August 16, 2024 • 20 mins
En este episodio del Programa Mérida a las 7, que se emite todos los días jueves a las 8:00 am en la Ciudad de Mérida Yucatán en 89.3 FM Radio Mundo, el Top Linkedin Influencer en Estrategia de Negocios y gestión empresarial Eduardo Cerezuela, es entrevistado por los locutores David Moreno y Alberto Escalante acerca de un caso exitoso de consultoría empresarial, donde Eduardo revela que herramienta utilizó para lograr enfoque empresarial y sinergia de los equipos de trabajo, liberando horas de trabajo importantes que contribuyeron a que un empresario recuperara su vida familiar.
Además y como resultado complementario, esta herramienta fue el puntapié inicial para que las ventas se triplicaran en 5 años y la empresa se volviera internacional, liberando el empresario de actividades que no añadían valor al negocio y generando espacios vitales para dedicarse a estrategias de crecimiento e internalización.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:05):
for being with us this Thursday, August 15, 2024. And like all 3 00:00:15,700 --> 00:00:23,640 Thursday, we are happy to greet our good friend Eduardo Cerezuela, top voice on
LinkedIn, an expert in business strategy and business management, which is currently located
(00:28):
somewhere in Mexico. Now he will tell us where if he wants. We greet you with
a pleasure to meet you. Eduardo, how are you? Can you hear us? Good morning. Hello, dear David 7 00:00:41,160 --> 00:00: 44,880 and Armando. How are you? How are things over there? Can you hear me well? Very good, very good,
very good. Eduardo, nice to meet you. So tell us. What are you going to talk to us about today?
(00:49):
You always bring us exciting things related to the business world. Yes,
I'm walking here in the north enjoying 43 degrees in temperature, a beautiful climate,
exciting. But Well, they are different heats, aren't they? The one from the southeast and the one from the northeast. I crossed
(01:11):
the whole country. From the southeast, I went to the northwest. And I was thrilled. Here, People are also.
super nice. It's an experience. Always coming here to the northwest is a wonderful
experience. You have to see the service, people, and kindness. It is beautiful to be 15 00:01:31,240 -- > 00:01:37,200 Here. When they welcome you like this, it's spectacular. But it's like he's with you all the time,
(01:37):
You see? So you don't miss us. That's right. Very well, Eduardo.
And what are you talking about today? Tell us. Look, look, today I wanted to talk about a topic.
that I think is very interesting because it is a case that I had to experience with a 19 00:01:53,920 -- > 00:02:01,200 very young entrepreneur. I'm going to tell him the north later; I don't know if I'll dare to say the
(02:01):
company because it is a spectacular company. It is one of the ones I have loved the most, it is one.
of the most beautiful experiences. And it is in the north of the country. It is a third-generation company.
The grandfather started his work initially, and then the son developed.
the product, processes, and grandson made the company international today.
(02:29):
When I first joined the company, about 50 employees were there. 25 00:02:36,040 --> 00:02:43,120 We're not talking about a company with thousands of people. But they had
developed a compost between parts of its components, of its formula, it used the
(02:51):
rice husks, Right? And they created a spectacular product, and from that product, they began.
to replicate it with all-natural components, they began to achieve different results,
They started adding components for different agricultural products, right? Sometimes they made
(03:11):
apples last longer on the shelves, but all-natural products too. So
it required a double effort, a research and development department that when
I arrived. I had five people, and when I left when I was 25. When I arrived at the interview
with the owner, it was hilarious because he had his hair all over his head; he looked like he was
(03:36):
Hairs all tangled up like that, you see? He had eyes that were popping out of his head; he had a
face, as we say in Argentina, he had a big face, you see? Impossible to bear.
I went to the meeting with him, and he said, what do you think? Why don't you talk about yourself,
What do you think? I love to play golf, and I am also a spectacular golfer. I tried
(03:58):
to play golf, and I was always terrible, you know? With golf. That is, every time I went to
play golf, I left holes in the course, you see? So he didn't invite me anymore after that.
