, publishing white papers and building innovation laboratories in order to improve the understanding and assessment of technology changes.
07. With a commitment 01. By building technology platforms that become intelligence platforms. The company was founded with the mission of building technology platforms and integrating client software. This is how we created a new industry standard. Today Grupo ASSA is again innovating with its Transformation Platforms. These converge business processes, people and technology applications, establish communication from production to consumption, transform raw information into rich intelligence, and create opportunities for more business efficiency and innovative consumer experiences.
02. By changing not
only technology but the company and people who use it. The Business Process Transformation (BPT) model not only changes the technology and applications, but also the people interacting with them. 158.
It transforms the processes involved. We believe this is the only way for technology to be a factor for change within an organization.
03. With constant
commitment throughout projects and beyond. Our Full Transformation Lifecycle Management guarantees that every detail is taken care of, from the big and obvious to the small and potentially forgettable, from strategy and roadmap to rollout, intelligence sharing and continuous improvement.
04. With broad
technological reach. We are recognized by the two main providers of business software platforms, and we actively participate in the evolution of their new applications. We are a SAP Preferred partner in retail and banking, and an Oracle JDE world leader in life sciences and healthcare. We work on both platforms to implement business
transformations, update and outsource applications, create and apply global models, and protect the value of companies.
05. With deep sector insight.
In 20 years, we have achieved an outstanding record in five industries: consumer goods and manufacturing, including clients such as Kraft, Electrolux, Arcor, Pernod Ricard, Pepsico, Masisa and Owen-Illinois; retail, including El Palacio de Hierro, Lojas Marisa, Unimare, LeRoy Merlin, Telhanorte and G Barbosa (Cencosud); natural resources, including Petrobras, Camargo Correa, Anglo American, Votorantim, Weatherford and Capsa; banking and financial services, including Banco Galicia, Banco del , Compartamos, La Caja and Metlife; and healthcare, including Johnson & Johnson Medical, J&J Pharma, J&J Consumer, Pfizer, AstraZeneca and Glaxo Smith Kline.
06. By creating and sharing knowledge. There is nothing worse than losing knowledge.
to individual development. Grupo ASSA began as a team of 17 consultants and has expanded whilst remaining confident in the experience and cooperation we shared from the beginning. We are committed to our employees. We value them and invest in their skills and future. By so doing, we make sure all our clients are properly served by a passionate team of technology experts imbued with the company culture. More than 80% of our management positions are filled by internal promotions.
Brazil, two in Mexico and two in Argentina. They operate independently, but also work together to assure total performance to the businesses of our clients.
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With a community of Latin American talent. The unique Grupo ASSA culture and vision result from capturing the talent and experience of people in the leading cities in Latin America, and delivering services to the world to the highest standards of quality.
08. With heartfelt
responsibility. Our volunteer program, Formando Futuro, is embedded in the heart of our organization. This allows our consultants to broaden the range of opportunities for teenagers in S達o Paulo, Mexico and Buenos Aires, while at the same time enriching their own values and experiences.
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With a delivery platform that offers performance and assurance. We have an integrated platform of six delivery centers - two in 159.
Dedicated team at the Delivery Center in Mexico assigned to an important client in the health care industry.
Strategic Alliances By Paul Dougall Vice President at Grupo ASSA
Over the years, strategic alliances have contributed directly to the corporate culture of Grupo ASSA, especially in terms of diversity. Unlike our traditional competitors, large global firms that meet the needs of their clients from within, Grupo ASSA has looked outside for business partners. This has allowed us to create a Complementary Competitiveness Network (CCN).
formed a partnership with Intel to develop the Windows-Intel platform for SAP. Their global CEO, Craig Barrett, himself inaugurated the Intel Lab we had built together in Buenos Aires. At about the same time, we built an alliance with Itautec, a large Brazilian company, and together we developed the consulting and outsourcing market in Brazil and in the rest of Latin America.
