How dangerous can paradigms be in a crisis?

Can an industry-wide paradigm lead to business blindness? Under what conditions has a paradigm developed?

If you think about costs too late, you ruin your company. Those who always think about costs too early kill creativity. Cost-cutting measures must be taken when you are earning a lot of money. Once you're in the red, it's too late. Many years of experience can sometimes narrow the view. There are people who think they know the bird very well because they have seen the egg from which it crawled out.

Sometimes you have to pull out trees to see if the root is still there. After many years of the paradigm of uncompromising outsourcing of all functions, we realize after many projects that this way has to be decided anew in every case and has to be checked at regular intervals for its still existing advantages. Paradigms must not be retained for convenience.

Contextual intelligence - using Brazil as an example. What is Brazil's profiling and thus the implications for your business in the country? Brazil vs. India - a vivid example of how important it is to decipher and interpret cultural and contextual intelligence.

We, our clients' employees, and employees of companies we know tend to spend between 3.5 and 4 days per month in meetings and video conferences (strategy meetings, coordination meetings, conference calls, video calls). This corresponds to about 20% of the effective working time per month. Most meetings are mostly just a rehash of things we all actually already knew. To achieve an efficiency effect we had to change the workflow in the new project missions. So if it should be true that a lot of meetings are just a rehash of long known things, this coordination should be replaced by asynchronous updates and tasks. And this is where collaboration tools come into their own.

The outbreak of the Lava-Jato crisis in Brazil threatened the future of a second generation family business, which manufactures machinery and plant for the oil and gas industry.

When the corruption cases first broke, management took immediate steps to mitigate the impact. As well as taking advantage of new construction projects to maintain production platforms in the Atlantic, the firm sought the help of iManagementBrazil Ltda., to reorganize the business and deliver a transformational change project.

Just over 10 days ago, we received a survey sent to us by a renowned consultancy. A few hundred companies in Brazil participated in the survey, which was conducted between the mid-Q1 and the middle of Q2 2022. Data which immediately and then surprisingly catches the eye are: … .

Even before the pandemic, the proportion of issues relating to the digitization and automation of processes in our reorganization and transformation projects in Brazil was increasing. Now the pandemic has changed a lot, and some things will certainly return to the way they were before. But what has definitely changed is the buying behavior in the B2C, as well as the B2B area. So how will the change in buying habits affect retail and services in the post-pandemic period in Brazil?

As it has been common practice for several years, in the last quarter of 2021 we have also worked together with some clients in their process of revising the business plan and the possible scenarios to set up an outlook on Brazil 2022. This time there were six companies from the sectors automotive suppliers, engineering oil and gas, mining, B2B startup and a local coffee shop franchise group. The national origin of the companies was from Brazil, France and North America.

But to make a powerful decision, we turn the data into information. Our 360-Degree Program is not only so useful for your company because it contains a new insight, but because it covers all areas that need to be considered. Your data becomes information, we answer questions, we create a profound information basis.

Thus, over the course of 2020/21, we clearly state that we as iManagementBrazil are committed to a purely partner-based model for the future. Partners can only be the founding partners as well as associated partners. And there should be deliberately few professionals. Our customer structure is clearly more international. Those who know us from projects know that we are always keen on turning your data into information. This philosophy is part of the DNA of iManagementBrazil. One of our strengths was and remains the so-called Data Design.