In the second half of 2020, companies’ expectations were mainly focused on recovering “normality.” For example, in Spain, and according to data from the INE (National Statistics Institute), only 20% of companies have thought about implementing actions to transform their business model. Currently, 81% of the 538 executives who participated in this study say that the transformation of their business models and their sectors “is already underway.” This transformation will pose enormous challenges to organizations and their leaders, and for which most of the companies surveyed think they are culturally unprepared.

According to McKinsey¹, organizations that are best prepared for the future share three characteristics:
• They know who they are and what they exist for.
• They operate on the basis of agility and simplicity.
• They grow through their ability to learn, innovate, and leverage the best ideas.

We know that transformation is inexorable and that only organizations that can adapt to the new environment will survive—undertaking with determination and agility the transformation of their business model, culture, leadership model, and with it, their Talent Value Proposition (TVP).

We agree that, in the current context, technology becomes both a changing and empowering factor, while the human dimension of the organization represents, this time for real, the great competitive advantage. This is supported by a talent that is curious, that learns, that thinks for itself, that creates and that decides. The moment of truth focuses within the virtual triangle “Culture, Leadership and Talent”.

At Kingsley Gate Partners, we often hear many top executives asking themselves the same questions: Why don’t I have the people I need? Why don’t they want to come to my company? Why are they leaving? Why do I have so much trouble finding the talent I need? Why are young people so “volatile”?

To answer these questions, we decided to conduct an extensive study aimed at uncovering how we are perceiving the transformation that is taking place in our Business Models, Culture, Leadership, and Talent Value Proposition. We are convinced that each of the more than 500 senior executives consulted possess the knowledge—conscious or
detected—that allows us to build a valuable state-of-the-art diagnosis per the aforementioned conditions.

¹Organizing for the future: Nine keys to becoming a future-ready company – McKinsey, January 2021