Creating successful partnerships is an art. Almost without exception, the partners we look for will be very different from us. They could be a massive global firm such as Intel, our partners between the year 2000 and 2004, a large Brazilian firm such as Itautec, a specialist such as IDS Scheer or far away companies such as Infosys in India, or Red Rock in Australia. Diversity can be found not only in language but also in the way of doing and saying things. In these organizations, for example, the hierarchy can be marked as in the case of Indian companies, or imperceptible as in the case of Argentine companies.
By mid-2000, together with SAP executives Fernando de Allende and José Duarte, we created one of their first regional partnerships in Latin America. SAP had previously operated with global partners, such as Accenture and IBM, and with local partners in each country. Our regional partnership with SAP was a pioneering and fruitful experiment, which remains in force to this day.
Consistency and coherence over time, respect for diversity, learning to listen and the creation of a common vision are some of the elements essential to the art of forming strategic alliances. Grupo ASSA came into being as a result of a strategic alliance with JD Edwards, a company from Denver, Colorado. JD Edwards began operations as a regional business software SME. It grew to become one of the world’s five leading companies in the ERP market. At the start of the new millennium, we
“We have been working in the entire region with our partner, Grupo ASSA, for more than ten years. Now, we want to take our alliance to a new level in order to help our clients transform their business processes using the new SAP platforms for mobility, cloud computing and business intelligence, especially in the retail and banking markets”, states Rodolpho Cardenuto, President of SAP for Latin America and Caribbean. During the last decade, Grupo ASSA was also a technology partner with IDS Scheer, another German company. Together we successfully developed the Business Process Management (BPM) for Latin America. This is now a key component of the services we offer. IDS Scheer is
now part of Software AG. Oracle has always been a valued business partner, especially since 2005 when they acquired JD Edwards. Today, our partnership with Oracle extends across the whole region. Some partnerships have taken us to the other side of the globe. In May 2007, Roberto Wagmaister, Eduardo Brugugnoli and I were invited by Infosys to travel to Bangalore, India, to compete as an alliance in a transformation megaproject for a common global client. Although the project did not materialize, our visit helped to lay the foundations for a business agreement between our two companies. The following year, we won our first combined project, this time for Kraft Foods. Today, CCN, our partner network, includes many technology companies. This allows us to offer our clients transformation proposals in a more flexible and complete way, and to include components and tools developed by specialists. With this network, we grow and plan for the future. As Rodolpho Cardenuto says, “Today, the success of our business strategy depends to a large extent, on specialization and on our ability to grow along with our business partners, such as Grupo ASSA.”
Infosys campus, Bangalore, India, 2007 Paul Dougall, Roberto Wagmaister and Paulo Eduardo Brugugnoli
Great Place to Work!
The people at Grupo ASSA have prepared this guide for use whenever you have a couple of days in a big Latin American city.
Latin American Flavors
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When it comes to Latin America, people from Grupo ASSA play in the home team. After so many years travelling frequently to the main cities in the region, every one of us has discovered those special places, bars, restaurants or things to do. Where can you eat the best pizza in São Paulo? Where can you eat the best beef in Buenos Aires? Where is “Casa Azul” or the Frida Kahlo museum in Mexico? What usually happens to us on business trips is that there is rarely time to find out about these things. We want you to enjoy your stay the next time you are in any of these marvelous cities. That is why we have compiled this collection of special places, in a guide prepared by Grupo ASSA people, which we have called “Latin American Flavors.” Enjoy! 169.
S達o Paulo
In every region in the world, there are cities that lead economic, cultural and technological trends. If we had to choose one city with that role in South America, it would undoubtedly be S達o Paulo. Known as the New York of the South, S達o Paulo is not only the largest, but also the most modern. It is also the center of the regional economy and a testimony to art and architecture.