So, but he was an excellent golf player, you see? And then he would tell me, I
have to pick up the goods at six in the morning. Tomorrow to play on the golf course 42 00:04:16, 360 --> 00:04:21,880 only half an hour and I have to do all this mess and work until ten o'clock
(04:21):
at night, he told me. And all the effort I'm making. And yes, it was noticeable on his face,
Did you see it? The guy at that time was, I don't know, 37 years old, and he looked 62. Did you see that? So
I told him, well, look, if you trust our experience, what we told you, what
we have to offer, and you decide to take on this project, I guarantee that in about six
(04:47):
months you'll come to your company only once a week and if you feel like coming,
right? So he told me, well, a little incredulous at first, right? And then
I will tell you what we did, what happened, and the experience. Today, well,
the last time I heard he had two sons, you see, he went to the company already on time,
(05:12):
He played his golf game, and it was a beautiful experience. His company today has
more than 300 people, works in more than 20 25 countries and also has some products
that are spectacular. But for that, he had to learn to let go. This is something
(05:34):
that I wanted to talk about, which is that 90% of entrepreneurs have the same problem. Learning
to let go, I always say, if you want to be a pilot and a flight attendant at the same
time, you have to see how they handle turbulence. Imagine the passenger, right? If you are
on a plane where the same pilot wants to be the flight attendant, forget it; you are going to have a hard time
(05:58):
right? So, I told him, well, look, we're going to do this, and we did a diagnosis,
See. We're going to talk about the pilots now. Let's pretend that your company.
has a series of commands that we're going to put where you're going to visualize the company
(06:18):
in a series of commands, right? You're going to have to be there all day killing yourself, fighting.
with people, with suppliers, with customers. All you have to do is sit.
look at the important commands, monitor how you're doing, and correct the course
based on that. This sounds very easy, but it's not that easy, right? You have to
do you... This tool is used a lot everywhere, and it's used more often.
(06:47):
It's always, you see, not used well enough. But what was going on? In the nineties, in
the current era, thirty years ago, until this tool appeared, all
company indicators were financial, you know. It's like the only numbers that.
they looked at were only financial ones; it hadn't occurred to them to incorporate other measurements,
(07:13):
for example, measuring operational efficiency, commercial cycles, and other
things. They were all numbers, you know, financial. It was in 1990, for the first time.
that in 1992, two professors at Harvard University developed something
that they called the Corker Balance or management dashboard, where they presented
(07:38):
Their first articles were in the 1990s, and they talked about this tool, right? So, make
think that it's like generating a dashboard for companies where they can review the
most critical things for the company, right? For example, well, I don't know, I don't know about airplanes,
right? But you saw that in a car, it could also be the fuel, the oil, the
(08:02):
water level, tire pressure, well, things you can imagine, right? This can be
done in companies, and in fact, we did it. And the truth is, the experience was great.
because little by little, he began to let go; he realized that he could start to let go,
(08:23):
but it was a double task, on the one hand convincing him and, on the other hand, explaining how the
the tool worked for him and all his collaborators.
Is it a change of mind?Nationality, right, Eduardo? Yes, yes, yes. Look what you just said.
is the crux of everything because if they are not willing to let go, you see, as the saying goes, I mean,
(08:47):
I mean, well, look, if at some point you don't dare to raise your hand, you see, or
you are embarrassed to raise your hand so people can see you when you are asking for help,
raise your hand so the rescuer comes, and if you are embarrassed, then he will leave
enjoying the salt, you know. Do you understand me? That's what happened with a lot of
(09:09):
people, right? Some are out of pride, others out of ignorance, and they don't know about these tools.
which are super important because later, this determines a stress problem,
problems with the family, life is spent, you know, within the company unnecessarily.
Of course, Armando, I don't know if you have any comments. Well, I find this whole.
(09:34):
training sector is exciting. What do you see coming in this area? What do you see coming now, yes
in times like the ones we have today? Well, what I see is these two elements.
that are being incorporated in this tool that we implemented for this company, but
that are now helping a lot. One is artificial intelligence. I'm seeing that.
(10:00):
artificial intelligence is helping to build better databases, you see.
