100 years of performance
A few months ago, I was interviewed on the podcast of a famous HR SaaS to talk about how to manage talent and what tools we should use. As usual in my speech, I talked about the urge of moving away from the old performance appraisal and focusing on other approaches
From the bottom up
A couple of weeks ago, during a session on organisational evolution with a group of genZ students, I was telling them that all real “change” or “transformation” happens, in essence, from the bottom up. It starts at the front line and works its way up (most of the
Capsule wardrobe
When I started my entrepreneurial life, one of the first things I did was to get rid of more than two thirds of my wardrobe. After more than 20 years of working in the fashion business, I had all kind of clothes, for every occasion, in every print and fabric you could imagine.
Horizontal promotions
A few weeks ago, somebody in HR was telling me about a problem that was keeping her awake at night. Faced with the rapid growth of the company, the board had promoted their best technician to product team manager. This was someone who was operationally
A clean slate
These days I’m watching Pose, an inspiring series set in New York at the end of the 80s. It tells the story of how a group at clear risk of exclusion decides to create their own code and environment, aware that the old social model prevailing at the time systematically rejects
Organisational anchors
Right now we can say that all companies are reorganising departments, evolving roles and structures or redirecting projects (or all of them at the same time). While it is great to assume as business as usual a state of continuous iteration, where nothing is set in stone
Sleeping with the enemy
In recent years I have been observing a curious behaviour in certain companies, especially those that are still mentally stuck in the 90s (however “digitalised” they may be). Each and every one of them embark on “brand transformation” processes only from the
The power of small
A couple of weeks ago, in one of my sessions, the GM of a tech company told me that her absolute priority was to keep her team to no more than 30 people in order to maintain simplicity at all levels and to leverage the full potential of her people to contribute.
Productivity belongs to the 20th century
This morning I was shocked after reading this article (thank you, Eduard Scott!) which explains that, in a paranoia to control productivity, Spain is the European country where most companies have installed surveillance software to monitor
Fake organisations
A few months ago I had four hr colleagues participating at the same time in a recruitment process for the role of People Director of one of the sexy companies of the moment, you know: cool image, elegantly rebel, emerging and very promising sector. I suppose that we, HR people,