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Museum of Modern Art (MAM) The Ibirapuera Park is one the largest green areas in the city. The MAM was built here in 1948 and is one of the most important museums in Brazil and South America. Important modern artists have exhibited here including Arp, Calder, and Kandinsky. A visit to the museum and to the green areas surrounding it makes for a great afternoon and is ideal to end the day at sunset at some bar or restaurant in the area.
www.mam.org.br
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“D.O.M.” Restaurant
Rua Barão de Capanema 549, Jardins
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“Original” Bar
Rua Graúna, 137, Moema Opened in 1996, this bar, near the Ibirapuera Park, is one of the most attractive places in the city. It is famous for good draught beer, to which it devotes great care to ensure the ideal temperature and an elegant presentation. At night, the bar is full of clients savoring delicious snacks, washed down with large glasses of frothy beer.
www.baroriginal.com.br (5511) 5093-9486
D.O.M. is the signature restaurant of Alex Atala, one of the best chefs, who redefined Brazilian food by applying to its ingredients techniques traditional in French and Italian cuisine.
The Jardins neighborhood is an elegant showcase of the international and modern character of the city. Among all the restaurants in the neighborhood D.O.M. stands out as one of the best. Its reputation for excellence extends beyond the limits of the area, and of the city itself. This restaurant is considered one the most refined and exquisite in South America and in the world.
No visit to São Paulo is complete without spending a delightful evening at this marvelous palace of culinary art.
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A visit to the station can be planned in advance. You do not need a lot of money to enjoy it. A walk round the Art Gallery and the beautiful “Jardim da Luz” (Garden of Light) next to it is a perfect prelude to an evening of music, performed by one of the best orchestras in South America, in an elegant concert hall with great acoustics.
Sala São Paulo
Praça Julio Prerter 16, Santa Cecilia In addition to being a historical testimony to the architecture and economic life of the city, the Júlio Prestes railway station, built in 1875, is a feature of the São Paulo cultural scene. Near the State Art Gallery, it is an amazing building. Its walls display the history of Brazilian plastic art. It also houses Sala São Paulo, home to the São Paulo State Symphony Orchestra.
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www.domrestaurante.com.br (5511) 3088 0761 eventos@domrestaurante.com.br
www.osesp.art.br
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“Rubaiyat” Restaurant
Everything in Rubaiyat shouts greatness and one visit is not enough to try all it has to offer.
Rua Haddock Lobo, 1738, Jardins Rubaiyat is a large restaurant that, as a symbol of its greatness, flaunts a huge tree in the middle of a covered patio. Guests can be seated around this magnificent botanical specimen and enjoy a variety of delicious cuts of meat, accompanied by excellent wines of different vintages.
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Itália Building Av. Ipiranga, 344
You can enjoy a wonderful view of the city from the terrace of the Itália Building. Tourists visit this skyscraper built between 1956 and 1965, to enjoy the magnificent panorama from its highest point. Some meters away from the Itália Building is Republic Square, where you can have breakfast or an afternoon snack in the open air surrounded by greenery. A few blocks away stands the Mario de
www.rubaiyat.com.br/introducao-figueira (55 11) 3087 1399
Andrade Library, the main library in the city. It was built in 1925 and few people can resist taking photos of it or simply gazing at it in astonishment. Whilst in the area, you might be tempted to visit the São Paulo Municipal Theater across the road from Ramos de Azevedo Square.
Rua Particular Timão, 100, Tatuapé
Rua Graúna, 125, Moema
Its impressive structure highlights the Brazilian passion for football.
www.corinthians.com. br./portal/clube/ default.asp?categoria=Memoria
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Best known as “Estadio Pacaembú”, this stadium is of great historical value. It was built in 1940 during the government of Getúlio Vargas, one of the most important Presidents in the political history of Brazil. The stadium has a surface area of 6,900 m2 and is a true ode to football. The Football World Cup was held here in 1950. It is now home to the Museum of Football, a visit that sports enthusiasts should not miss.
