Monterrey, N.L. – On February 15, the 2011 Executive Agenda took place in which more than 60 leading company and organization presidents and managers gathered, including: Abinsa, Aislacon, Akra, Alfa, Axtel, Base Internacional, Blackhawk, Bydsa, Cemex, Christus Muguerza, Cifunsa, Cofiasa, Coparmex, Desarrollos Delta, Deacero, Famosa, Oxxo, Gonher, Grupo Maseca, Grupo Acosta Verde, Grupo Industrial Saltillo, Grupo Industrial Tauro, Grupo Simplex, Hospital San José, IMEF, Industrias AlEn, Inizio Desarrollos, Iza, Landus, Marcatel, Pame, Pinturas Osel, Proeza, Promotora Elizondo, Proveedora Flexografica, Pyosa, Ragasa, Selex del Norte, Sigma, Sinergia Deportiva, Soporte General, Ucalli, Udem, Valia and Xignux. The event was organized by four companies who are leaders in their fields: Sintec, Amrop, Marchand & Asociados and Santos Elizondo. The goal was to promote a dialogue between the participants and produce complete and specific recommendations that upper management must consider and include in its agenda, given the current environment. This year the main theme was “Multidisciplinary Perspectives for Sustainable Development of Companies,” where presenters spoke about permanent development and sustainability in organizations. They also announced the launch of the new portal for presidents and managers: www.agenda-ejecutiva.com, where executives can find relevant content (videos, articles and presentations) for the development of their companies.
Oscar Lozano, Sintec Managing Partner, opened the forum by presenting Business Competencies and Models for Profitable Growth: Lessons from the Best Companies in Latin America. Even though profitable growth is the main goal of any business, according to an investigation conducted by Sintec of 132 leading company in Latin America, only 20% achieve it. Lozano emphasized that results cannot be assured just by establishing guidelines. The “how-to’s” must also be established and executed. He also mentioned that growth by itself does not necessarily produce profitability. Companies achieving higher profitable growth have been able to develop better operational and management practices integrated into the business model.
Profitability implies a better use of resources throughout the value chain. This better use is achieved by developing practices, processes, and a management system. Growth for its part brings with it a greater complexity in terms of products and clients. Lozano explained that if a company tries to grow without the developed competencies, complexity will overtake them and will result in higher costs. That is why growth does not necessarily mean profitability. The big lesson from this investigation is that profitable growth is generated through competencies integrated into a business model with elements relevant to the market and capable of generating value. The Chilean companies Falabella and Concha y Toro are examples of companies that have achieved profitable growth and that have an integrated value-generating vision focused on the market within their business models. Find the complete article about the investigation and Sintec’s findings.
José Carrillo, Amrop Partner, presented The Profile of the Monterrey Executive and his Effect on the Development and Sustainability of Companies. He demonstrated that lately, there has been a new requirement in the profile of the Monterrey executive. In addition to the requirements resulting from the natural evolution of the market, insecurity has created a sense of urgency to return to a traditional value-friendly profile—one that was pushed to a back burner in the last few years. Carillo said that the use of indirect detection methods and some innovative business ethics programs allow the identification of this type of characteristic in company executive candidates. Carlos de la Garza Santos presented Relevant Aspects of the Familiar Protocol and its Legal Implementation. He explained what it consists of, the right moment for its elaboration, the relevant topics to include, and the basic assumptions.
Marketing expert, Horacio Marchand, closed the event with the presentation, The Manager’s Dark Side. He mentioned that psychological aspects of personality—little studied in the realm of business—are invisible determinants of decision-making. Denial concepts, defense mechanisms and even complexes, directly influence the decision-making process. An example was the 30 consecutive years of lost participation in the market that General Motors experienced. Marchand concluded by saying that history has demonstrated that managers can frequently be the bottlenecks to the advancement of a company.
At the end of the session, there was a discussion period where participants could ask questions of the speakers and request clarifications about the topics presented in the session. The Executive Agenda again proved to be the meeting place where Nuevo Leon decision-makers gather to present trends and relevant concepts for upper management agendas.
About Sintec
Sintec is the leading consulting firm focused on generating profitable growth and developing competitive advantages through the design and execution of holistic and innovative Customer and Operations Strategies. Sintec provides a thorough and unique methodology for the development of organizational competencies, based on three key elements: Organization, Processes and IT. Furthermore, Sintec has successfully carried out more than 300 projects on Commercial Strategies, Operations and IT issues with more than 100 companies in 14 countries throughout Latin America. Our track record of more than 25 years makes Sintec the most experienced consulting firm in this area of expertise in the region.
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