ISSN Electrónico: 2500-9338
Volumen 23 N°3
Año 2023
Págs. 121 – 133
STRATEGIC DIAGNOSIS AND AGILE
METHODOLOGIES AS A MANAGEMENT AND ORGANIZATIONAL DEVELOPMENT TOOL FOR SMES IN VUCA
SCENARIOS
Harold Steve Lora Guzmán.[1]
Enlace
ORCID: https://orcid.org/0000-0001-6945-0999
Diego A. Cardona-Arbeláez.[2]
Enlace
ORCID: https://orcid.org/0000-0002-9123-0156
José Morelos-Gómez[3]
Enlace
ORCID: https://orcid.org/0000-0002-0334-0575
Fecha
de Recepción: 7 de mayo de 2023
Fecha
de Aprobación: 25 de septiembre de 2023
Abstract
In the
post-pandemic era, it is characterized by the decrease in covid-19 infections
and the economic reactivation of the different sectors that make up the
economy. In this sense, it is important to identify the responses of the sector
of small and medium-sized enterprises called SMEs, given the importance that
these have in generating economic and social development. This new scenario
with its characteristics and particularities will analyze those strategies that
organizations have in a VUCA Environment, an English acronym made up of four
terms that are: volatility, uncertainty, complexity, and ambiguity that applied
in the field of administration could be useful to recognize the most
appropriate strategy that companies could apply. This documentary review
document in the field of economic reactivation, validates the importance of the
context study, strategic direction, human talent, and agile methodologies as
tools for decision-making in SMEs immersed in this type of context.
Keywords: Economic reactivation, strategies, VUCA,
organizations.
DIAGNÓSTICO ESTRATÉGICO Y METODOLOGÍAS ÁGILES
COMO HERRAMIENTA DE GESTIÓN Y DESARROLLO ORGANIZATIVO PARA PYMES EN ESCENARIOS
VUCA
Resumen:
En la era post
pandémica, se caracteriza por la disminución de los contagios de covid-19 y la
reactivación económica de los diferentes sectores que conforman la economía. En
este sentido, es importante identificar las respuestas del sector de las
pequeñas y medianas empresas denominadas PYMES, dada la importancia que éstas
tienen en la generación del desarrollo económico y social. Este nuevo escenario
con sus características y particularidades analizará aquellas estrategias que
tienen las organizaciones en un Entorno VUCA, acrónimo inglés compuesto por cuatro
términos que son: volatilidad, incertidumbre, complejidad y ambigüedad que
aplicados en el ámbito de la administración podrían ser útiles para reconocer
la estrategia más adecuada que podrían aplicar las empresas. Este documento de
revisión documental en el campo de la reactivación económica, valida la
importancia del estudio del contexto, el direccionamiento estratégico, el
talento humano y las metodologías ágiles como herramientas para la toma de
decisiones en las PYMES inmersas en este tipo de contexto.
Palabras clave:
Reactivación económica, estrategias, VUCA, organizaciones.
DIAGNÓSTICO ESTRATÉGICO E METODOLOGIAS ÁGEIS
COMO FERRAMENTA DE GESTÃO E DESENVOLVIMENTO ORGANIZACIONAL PARA PMES EM
CENÁRIOS VUCA
Na era
pós-pandemia, é caracterizada pela diminuição das infecções por covid-19 e pela
reativação econômica dos diferentes setores que compõem a economia. Nesse
sentido, é importante identificar as respostas do setor de pequenas e médias
empresas denominadas PMEs, dada a importância que estas têm na geração de
desenvolvimento econômico e social. Este novo cenário, com as suas
características e particularidades, analisará as estratégias que as
organizações têm num ambiente VUCA, um acrónimo inglês composto por quatro
termos que são: volatilidade, incerteza, complexidade e ambiguidade que,
aplicados no campo da administração, podem ser úteis para reconhecer a
estratégia mais adequada que as empresas podem aplicar. Este documento de
revisão documental no domínio da reativação económica valida a importância do
estudo do contexto, da direção estratégica, do talento humano e das
metodologias ágeis como ferramentas para a tomada de decisões nas PME imersas
neste tipo de contexto.
Palavras-chave: Reativação
económica, estratégias, VUCA, organizações.