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São Paulo Museum of Art (MASP) Av. Paulista, 1578
Walking down Avenida Paulista, you reach this incredible building. A rectangular structure supported by thin columns that seems to float in the air. Take the lift and, once inside, you can visit its majestic exhibitions, with some of the best art in the world.
www.masp.art.br (5511) 3251 5644
www.museudofutebol.org.br
www.edificioitalia.com.br
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You should not miss a visit to this colossus of football. Built in 1910, in the Tatuapé neighborhood, the stadium has as much history as the Corinthians team that owns it.
Estadio Municipal Paulo Machado de Carvalho (Pacaembú) www.museudofutebol.org.br
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Estadio Memorial do Corinthians
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Bráz Pizzaria
Bráz is in the Moema neighborhood, near Ibirapuera Park and is living proof of how much Brazilians love pizza. Widely recognized as one of the best pizza parlors in the city, the great thing about Bráz is not only the flavor and consistency of its pizzas, but the atmosphere of the place, its Italian reminiscences, and its big comfortable spaces.
www.casabraz.com.br
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Buenos Aires
Buenos Aires is the impressive capital of the South. It shines at night and invites everybody, residents and visitors alike, to scout its streets and discover the variety of architectural styles it offers. Above all, Buenos Aires invites you to taste the delicious Argentine beef in its restaurants and grills. A tour of the city is guaranteed to be full of flavors, images, and experiences that you will keep in your heart, or even better re-live some other time.
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Estados Unidos 465, San Telmo
Avenida de Mayo 823, Monserrat.
“La Brigada” Grill
In the heart of San Telmo, close to Dorrego Square, is one of the emblematic gastronomic attractions of the city, “La Brigada.” A modest facade invites guests to enjoy eating the excellent meats they prepare. Everything there is typically Argentine, from dishes to decoration. The T-shirts of different football teams and other sports paraphernalia identified with Buenos Aires cover the walls.
www.parrillalabrigada.com.ar 5411 4361 5557/4685 info@parrillalabrigada.com.ar
“Café Tortoni”
Café Tortoni, opened in 1858, and throughout the 20th century and into the 21st has been one of the most emblematic cultural centers in Buenos Aires. Café Tortoni has seen many illustrious visitors, including Carlos Gardel, Jorge Luis Borges and Ernesto Sábato. In 1926, Benito Quinquela Martín inaugurated a space to protect arts and literature known as “La Peña del Tortoni.” The fact that it has been visited by international figures, such as Federico García Lorca and Albert Einstein, adds charm and mythology to this historic cafe. Some of the most important literary magazines were created at its tables and the lyrics of more than one tango refer to Café Tortoni. www.cafetortoni.com.ar 5411 4342 4328
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Buenos Aires Museum of Latin American (MALBA) Figueroa Alcorta 3415, Barrio Norte
Stroll down Figueroa Alcorta Avenue, in Barrio Norte, amongst the jacarandas and you come to the MALBA. Its facade stands out in the distance due to its deconstructive style with discontinuous but attractive forms. Founded in 2001, this museum has a large collection of Latin American works of art from different times, schools, and techniques. During the day, natural light floods the building through its large windows. The museum has a cinema that shows Argentine and Latin American films. This offer is different from that of conventional theaters and is an ideal way to become acquainted with the film industry of the region.
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“Prometeo” Bookstore Honduras 4912, Palermo Viejo
"Prometeo” is near Cortázar Square where you will also find different restaurants, bars, boutiques and design shops. “Prometeo” itself assures a great variety of reading material including literature, history, arts and philosophy. A perfect complement to this pleasant experience is a cup of coffee at one of the nearby bars or with a visit to “Papelera Palermo” at Cabrera 5227, where you can find the most modern and current innovative design objects. Next door to “Prometeo”, is “Miles” record store, which offers albums of different genres and rare items you would not easily find elsewhere.
