An environment where employees can deploy their maximum potential; the processes and practices boost the sharing of knowledge; the leaders assume positive change management; the opportunities and threats are given agile responses; and strategy, structure, systems and persons are aligned and they energize each other: we are talking about Culture in Motion, in evolution, which is the base for the sustained growth of companies.

Some challenges faced by culture:

  • ¿Are change initiatives not enough in number and agility?
  • Is there a much higher potential for cooperation and integration among areas?
  • Do the best talents leave the company?
  • Are mistakes perceived as an opportunity?
  • Do leaders seek more their self-preservation than growth?
  • Does the organization want to innovate all the time but end up not innovating anything?
  • Are the values transferred to behaviors and relationships inside and outside the organization?

Culture leverage points:

Cultural pollination: Are the organization’s mission and values transmitted in a concrete manner at all levels, through objectives and plans?

Integrity promotion: Are equal opportunities, equity and respect guaranteed along the value chain? Do teams from different countries or regions share the understanding that their distinctive features make them stronger?

Reflection on actions: Are spaces available for the discussion and reflection on the actions taken? Is feedback a frequent practice at all levels of the organization?

Innovation: Are innovative and creative behaviors valued? Is there resistance to not proven approaches?

Leadership: Do leaders recognize their own limitations regarding knowledge, training or expertise? Do they promote their teams’ development and independent learning?

Psychological security: Do people usually feel comfortable to talk about problems or disagreements? Are they willing to share information about what works and what does not work for them?


  • Diagnosis of the basis culture and analysis with client: The organization from a comprehensive point of view, its operation in the given environment and its needs of growth.
  • Definition of cultural goals: Identification of gaps; joint formulation of strategies and plans.
  • Culture in Motion: Tailored interventions. Sessions of cultural alignment; Development of culture makers; Feedback 360°, Coaching.


Every organization has a strategy, which is either implicit or formally articulated, that directs its daily actions.

It’s key to approach the strategic dimension, because the quality of its reflection, formulation, communication and execution has a great impact on the behavior of people and, therefore, on the results of the organization.

Some challenges faced by the strategic dimension:

  • Is the organization you dream of expressed in such a way that is simple to communicate? Does it motivate the people in the organization?
  • Are the strategic plans reflected in the budgets or are these dimensions incoherent between themselves?
  • Did you solve the never-ending dilemma regarding what is short term and what is long term, which has so much impact on the daily activities?
  • If members of the organization were asked: what percentage of them is going to coincide with respect to the 5 strategic priorities? Is the strategy known and is it internalized by the top and middle management?
  • Does the purpose inspire, motivate and commit to action?
  • Does the strategy integrate stakeholders such as the community and the environment?
  • Do the business model and income sources assure a profitable and sustainable performance?
  • Do the organizational design and the teams’ competences respond to the change needs posed by the strategy?
  • Did you define what success means to you?

Strategy leverage points:

Strategic booster: What aspects of the strategy will invigorate the evolution expected?

Strategic consistency: How and which are those connections that make the organizational development and its transformation possible? How do leaders make them tangible in the day-to-day activities with their teams?

Systemic obstacles: What patterns of the system in which the organization is immersed obstruct the definition of a determined strategic direction or the execution of such determined direction?

Alignment and drive: How to achieve a purpose that people feel as their own, and that is lived daily as an evolution drive?


  • We identify in which dimensions of the strategy the main obstacles are found:
    –  Definition
    – Communication
    – Execution
  • We talk about the elephants linked to the obstacles
  • We co-design a transformation process that aligns and brings consistency between what is stated in the “WHAT” (strategic objectives) and HOW to carry it out and WHY we do it. This process includes the dimension of the organizational structure, processes, abilities, competences, etc., and it’s usually a process that is articulated between the Stakeholders, the Board and the Top Management.

Connected Teams

We know that in the organizations, teams generate connections and coordination activities that need to be increasingly quicker and which are key when thinking of gaining the best results. Connected teams contribute to the construction of solid, sustainable and assertive organizations. We help to increase the levels of connectivity and/or to strengthen the dynamics that help to maintain those levels.

Some challenges faced by teams:

  • Do teams talk about everything, especially about those things they perceive as obstacles, in a transparent, genuine way? Do they formulate those issues expecting to learn from them and to solve them in order to improve?
  • Do they dare to expose themselves, without fear, to each other, when they make a mistake as well as when they are right?
  • Do they innovate, create and succeed in going beyond what’s established or do they wait for their leaders instructions?
  • Do they operate in silos or do they interconnect with others?
  • How do they discuss and address uncertainty?
  • How do they connect under the new way of remote work?

Teams leverage points

Team dynamics: The team’s awareness of its obstacles and strengths impacts directly on the possibility of learning and change and, consequently, on the results.