1. INTRODUCTION:
Nowadays, the processes developed within
organizations have been subject to constant changes due to the way the
environment varies due to the presence of internal and external factors. This
type of scenarios affected by situations of uncertainty and volatility affect
the decision making process and have become part of the normality (Johansen,
2012) also considering that the outlook for the future is not seen as
favorable. Enumerating different reasons that support the above are associated
with the advancement of technology, the diverse cultures that converge in human
talent and the quick responses to problems of the internal and external
environment (Burchardt and Maisch, 2019), leads this to companies making
decisions that guarantee their permanence in these scenarios of constant
changes.
The SMEs have relatively flat work systems, with
few options for improvement, used to traditional work, little innovation, and
delayed decisions, which could cause little interest in current and new
clients. Given the above, it is considered peremptory the alignment of all
areas of the company to manage a change of strategy that helps to face the
changes of the environment through teamwork, leadership, discipline and a good
disposition to face the current environment (Giones, Brem and Berger, 2018).
One of the aspects to be considered in the research
and which is established as the main factor of analysis in the process of
economic reactivation, is the uncertainty experienced in terms of the external environment
due to its VUCA characteristics, the term describes volatile and complex
scenarios that make decision-making difficult given the four characteristics
that identify them, generating difficulties in the choice of strategy and the
behavior of individuals for their operationalization (Diaz, 2021). The
difficulty of these scenarios given their volatility challenges managers and
executives in terms of decision making given that the situations of the
environment are presented as interdependent, interrelated, adaptable in the
passage of time among other aspects (Torralba, 2019). The following figure 1,
explains the VUCA tool in more detail:
Figure 1. Conceptual
Matrix about VUCA.
Source: https: Campbell Macpherson (2017) 'The Change Catalyst: secrets to successful
and sustainable change” Available: https://www.changeandstrategy.com/leading-in-a-post-brexit-vuca-world/vuca/.
This new environment that emerged with the COVID 19
pandemic is characterized by uncertainty, complexity and ambiguity, and
therefore establishes new proposals and perspectives to face it from a vision
of a new challenge and not to face it as an adversity. Benner and Lemoine
(2014) propose VUCA environments as a matrix where two axes converge; the first
one associated with the knowledge of the situation of the environment and the
second one what the author calls predictability "degree of certainty of
the outcome of the strategy and action plans" that you develop.
George (2017) considers that traditional management
techniques and methodologies do not fully cover the amount and complexity of
the changes that occur because of the above, executives and managers should
lean even more towards foresight and mitigate the use of strategic
planning. Regarding
Nandram & Blindlish (2017) state that these are a challenge for companies
since they allow them to identify new strategies developed through shared
leadership and a collaborative culture.
About the
strategic planification
According to Tarzijan (2008), the historical
conception regarding the development of the strategic planning concept is
analyzed from four fundamental items. The first historical milestone dates back
to the 1920s called financial planning, the analysis of the second milestone
corresponds to the development of different strategies that sought to ensure
the continuity of the organization in the long term "long term financial
planning", stage three has as its main objective the analysis of the company
as a whole as well as the environment, which is known as unified strategy
(Gómez et al., 2020).
Tarzijan (2008) states that the fourth milestone
contains a series of essential characteristics such as knowledge and
organizational learning, as well as the internal and external diagnosis, the
economic sector in which the business is developed and the competitive position
of the organization in it. The organizational diagnosis (internal and external)
is developed by analyzing strengths and weaknesses, as well as opportunities
and threats. Several authors provide different methodologies, tools and
instruments that help in the elaboration of the organizational diagnosis and
the generation of contingent actions, among which are Ansoff (Ansoff matrix),
Porter (five forces model), Schwartz (scenario analysis), Andrews (SWOT
matrix), among others.
With respect to the strategic management model or
the logical sequence for the implementation of strategic planning at the
organizational level, different authors propose it from three fundamental
stages such as formulation, implementation and follow-up or control.
About the
foresight.
The study of foresight has awakened greater interest in governments,
states, companies, managers, academics and consultants in general, given the changing
environments and uncertainty as a fundamental characteristic of these. For its
study, two lines of thought can be distinguished, namely the French and the
North American schools; the first with greater acceptance and influence in
Latin American countries and part of Europe, commonly known as strategic
foresight, and the second, the North American school of great importance for
the Anglo-Saxon world, establishing its theories towards what is known as
futurology. Lora Guzmán, H & Jaraba Narváez, C.A (2018).