So, it handles the data better, the large amount of data, and keeps it updated.
and helps you select. The other is the importance; what I'm seeing is everything.
that is the environment, conservation of sustainability, and the environment. So,
(10:27):
they are all indicators that will now have to be incorporated. Also, I was told yesterday.
that according to international standards, now even accountants will have to make an update
to incorporate all the sustainability in companies in their measurements. So,
(10:47):
that is one of the trends that I see. Well, digitalization is added to artificial.
intelligence in these dashboards and why. Because artificial
intelligence can, given certain conditions, help you choose the best
indicators for companies. This is going to happen; it is inevitable. So, it's the job of
(11:09):
selecting the best indicators because it's the same as saying, well, what interests me
to buy a plane and control how many times it honks its horn? You see? Do you understand me?
These are things that don't make sense. Of course. Now, will this apply to all companies?
(11:30):
regardless of the size of the company? Look, there are things that you only need a few.
indicators. Depending on the company, the important thing is the ones you have to define
exactly, right? What indicators are you going to measure? That is, those who help you.
in management, right? Instead of asking for information. And for all the lines of business as well?
(11:56):
Huh? Sorry. And do they also depend on the company's line of business? Sure, exactly. Yes, yes.
For example, is it suitable for a company that is dedicated to distribution? For example, an
indicator that cannot be missing is the kilometers, you see? Now, if you were to con充er the kilometers
you can obtain certain indicators of the units based on these kilometers later.
(12:21):
For example, imagine that you have two or three companies that are dedicated to this sector, but
in different places. So, well, okay, I have so many maintenance costs and
suddenly, you see in one company that you say, oh, the maintenance cost here is double
then in the other. And yes, but it is twice as much as the other one, but suddenly you realize
the company travels more kilometers and spends more on spare parts and maintenance. 124 00 :12:47,760 --> 00:12:52,080 So, when you take it to the level of expenditure per kilometer, you realize that you even.
(12:52):
realize that the one that seemed more expensive ends up being more efficient. Do I explain? So,
a company of that type cannot lack that indicator. Now, to have that indicator.
that you need many times. First, you need GPS in the units, a system.
that takes it up and controls it and informs you, or you need a secure control
(13:14):
system that collects information day by day and builds a database so that
you can control it. What must be included is measuring that indicator in a company. Do you
understand? In a logistics company, how could you not talk about it? Even if you don't believe it,
there are small companies where one of their main activities is distribution, and they don't have
these measurement indicators. Do you understand me? Of course. Yes, because now everything
(13:38):
that is not measured, then now you have no way to improve it. Now, is there any
trend that has to do with human development from an economic point of view?
Yes, some trends have prevented the advancement of these tools here; what
(14:02):
we have to learn; I think that if we talk about human development, I think that what we
have to learn to let go. In Latin America, we have a problem; just as we overprotect our
children, and we find it hard to let go, right? They saw that in Europe, they were a little more independent,
sometimes in the United States, too, Latin Americans, obviously including myself, are like
(14:25):
more paternalistic, right? And we let go that we have… He leaves home, right? Yes,
so what happens? The same thing happens with companies, because for us Latin Americans.
companies are like our children, so sometimes it is hard for us to let go, right? So,
I say this. It's hard for us to let go. So, what do we have to
(14:50):
Learning is letting go and giving the necessary freedom by measuring some things, right?
For example, if I see that my son goes out all night and comes home at four in the morning
and... These are things that I'm going to start measuring. The point is not to measure them, do you understand?
It's looking the other way or not getting into the depth to measure these issues, and then you.
(15:17):
realize that you start having problems everywhere, but you never measure the things
that you had to measure, right? Now, what happens? What... Many times, there are specialists.
to measure this information so there can be more and more specialization in these
(15:39):
topics, you know? Armando, another thing that happens is that education is not only.
about the technical aspect, that's what I was referring to. Education also involves the
emotional, psychological aspect, right? Saying, well, I have things like controlling it. If you saw
(16:01):
that there is also… It's like saying, well, I have a baby caller here who is
crying, I hear him three rooms away and I hear him the same; I have him with
me, you can measure it without being stuck there all the time.
