{"id":17558,"date":"2013-08-09T14:51:00","date_gmt":"2013-08-09T14:51:00","guid":{"rendered":"http:\/\/novosite.stratec.com.br\/gestao-de-processos-vinculado-a-gestao-estrategica\/"},"modified":"2026-02-24T15:00:06","modified_gmt":"2026-02-24T18:00:06","slug":"gestion-de-procesos-vinculada-a-la-gestion-estrategica","status":"publish","type":"post","link":"https:\/\/actiosoftware.com\/es\/blog\/gestao-de-processos-vinculado-a-gestao-estrategica\/","title":{"rendered":"Gesti\u00f3n de procesos vinculada a la direcci\u00f3n estrat\u00e9gica"},"content":{"rendered":"

Sepa c\u00f3mo el uso de indicadores de procesos puede ayudar en gesti\u00f3n estrat\u00e9gica<\/strong> de su empresa y en la b\u00fasqueda de la mejora continua.<\/h2>\n

En el contexto actual de alta competitividad y la necesidad de tomar decisiones estrat\u00e9gicas muy r\u00e1pidamente, las empresas tienen que no solo monitorear sus resultados operativos, sino tambi\u00e9n garantizar su alineaci\u00f3n con la estrategia empresarial. Esta gesti\u00f3n estrat\u00e9gica necesita ser llevada a la pr\u00e1ctica de manera que asegure el \u00e9xito de la compa\u00f1\u00eda, utilizando correctamente los sistemas de evaluaci\u00f3n y control de la estrategia, as\u00ed como un monitoreo constante y reevaluaci\u00f3n de la operaci\u00f3n de la entidad u organismo p\u00fablico.<\/p>\n

Para tal, es preciso definir un panel de indicadores (parte importante de la gesti\u00f3n estrat\u00e9gica), que pueda proporcionar informaci\u00f3n importante para la mejora continua de los procesos de la organizaci\u00f3n. Para Almir Mendes, director de AMCorpBrasil, la frase de Deming lo define todo: \u201cNo se gestiona lo que no se mide. No se mide lo que no se define. No se define lo que no se entiende. No hay \u00e9xito en lo que no se gestiona\u201d, cita. \u00c9l explica que sin indicadores, no se tiene condiciones de gestionar una organizaci\u00f3n. \u201cEs un elemento esencial en cualquier organizaci\u00f3n para facilitar el proceso de toma de decisiones. Para gestionar la organizaci\u00f3n, sea esta privada o p\u00fablica, es necesario que los gestores tengan un panel de instrumentos, y en \u00e9l, un conjunto de indicadores monitoreando el desempe\u00f1o e indicando el camino a ser seguido\u201d, revela.<\/p>\n

Seg\u00fan Renan Chagas, director de Grow up Consultoria e Gest\u00e3o Empresarial, \u201cel indicador est\u00e1 directamente relacionado a una meta a ser alcanzada, es como usted mide\u201d, refuerza. Seg\u00fan Chagas, es el indicador quien revela si la compa\u00f1\u00eda alcanz\u00f3 o no la meta y cu\u00e1nto falt\u00f3 para alcanzarla.<\/p>\n

La medici\u00f3n de resultados debe proporcionar a la empresa informaci\u00f3n \u00fatil y r\u00e1pida para una toma de decisiones m\u00e1s asertiva, ayudando a definir prioridades y a dirigir los procesos a todos los niveles, desde la alta direcci\u00f3n hasta el nivel operativo. Por eso, la creaci\u00f3n de indicadores debe ser cuidadosamente pensada para que reflejen realmente lo que la empresa quiere monitorizar. Seg\u00fan Chagas, a la hora de crear un indicador hay que entender la relaci\u00f3n causa-efecto. \u201cCrear un indicador de resultado, directamente relacionado con un objetivo, es m\u00e1s f\u00e1cil porque medimos el resultado final. Pero imaginemos que tengo un objetivo de volumen de ventas. Entonces necesito un indicador de tendencia. Por ejemplo, si tengo un historial que muestra que necesito hacer 100 visitas para hacer 10 ventas, tengo que controlar el n\u00famero de visitas para predecir el n\u00famero de ventas. A partir de esta previsi\u00f3n, se puede hacer un seguimiento incluso antes de tener el resultado final\u201d, explica.<\/p>\n