Estadio Monumental Vespucio Liberti (River Plate) Figueroa Alcorta 7597, Belgrano
Widely known by the name of its home football team, River Plate, this colossal stadium with capacity for 64,000 spectators, located near to the Río de la Plata, has for years brought together fans of music well as football.
www.riverplate.com
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“La Cabrera” Grill Cabrera 5099, Palermo
Hailed as one of the best grills in the city, “La Cabrera” in Palermo, near Las Heras Square, is a few blocks from the MALBA. Hailed as one of the best grills in the city, “La Cabrera” in Palermo, near Las Heras Square, is a few blocks from the MALBA. www.parrillalacabrera.com.ar 5411 4832 5754 info@parrillalacabrera.com.ar
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Paraguay 431, Retiro
Paraná, 1048, Barrio Norte
“Menéndez” Bookstore A wide range of books and cultural activities such (as exhibitions, conferences, and workshops are available in the Retiro neighborhood, at the Menéndez Bookstore, which is near San Martín Square, close to the Retiro train station. A visit to “Menéndez” can be a great ending to an evening spent window-shopping along the legendary pedestrian-only Florida Street.
www.menendezlibros.com.ar 5411 4311 6665 marta@menendezlibros.com.ar
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“Metropolitan” Theatre Avenida Corrientes, 1343
www.prometeolibros.com www.malba.org.ar
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Corrientes is a legendary avenue. The best drama companies have performed in its theaters for decades and illuminate the Buenos Aires night. The “Metropolitan” has been one of the key links
“Café Milion”
This elegant bar, in an old French-style house dating from the beginning of last century is near Santa Fe Avenue, one of the main avenues in the city. It has several floors and a beautiful garden with heating so that it can be enjoyed even in winter. The café has good music and different menus according to the time of day. It offers brunch, drinks and dinner. They even serve “tapas”.
www.milion.com.ar 5411 4815 9925
in the entertainment chain since it was opened in 1937 and has staged many great plays. Next to “Metropolitan” theater, is one of the best pizza parlors in the city, “Los Inmortales” which complements the perfect night out on Corrientes Avenue: going to the theater, eating a tasty pizza and browsing in the many bookstores of the area, which are open until late at night.
www.teatrometropolitan.com.ar 178.
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Mexico City
Mexico City is in constant movement with traffic roaring down the streets, while people happily eat lunch at the food stalls on the sidewalk. The Federal District is an expression of the heterogeneous essence of modern Latin American cultures. It is as modern as any major city in the continent whilst sprinkled with examples of its colonial past and the legacy of its indigenous communities.
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Av. Paseo de la Reforma at Calzada Gandhi
Nearby, the Siqueiros Public Art Gallery, a museum dedicated to the artist of the same name, adds more cultural value to the area and completes a tour of Mexico City you should not miss.
Plaza Carso, Polanco
Guillermo González Camarena 300, Santa Fe
Av. Paseo de la Reforma at Calzada Gandhi. Here you will the National Museum of Anthropology, which holds archeological and geographical artifacts from Mesoamerican cultures.
The green of Chapultepec, the works of Siqueiros and the anthropological wonders of the museum leave no doubt about the cultural wealth of the Federal District.
The Soumaya Museum is in the Polanco neighborhood. It was founded by the multimillionaire Carlos Slim to honor of his deceased wife, Soumaya Dormit.
“Kyo” is at the top of the luxurious “Camino Real de Santa Fe” hotel. They serve the best Japanese food in Mexico City. A spectacular view of the city, from its windows, accompanies the delicious food and sake. This fantastic restaurant is one of several modern attractions in the growing Santa Fe area, which is the most important in the city in terms of business and rapid growth.