There are very memorable cases of people who have, but very few, broken the paradigms.
(16:26):
Imagine a business person redesigning his company based on the idea of paying.
his employees more. This has happened here in a notable case in Yucatan. I'll keep
I need to send the details to myself, but I might have more information. But yes, a businessman
who broke the paradigms because he said, I'm going to experiment by paying them a lot more to see
(16:48):
what's going to happen. The result was positive for the company.
Well, they are this, they are this, that's like you say, right? They are pair breaksenigma,
It's spectacular. These are the cases where one learns the most, right? I mean, because, alas,
These examples are not widely disseminated, but they are the cases where one learns the most, where
(17:13):
paradigms are broken. And sometimes you win, and sometimes you lose. But this is a very.
proven tool, it's a very proven tool. It works in four dimensions. He does the math,
looks for indicators related to finance. That is, what things in finance.
What does the company have to measure for? To make sure that shareholders can have
(17:34):
a return, right? Because sometimes many companies make a lot of money, sorry, they make a lot.
in the result, but they don't generate any cash flow. And there are companies that you say,
Oh, they earn very little in the result, but they earn much money in cash flow,
Right? So, what happens next? As the Americans say, cash is king; it is essential.
(17:55):
to say, well, let's see, how much? Let's make sure which indicators will help us measure
the company's financial performance so that shareholders can receive their
dividends. Second, the other dimension that works a lot is the customer dimension,
right? So, we look for the best indicators to measure customer satisfaction. Then,
(18:20):
the processes. The best indicators are sought to measure which are the key processes,
how they are executed so that these processes are executed more and more efficiently and generate
better customer satisfaction and, therefore, better shareholder returns. And also,
Another dimension is super important; it is the dimension of people and technology.
(18:43):
What does this mean? What resources do I have to have at the people level? How should I
motivate these people? What are you referring to, Armando? What indicators
of people satisfaction, of personnel, do I have to guarantee a level of
motivation necessary for processes to be executed well, for customers to be
(19:05):
satisfied and happy and to generate money for shareholders. There are four dimensions.
Technology is another vital resource because people cannot do
all the effort, you see, like a donkey, they also have to have elements to
be more productive. Sometimes, these are essential things. You have to learn to let go,
(19:30):
you see, you have to learn to let go. It is a matter of maturity in Latin America.
Yes, it is good. Well, unfortunately, we have to let you go, Eduardo, because our time has
run out. But as always, we thank you very much and hope to see you in the studio.
next Thursday. Yes, yes, God willing. I'll see you there in person.
(19:52):
Thank you for the space. I greet your audience and hope I have given them some direction.
today, as well, in this type of thing. Well, you can let go without worrying; there are tools.
that can help you a lot so that you can. You don't know how the life of this.
businessman changed. It was spectacular. Awesome.
Well, thank you, Eduardo. Have a good day.
(20:14):
Have a good trip, and come back. Thanks. Bye bye.
See you later. Good morning. Okay, so here's Eduardo
Cerezuela is the top voice on LinkedIn. A person, of course, very well-known in the field of
business and business training as well.
for being with us this Thursday, August 15, 2024. And like all 3 00:00:15,700 --> 00:00:23,640 Thursday, we are happy to greet our good friend Eduardo Cerezuela, top voice on
LinkedIn, an expert in business strategy and business management, which is currently located
(00:28):
somewhere in Mexico. Now he will tell us where if he wants. We greet you with
a pleasure to meet you. Eduardo, how are you? Can you hear us? Good morning. Hello, dear David 7 00:00:41,160 --> 00:00: 44,880 and Armando. How are you? How are things over there? Can you hear me well? Very good, very good,
very good. Eduardo, nice to meet you. So tell us. What are you going to talk to us about today?
(00:49):
You always bring us exciting things related to the business world. Yes,
I'm walking here in the north enjoying 43 degrees in temperature, a beautiful climate,
exciting. But Well, they are different heats, aren't they? The one from the southeast and the one from the northeast. I crossed
(01:11):
the whole country. From the southeast, I went to the northwest. And I was thrilled. Here, People are also.
super nice. It's an experience. Always coming here to the northwest is a wonderful
experience. You have to see the service, people, and kindness. It is beautiful to be 15 00:01:31,240 -- > 00:01:37,200 Here. When they welcome you like this, it's spectacular. But it's like he's with you all the time,
(01:37):
You see? So you don't miss us. That's right. Very well, Eduardo.