Foresight or planning based on the creation of scenarios originates
from the 40's own of the Second World War and from the military field, as a
managerial tool dates back to the 50's given the contributions of Kahn
(Chermack, 2001). Theoretical models were later developed by Dubin, Lynham and
Van de Ven, among others (Chermack, 2005) (see Table 1), the most popular being
the one developed by Dubin, given his analysis of the environment for the
development of a hypothesis (Storberg-Walker, J. 2003)
Table 1. Methods who
contributed in the construction for the theorization of scenarios
Method |
Authors |
Year |
Method for
theoretical development in 8 steps |
Robert Dubin
[17] |
1969 |
General
method |
Susan A.
Lynham [18] |
2002 |
Diamond model |
Adrew Van de
Ven [19] |
2003 |
Source: Vergara et al (2010). La planeación
por scenarios: Revisión de conceptos y propuestas metodológicas.
About Dubin's Method, the following figure 2, explains each of the parts
with their corresponding phases for the development of the proposal indicated.
Figure 2. Dubin's method for theory developmentin eight steps
Fuente: Vergara
et al (2010a, 2014b). La planeación por escenarios: Revisión de conceptos y
propuestas metodológicas.
On the other hand, authors state that scenario
planning is a constituent part of strategic planning, sharing ways of working,
methods and tools that contribute to the management of uncertainty in future
scenarios. Lingreth (2003) Godet (2003) Gale (2010). From a broader conception
of the concept of scenario planning, authors such as Peterson, Carpenter and
Cumming (2003) propose the interpretation and analysis of scenarios and their
different edges as a way to explore and mitigate uncertainties of the company
for relevant decision making. this possibility of establishing different future
options in which their uncertainties are observed is one of the most important
exercises when developing a scenario. Ringland (2003).
Taking into account the alternative strategies and
the different tools used in the management of the manager in VUCA environments
in markets and economic sectors, companies aim at the assessment and choice of
a strategy that allows them to better face the changes supported by
technologies, self-managed work teams, and the implementation of prospective
studies (Del Río-Cortina, 2021). For Mintzberg, strategy is a guideline that
unites the company's goals, policies and objectives and establishes the logic
in which actions are sequentially operationalized to achieve what is desired (Labarca,
2008). The author divides the term into five aspects that he considers
fundamental to the strategy as plan, action guideline, perspective, position
and pattern (Briola, 2007).
Briola (2007) based on the aspects considered by
Mintzberg deepens the concepts in the following way strategy as a plan denotes
a series of steps to follow and achieve particular objectives, as a pattern of
action development of actions to get ahead of the competition. Establishing a
strategy as a pattern implies the path or route followed by the company in the
environment in which it interacts; using the term as a position allows to
define the competitive profile of the company in the industry and in the
competitive environment in which it operates and finally the strategy as a
perspective is the subsequent positioning of the organization in its
competitive environment.
One of the most widely used tools in the creation
of scenarios is known as the Schwartz (1991) axes, a well-known futurist from
the United States. According to the methodology for the use of the tool, the
first thing to do is to make a Cartesian plane; the vertical axis is called the
axis of importance and the horizontal axis is called the axis of uncertainty.
The intersection of both axes denotes four quadrants (++,+-,--, -+) each with
its own characteristics that describe the possible scenarios for an
organization
Strategy
towards human talent management.
The influence of technology in the period of
knowledge management as a result of changes in the world economy, globalization
and VUCA environments lead organizations to establish differentiating elements
to increase their competitive advantage. Due to the above, human talent
continues to be considered the most important asset in companies and the main
generator of competitive advantages Lora, H., Castilla, S. and Góez, M. (2020).
Dabbah (2003) defines globalization as an interaction of economic links between
two countries establishing a series of steps that facilitate a growing
integration of their economies, generating interdependence in aspects such as
economic, political, social and cultural.
Taking into account this interdependence, companies
are forced to develop different ways of working accompanied by emerging
strategies and thus identify competencies at the business level to ensure the
continuity of the company in this type of environment, which is why it is
necessary to improve processes and procedures to improve the quality of the
products offered in the market (Miranda, 2012).