National Museum of Anthropology
The museum can be easily reached by public transport. If arriving by subway, get off at the “Auditorio” station, located by the National Auditorium
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“Hacienda Los Morales” Restaurant
has different commercial attractions, and is ideal for either a stroll to work up an appetite or a walk after a delicious dinner.
www.haciendadelosmorales.com (52 55) 5283 3000
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Londres 247, Coyoacán
Diego Rivera 50, San Ángel
Frida Kahlo undoubtedly represents Mexican culture and modern Latin American art. “Casa Azul”, the house that once belonged to the Kahlo family, can be found in downtown Coyoacán near the beautiful plant nurseries. Today it is a museum devoted to the memory of Frieda’s works. The house has an unrivaled aura. It was here that Diego Rivera, another fabulous representative of Mexican painting, lived during his marriage to Kahlo. Some of his works still hang in the house.
www.museofridakahlo.org.mx
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www.soumaya.com.mx
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“Casa Azul”
It is an innovative construction with a facade made up of a striking lattice of silver hexagons.
www.mna.inah.gob.mx (52 55) 4040-5300
Juan Vázquez de Mella 525, Polanco
Although it was only opened in 1967, the history of the farm stretches back to colonial times. This can be seen from the style of construction and the aesthetics of the meals which are typically Mexican. The nearby Miguel de Cervantes Saavedra Avenue
Soumaya Museum
“San Ángel” Restaurant What was once a monastery, is today one of the most distinguished restaurants in the whole of Mexico. Located in the San Ángel neighborhood, the restaurant is a tribute to its region of origin and enjoys an excellent reputation of its breakfasts and meals. The colonial romanticism of the restaurant and neighborhood complement its international menu, which also includes indigenous cuisine.
San Miguel de Allende, Guanajuato No visitor to the old Aztec territory should miss the beautiful city of San Miguel de Allende, in the State of Guanajuato. Included by UNESCO in the World Cultural Heritage List, the city was founded in 1542 by the Franciscan monk Brother Juan de San Miguel. It is named after one of its native inhabitants, Ignacio Allende, who led several battles in the war against Spanish domination.
www.sanmiguelguide.com/esp.htm
“Kyo” Restaurant
www.caminoreal.com/Micrositio/Restaurante.
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Santiago de Querétaro, Querétaro The capital of the State of Querétaro is well known throughout Mexico for the quality of life and security enjoyed by its inhabitants. The San Agustín church, with its beautiful dome and one of the most gorgeous baroque patios in the Americas, stands in the historic city center, which has been included in the World Cultural Heritage List. The Querétaro aqueduct is a symbol of the city and an icon of Mexican history. It is worth a visit to admire its impressive 23m tall structure, and the way in which it merges into modern streets, such as Bernardo Quintana Avenue, which goes under some of its arches.
www.queretaro.travel
www.sanangelinn.com
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Taxco, Guerrero Walking through the city of Taxco is like walking through a large house with steep narrow stairs on the sides of which traders surprise us with a variety of goods. Take the road up hill to where the old city. At the top, the Santa Prisca church is a true representative of colonial architecture and one of the tallest churches in Mexico. Silver mining was and still is one of Taxco’s main activities and is why silver objects abound in the shops.
www.taxco-guerrero.com 184.
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The city of Tandil, located in the south of the province of Buenos Aires, has been one of its most attractive places for decades. The flag carries the symbol characteristic of the city, which is the moving stone. It was a big rock turned into an almost perfect sphere by erosion. Visitors have always wanted to see it. Tandil is one of those cities that illustrate the Argentine agricultural tradition, which is at the heart of the folklore of the Pampas.
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“El Centinela” Hill The natural beauty of the Tandil landscape is dominated by a huge spherical granite rock shaped by erosion. In addition to this geological wonder, the nearby lake surprises everybody with its artificial geyser. Nearby, and in the open air, the Tandil flea market offers an interesting range of different handicrafts.
www.cerroelcentinela.com.ar
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“Época de Quesos” General Store
14 de Julio 604
This old store, which dates from the end of the 19th century, was originally a stop for horse riders and horse drawn carts. It reopened in 1990 as “Época de Quesos” and has become a gastronomic and cultural attraction.