Mendes completa diciendo que la primera cosa a ser tomada en consideraci\u00f3n para crear un indicador es que ellos tienen que mostrar aquello que realmente t\u00fa quieres medir en el proceso o en el proyecto. \u201cDebe haber una consistencia en los indicadores, en el levantamiento de ellos y en la aplicaci\u00f3n de ellos. La primera cosa es la consistencia. Para que despu\u00e9s, con esa informaci\u00f3n t\u00fa puedas tomar la decisi\u00f3n\u201d, afirma.<\/p>\n

Es natural que los indicadores tambi\u00e9n pasen por una curva de aprendizaje, donde se puede probar su adherencia y su eficacia, para poder ajustarlos a lo largo del tiempo. Chagas alerta que no existe un n\u00famero correcto de indicadores a ser aplicados, esto depende de cada tipo de negocio y del modelo de gesti\u00f3n elegido. \u201cEl n\u00famero de indicadores depende del mapa estrat\u00e9gico de la organizaci\u00f3n. Trazando el mapa estrat\u00e9gico, los objetivos, ah\u00ed s\u00ed es posible definir los indicadores. Nosotros recomendamos, como m\u00ednimo, un indicador por objetivo estrat\u00e9gico\u201d, reitera.<\/p>\n

La creaci\u00f3n y medici\u00f3n de los indicadores traen consigo algunos desaf\u00edos, como la definici\u00f3n de los indicadores que mejor se adaptan al negocio, la dificultad de medici\u00f3n, la ruptura de la barrera cultural, entre otros. Para Mendes, el mayor desaf\u00edo es vencer la cultura organizacional. \u201cLo m\u00e1s dif\u00edcil es cambiar la cultura. En varias organizaciones en las que estuve implementando el panel de indicadores, incluso a nivel de direcci\u00f3n la preocupaci\u00f3n era: \u00bfahora van a estar viendo todo lo que hago en la empresa? Entonces tienes que explicar que no, que el enfoque est\u00e1 en mejorar los procesos de la organizaci\u00f3n\u201d, comenta.<\/p>\n

Chagas concorda que a cultura organizacional \u00e9 o maior desafio. \u201cNa minha opini\u00e3o, o desafio est\u00e1 na maturidade e disciplina do grupo de gestores para fazer a gest\u00e3o dos indicadores por meio de uma an\u00e1lise cr\u00edtica. Mais que mensurar, \u00e9 importante sentar periodicamente para analisar esses indicadores e pensar em melhorias. Falta essa disciplina nas organiza\u00e7\u00f5es. H\u00e1 uma tend\u00eancia em ficar no operacional e esquecer de fazer essas reflex\u00f5es sobre a estrat\u00e9gia da organiza\u00e7\u00e3o\u201d, afirma.<\/p>\n

En l\u00edneas generales, los indicadores por s\u00ed solos no tienen todas las respuestas para la gesti\u00f3n estrat\u00e9gica de la empresa, pero la uni\u00f3n de diversos indicadores, monitorados simult\u00e1neamente, es lo que compensa las deficiencias y genera un monto de informaci\u00f3n satisfactoria para la evaluaci\u00f3n de los rumbos de la organizaci\u00f3n, sea ella p\u00fablica o privada. La mejor manera de organizar estos indicadores y visualizar las respuestas que ellos traen es reuni\u00e9ndolos en softwares que registran y guardan la informaci\u00f3n en un ambiente informatizado, favoreciendo la recolecci\u00f3n de datos y generando un historial del recorrido de la organizaci\u00f3n.<\/p>","protected":false},"excerpt":{"rendered":"

Descubra c\u00f3mo el uso de indicadores de procesos puede ayudar en la gesti\u00f3n estrat\u00e9gica de su empresa y en la b\u00fasqueda de la mejora continua.<\/p>","protected":false},"author":22,"featured_media":16884,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"content-type":"","site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center 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