About the Organization

  • Real estate and construction company with more than 50 years of experience in the field and with an important presence in Chile, from Antofagasta to Puerto Montt.
  • During this time, the company has built more than 50,000 homes throughout the country. It currently has more than 30 projects in the development and commercialization stage.
  • It is composed of a multidisciplinary team of more than 3,000 collaborators, including professionals, technicians and workers on site.

 

What was the challenge?

  • Consolidate a unified understanding of the Pocuro culture through the assessment of current and future organizational capabilities for the success of its strategic challenges, working directly with the executive team (General Manager and direct reports).
  • Define the vision of the team, grounding values, behaviors and identifying the gaps to be covered in order to achieve this vision.
  • Involve the viewpoint of Regional Managers, integrating their role and leadership in the work of executive alignment around current and future organizational capabilities to be developed.

 

What was achieved?

  • Organizational diagnosis from a critical perspective for decision-makers
  • Appropriation of the diagnosis and self-analysis by the executive team regarding its own team dynamics.
  • Construction of a team vision regarding the being and doing of the organization in the face of the current and future challenges of the business.
  • Prioritization of current and future organizational capabilities to be developed
  • Alignment in values and behaviors to favor team vision and the development of organizational capabilities.
  • Setting up team practices to facilitate trust, communication and collaboration

 

"Thanks to the initial diagnosis, the executive alignment process made it possible to generate awareness in the team that there were issues on which it was necessary to agree and define certain operating parameters to facilitate the achievement of objectives."

 

What lessons were learned?

  • The importance and value of the team involved being the ones to take ownership of the diagnosis and internalize it in order to act on it.
  • Recognize the value of having difficult conversations and being able to be uncomfortable in order to advance the consolidation of the team and its goals.
  • Although the alignment work is results-oriented, we must not lose sight of the importance of the process, being flexible with respect to the needs that emerge from the team itself.
  • Keep the General Manager closely informed, a participant but at the same time a sponsor of the work performed.

 

"I value the flexibility and dedication of The Change Lab team to adapt to the demands of our culture and adapt their way of working to our requirements."