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“Antares” Beer Bar 9 de Julio 758
Tandil nightlife has not been the same since this beer bar from nearby Mar del Plata opened a branch in the city. The menu lists all sorts of homemade beer, which helps create just the right atmosphere for a relaxed evening with good friends.
www.cervezaantares.com/local_tandil.php
It offers traditional Pampas foods such as cheese, cold meats, homemade jams, and “alfajores” in picturesque surroundings where the rural past of the province of Buenos Aires comes alive again with all its charm.
www.epocadequesos.com/tandil/
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This city in the south of Brazil reflects the multiple cultural heritages that today define Brazil.
Curitiba
Vestiges of colonialism are evident in the historic city center and coexist with Italian bars and restaurants. Modern buildings and constructions dating from the 19th century together clamor for the attention of visitors.
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Tiradentes Square This is the oldest square in the city and is where Curitiba was founded at the end of the 17th century. The foundation stone in the square is the historic mark of the town’s consolidation in colonial times before the Royal Crown of Portugal. If you are in this legendary square, you should not miss the Cathedral Basilica of Nossa Senhora da Luz,
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The Curitiba Botanical Gardens Its Art Nouveau metal and glass structure of the Botanical Gardens stands out from the Curitiba skyline. Inside, a large variety of plants and flowers from the Atlantic coast of Brazil await visitors with a delightful universe of shapes, colors, and scents. The Curitiba Botanical Gardens are a true palace. Its architectural style is based the Crystal Palace built in London in the 19th century. The natural
an impressive neo-Gothic construction built across the road from Tiradentes, at the end of the 19th century. The cathedral is part of the great cultural and historical heritage of Curitiba.
www.curitiba-parana.net/tiradentes.htm
and calm atmosphere inside is a pleasant contrast to the surrounding urban area. It is perfect for a break whilst touring the marvelous sites of Curitiba.
www.curitiba-parana.net/parques/jardimbotanico.htm
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Rua Marechal Hermes, 999 - Civic Center
Avenida Manoel Ribas, 5875
In contrast to the neo-Gothic architectural style prevailing at the time of the foundation of Curitiba, the Oscar Niemeyer Museum stands witness to Brazilian progressive ideas. Designed by the famous architect who was responsible for the urban planning of the entire Brasilia, this modern building is a tribute to one of the highest and most significant values of Brazilian culture.
This restaurant close to Bosque São Cristovão. Its claim to world fame is its sheer size. In 1985, it entered the Guinness record as the largest restaurant in the world.
Oscar Niemeyer Museum
Its main window, similar to a large eye, offers a calm view of the green surroundings. At night, different color lights add charm to this already attractive building.
www.artes-curitiba.com/museu-oscarniemeyer.htm
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“Mandalosso” Restaurant
Just as its size loses importance once you taste its dishes, the awards that Mandalosso shows as a guarantee of its uniqueness relate more to the cooking than to the building. Its size illustrates the grandeur of its Italian dishes and this has been so since it was founded in 1949.
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Seven kilometers outside the city, you will find the old Colonia Santa Felicidade.
With its stand up shows, the Santa Marta Bar is the center of Curitiba nightlife.
To enter the neighborhood pass under the colorful arches that lead to a picturesque walk amongst the many Italian restaurants, which are the cultural heritage of the many immigrants who settled in Santa Felicidade over the years.
Located in a big old house, the bar has a friendly atmosphere in which to enjoy the live performances and either have dinner with friends or simply have a drink. A wide variety of brands and flavors of beer, symbolic of Brazilian nightlife, are available.
Santa Felicidade Neighborhood
www.curitiba-parana.net/santa-felicidade.htm
“Santa Marta” Bar
www.santamartabar.com.br
http://www.madalosso.com.br
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Monterrey, the capital city of the state of Nuevo Le贸n, combines all kind of wonders. In the surrounding area, the woods and the dessert with its thousands of years old geological formations, coexist. A canal lets you take a boat around the city.