Competency-based management promotes a change in
the administrative and human talent management processes considered as
traditional. The administrative direction and management becomes an exercise of
identification and development of attitudinal and aptitudinal competencies that
are in line with the strategic objectives of the company Lora, H., Castilla, S.
and Góez, M. (2020).
Given the
above, competency management is defined as a process (Rubio, 2015). The UPF
organization (Barcelona Scholl of management) defines this management model as
"a process that facilitates the identification of people's capabilities
that can be measurable and identifiable to perform a position" Miranda
(2012) considers that competency management is associated with organizational
behavior that consists of "identifying abilities, skills, knowledge and
attitudes of human talent to achieve the company's goals."
Unlike the previous authors, Alles (2002) define
competency management as part of the strategic direction, establishing it as
"an administrative model that gives companies the capacity to align their
objectives with the organizational strategy and the human talent that
integrates it" as a management method, it is intended to evaluate the
positions with the competencies to be developed by the employee (generic and
specific) as well as the skills necessary for the best performance of the
collaborators.
About
Agile Methodologies
The
beginnings of strategic planning date back to the 1960's with Chandler, Andrews
and Ansoff. Managerial management was based on anticipating the requirements of
the operation through planning that was expected to work. the administrative
exercise was evaluated based on the presentation of reports, diagrams, among
others (Nishijima and Dos Santos, 2013).
However,
faced with the different dynamics presented by VUCA environments organizations
using traditional methodologies respond more slowly to corrections or
adjustments in the following stages (Göksu, 2018), in addition, those companies
working under the project methodology use a lot of documentation at the
beginning of the project which can generate problems in a dynamic environment
(Collyer et al., 2010),
Agile
methodologies initially became known in software development and were
documented in the Agile Manifesto (Beck et al., 2001) establishing four values
and twelve principles of vital importance for its development. Since its birth
eta methodology has been studied for its adaptation and use in organizations;
de Souza Bermejo et al. (2014) identifies the profiles of companies with this
type of models and considers that they have higher achievements, self-managed
teams, better communication systems with customers and a dynamic organizational
culture. Pikkarainen et al. (2012)
managed to raise the key success factors and how this type of agile models
should be implemented in software companies, emphasizing the process and
implementation.
Emphasizing
the implementation of the methodology in SMEs, Yepes, Pardo and Gómez (2015)
consider that the possibilities of failure of this type of models are related
to lack of commitment, poor understanding of the methodology, empowerment of
staff. given the above, they recommend achieving an organizational culture that
fully internalizes the methodology in the organization and work teams, adapting
them to the characteristics of the environment.
VUCA environments have become a challenge for small
and medium-sized industries since they imply a dynamic of changes within the
organization, as well as decision making in order to maintain their levels of
competitiveness and productivity in the industry and the economic sector to
which they belong. These new scenarios lead to understanding a series of
factors that have an impact on the business environment and the internal
dynamics of the organization. SMEs in
the manufacturing sector are much more affected by the changes in the
globalized environment given the effects of the COVID-19 pandemic on the world
economy, which leads to the definition of a series of strategic actions linked
to a much more dynamic leadership, the creation of self-managed teams,
knowledge management, as well as strategic direction and foresight tools. In
the interviews conducted with managers of small and medium-sized industries, a
lack of knowledge of VUCA environments and foresight tools and scenario
analysis was observed, which means that the action plans established to relate
to the environment do not make any difference, given the new characteristics of
uncertainty in the new competitive scenarios.
The implementation of agile methodologies in SMEs
presents some gaps within which the organizational culture, resistance to
change, little management commitment are identified. It is concluded that
before starting the implementation of an agile methodology in an SME, the
organizational structure should be adapted to facilitate the implementation of
the model.
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[1]
PhD in Culture and Education, PhD in Social Sciences, Mention in Management,
Msc. Business Development, Mg Education. Production and quality engineer.
Professor at the University of Cartagena and the University Libre of Cartagena.
E-mail.: hlorag@unicartagena.edu.co;
harolds.lorag@unilibre.edu.co
Cartagena, Colombia,
[2]
Master in Business Development. Professor at the University of Cartagena.
E-mail: dcardonaa@unicartagena.edu.co;
Cartagena, Colombia
[3]
PhD in Social Sciences, Management, Director of the Master's Program in
Organizational Management, University of de Cartagena. E-mail:
jmorelosg@unicartagena.edu.co, Cartagena, Colombia.