Connectivity: What is discussed within the team and how? What issues are not talked about? What are the conversational obstacles which impact on the actions they carry out?

Trust development: How do they develop trust for the individual and group expansion? Connectivity depends, to a large extent, on the enabling emotional space, which is created from the high levels of trust among them.

Engaged teams: Collective results depend on group engagement. Achieving commitment to each other and to the task is another dimension that these teams get through connectivity.

Quality of relationships: Trust, transparency and mutual support bonds that invite to evolve and take risks. Do specific organizational strategies and approaches exist to motivate and develop these aspects?


  • We gather and evaluate the dynamics or operating ways through quantitative and qualitative assessment tools to determine the specific training needs.
  • We facilitate the development of Connected Teams by approaching relevant core concepts for each team: trust/mistrust; alignment/misalignment; lack of direction and purpose; incompetence to solve conflicts; issues with internal/external coordination.
  • We help create a culture and operating dynamics that boost the positive impact on the organization’s results.
  • We approach the human being at an individual level, as well as the team, using Coaching as a core discipline.

Leadership 361º

The leaders who observe themselves are capable of being aware of their competences as well as of their incompetence and learning opportunities areas. The 361º Leaders have this ability. They put it in practice, develop and strengthen it, while modeling and developing it in other members of their teams.

Some challenges faced by Leadership:

  • What’s their ability to self-evaluate, detect own challenges or development gaps?
  • Are they capable of inspiring their teams?
  • Is their emotional intelligence developed? Are they empathic leaders? Do they know how to create emotionally secure spaces for their teams to be inspired, to innovate and go beyond the status quo?
  • Do they have conversations with their teams in a transparent and genuine manner so as to raise the level of connectivity among them?
  • Do they show lack of focus on the strategy execution?
  • How well have they dealt with uncertainty and accompanied their teams navigating those waters?
  • Are they good remote leaders?

Leadership leverage points:

Change of mindset: Are leaders capable of observing themselves and detecting how their predominant ways of operating are (victim/hero; know-it-all/humble, etc.) which work as obstacles for a better performance?

Strategic consistency: How and which are those relationships that make the organizational development and its transformation possible? How do leaders make them tangible in the day-to-day activities with their teams?

Ability to approach and resolve in complex environments: How to plan in highly complex and uncertain environments?

Quality of relationships: Are there strategies and specific organizational approaches to motivate and develop trust, transparency and bonds of mutual support?

Connectivity: What is discussed in the organization and how? Do leaders promote transparent, sincere and caring conversations? Do people, because of fear, tend to work in silos and with little transparency (lies and concealments)?

Spaces of psychological security: Do they raise the levels of trust, allowing for innovation and creation, without coercing or limiting?


  • We identify, through assessment tools, attributes and competences, leadership styles, key soft competences, engagement, emotion management and organizational climate.
  • We facilitate the development of 361° Leaders through tailor-made programs in accordance with the needs detected.
  • We help create a culture based on the leadership sought by the organization.
  • We develop leaders and make an impact at different levels, such as human and business.
  • Coaching and Mentoring processes as learning tools at the service of people development.


The look on Governance has gained a growing attention in the world of organizations as complexity increases vigorously. Management has been developing tools to manage complexity (digitalization, risk management, etc.) but Boards don’t always accompany with the development of abilities, independently of the different configurations that can be adopted.

It’s extremely important to understand the participants, their roles and the relationship among them.

Some challenges faced by Governance:

  • Are the Board abilities in accordance with the growth in the organizations’ complexity, in a context of so much change?
  • Is the process of reflection, formulation and approval of the strategy adequate for the agility the organization requires today?
  • Are the conditions given to express dissent without fear?
  • Is the CEO’s balance of power adequate to make decisions?
  • Do the policies generated by the Board show enough coherence, synthesis and good quality? Do the members of the Board feel they establish limits and controls on the organization based on the policies?

Governance leverage points:

Ad hoc design: In spite of the existence of best practices, it’s important that every organization understands and chooses the model which provides it with more comfort and security, with awareness of the limitations of each format.

Quality of the conversations within the Board: The building of trust that allows for healthy dissent is key. Are the important issues discussed, even when they might be highly sensitive?

Quality of the conversations between the Board and the CEO: The Board must be confident to have the ability of providing the CEO with a mandate which states WHAT to do and must avoid saying HOW to do it.

Agreements on risk appetite: The production of policies must be communicated in an effective manner and agreement with management must be reached regarding the level of risk the Board is willing to take in each one of its expressions.


  • We promote the continuous improvement of the quality of the conversations within the Board and between the Board and the organization, approaching the relevant issues in spite of their sensitivity
  • We help clarify the expectations regarding the Board’s responsibilities, including the Committees’ role
  • We facilitate the revision of the decision making processes and we identify and help formulate the type of leadership that arises from the Chairman and CEO’s roles.