Monterrey
If you are tired of visiting all the places Monterrey has to offer, you can go to any one of several bars and restaurants to relax and taste some savory baby goat and drink some beer.
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Chipinque Chipinque plateau is one of the most attractive points of Monterrey. It is part of the Cumbres National Park and is about 8 km from the city. It is an excellent place to study the varied flora and fauna or to practice sport. It offers visitors the most outstanding landscapes.
www.curitiba-parana.net/tiradentes.htm
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Garcia Caves About 30 km away from the city, are geological wonders that remained hidden until 1843 when the Marmolejo family discovered them whilst looking for firewood. People curious to discover our planet’s past dating back 500 thousand years visit the many 300-meter long galleries.
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“El Rey del Cabrito” Restaurant Constitución 817
True to its name, this restaurant is notable in the area for a typical dish, baby goat. Accompanied by the most delicious sauce, the sensory experience in this humble but cozy place is unique in the region.
www.elreydelcabrito.com.mx (52 81) 8345 – 3352
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Santa Lucía Tour Constitución 817
The greatest tourist attraction in the city of Monterrey is perhaps a canal that crosses the city from the Macroplaza to the Fundidora Park. Small boats navigate the canal. Undoubtedly, this is an unusual and attractive way to get around the city.
Modern technology makes it possible to explore this fantastic place; it is illuminated and has a cable railway. http://turismo.monterrey.gob.mx/rutas_ turisticas/paseo_santa_lucia_1.html
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Museum of Contemporary Art (MARCO) Zuazua y Jardón S/N, Centro
The MARCO was designed by the Mexican architect Ricardo Legorreta. It is located in the Macroplaza and contributes substantially to its beauty just as other iconic constructions such as the Faro del Comercio.
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At the entrance, a six-meter tall sculpture called “La Paloma”, by Juan Soriano, welcomes visitors who come to enjoy exhibitions that feature Mexican as well as Latin American works of art.
www.marco.org.mx (52 81) 8262 4500
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Santiago de Chile
Churches and colonial-style houses are a hallmark of this southern city, which, in spite of these is still one of the most modern and cosmopolitan in South America. Seen from nearby San Cristobal Hill, you can appreciate the magnificent city by the mountains.
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As with many neighborhoods in the city, Lastarria developed around a church. In this case, the Church of Veracruz. The neighborhood has many big houses dating from the 19th century, which create a landscape worth photographing.
Dominica 35
Lastarria Neighborhood
An ideal plan for an afternoon in the neighborhood would include visiting “El Biógrafo” movie house, which shows the best independent movies. If the weather is fine and a summer breeze blows, an ice cream from the “El Emporio de la Rosa” will complete a perfect day out. www.barriolastarria.com
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Neruda Foundation
Fernando Márquez de la Plata 0192, Barrio Bellavista Based on the bequest by Pablo Neruda, the Foundation is devoted to archiving his work and to preserving his memory. It is another attraction to visit whilst in Santiago. The spirit of this brilliant Latin American modern poet is captured in each photograph. The Foundation makes his immortal work available to everybody.
www.fundacionneruda.org (56 2) 777 8741
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“Hacienda “El Mesón Nerudiano” Restaurant The typically Chilean characteristics of the food served at this restaurant are expressed in its name, which is a tribute to the famous poet. The atmosphere is inspired by the romanticism of Neruda’s work. At night, some cleverly located lights create the perfect atmosphere for an unforgettable dinner.
www.elmesonnerudiano.cl (56 2) 737 1542
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Maitencillo Weekends on the beach whilst staying in a cabin in Maitencillo can be perfect. The seascape constantly changes with the seasons. At Quintay beach, 45 km from Valparaiso and 124 km from Santiago, there is nothing better than diving in the sea in the afternoon and then eating delicious seafood, while enjoying the ocean view. Make sure not to miss the visit if you are traveling down the Chilean coast.
www.maitencillo-chile.com
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