Structuring management methods in an organization is a process that impacts its internal routines, leading to changes in strategy and even cultural values. An organization with low management maturity exhibits a series of deficiencies, lacks well-structured routines, and has very informal communication processes between departments.
In teams with inadequate training, managers often fail to monitor processes to establish a work routine. Goals, when they exist, are not met or justified. Recognizing these disadvantages within the organizational structure already requires a certain maturity, however, implementing change processes demands greater maturity.
Having software that assists in management and performance processes is an important tool, as it takes on the role of organizing goals and routines. However, when implementing the software, the organization needs to commit to the practice of using it and following the established guidelines.
The consultant, in the role of an educator within the organization, assists in understanding that software is a tool, a means for the organization to achieve strategic maturity, provided there is agreement and change in the institution's structure and culture.
According to Sol Sánchez, national manager of channels and partnerships at Stratec, the software aids in the implementation of strategies created by consultants, as the organization's employees do not yet have the culture to execute these strategies. “The entire part about alerts, showing through notifications where the problems are, makes the software contribute much more than old spreadsheet methods,” she says.
The task collection process often causes discomfort between managers and collaborators, in addition to requiring time spent in excessive meetings. With the adoption of the tool, this role is delegated to the software. The due follow-up by leadership continues, but the essential routine is now requested via the tool. Misunderstandings often arise between different departments when a manager from one area needs to collect from a collaborator in another, as the workflow requires one to complete the work so the other can proceed. The use of the tool eliminates this need for confrontation and avoids discomfort between teams.
For Sánchez, one of the great advantages of using the software is uniting the consultant's knowledge and work with the tool. This way, they can be sure that the billing is being carried out, and through an automated process, since in daily work the employee often gets lost in the workflow.
With the feedback through the complete, the consultant has an easier time demonstrating that their strategy is being well implemented.
A strategic management maturity model begins with the organization's recognition of process inefficiencies. This is the first step for the consultant to apply their knowledge and define a strategy, and software is the ideal tool for executing and maintaining the method.