And what are you talking about today? Tell us. Look, look, today I wanted to talk about a topic.
that I think is very interesting because it is a case that I had to experience with a 19 00:01:53,920 -- > 00:02:01,200 very young entrepreneur. I'm going to tell him the north later; I don't know if I'll dare to say the
(02:01):
company because it is a spectacular company. It is one of the ones I have loved the most, it is one.
of the most beautiful experiences. And it is in the north of the country. It is a third-generation company.
The grandfather started his work initially, and then the son developed.
the product, processes, and grandson made the company international today.
(02:29):
When I first joined the company, about 50 employees were there. 25 00:02:36,040 --> 00:02:43,120 We're not talking about a company with thousands of people. But they had
developed a compost between parts of its components, of its formula, it used the
(02:51):
rice husks, Right? And they created a spectacular product, and from that product, they began.
to replicate it with all-natural components, they began to achieve different results,
They started adding components for different agricultural products, right? Sometimes they made
(03:11):
apples last longer on the shelves, but all-natural products too. So
it required a double effort, a research and development department that when
I arrived. I had five people, and when I left when I was 25. When I arrived at the interview
with the owner, it was hilarious because he had his hair all over his head; he looked like he was
(03:36):
Hairs all tangled up like that, you see? He had eyes that were popping out of his head; he had a
face, as we say in Argentina, he had a big face, you see? Impossible to bear.
I went to the meeting with him, and he said, what do you think? Why don't you talk about yourself,
What do you think? I love to play golf, and I am also a spectacular golfer. I tried
(03:58):
to play golf, and I was always terrible, you know? With golf. That is, every time I went to
play golf, I left holes in the course, you see? So he didn't invite me anymore after that.
So, but he was an excellent golf player, you see? And then he would tell me, I
have to pick up the goods at six in the morning. Tomorrow to play on the golf course 42 00:04:16, 360 --> 00:04:21,880 only half an hour and I have to do all this mess and work until ten o'clock
(04:21):
at night, he told me. And all the effort I'm making. And yes, it was noticeable on his face,
Did you see it? The guy at that time was, I don't know, 37 years old, and he looked 62. Did you see that? So
I told him, well, look, if you trust our experience, what we told you, what
we have to offer, and you decide to take on this project, I guarantee that in about six
(04:47):
months you'll come to your company only once a week and if you feel like coming,
right? So he told me, well, a little incredulous at first, right? And then
I will tell you what we did, what happened, and the experience. Today, well,
the last time I heard he had two sons, you see, he went to the company already on time,
(05:12):
He played his golf game, and it was a beautiful experience. His company today has
more than 300 people, works in more than 20 25 countries and also has some products
that are spectacular. But for that, he had to learn to let go. This is something
(05:34):
that I wanted to talk about, which is that 90% of entrepreneurs have the same problem. Learning
to let go, I always say, if you want to be a pilot and a flight attendant at the same
time, you have to see how they handle turbulence. Imagine the passenger, right? If you are
on a plane where the same pilot wants to be the flight attendant, forget it; you are going to have a hard time
(05:58):
right? So, I told him, well, look, we're going to do this, and we did a diagnosis,
See. We're going to talk about the pilots now. Let's pretend that your company.
has a series of commands that we're going to put where you're going to visualize the company
(06:18):
in a series of commands, right? You're going to have to be there all day killing yourself, fighting.
with people, with suppliers, with customers. All you have to do is sit.
look at the important commands, monitor how you're doing, and correct the course
based on that. This sounds very easy, but it's not that easy, right? You have to
do you... This tool is used a lot everywhere, and it's used more often.
(06:47):
It's always, you see, not used well enough. But what was going on? In the nineties, in
the current era, thirty years ago, until this tool appeared, all
company indicators were financial, you know. It's like the only numbers that.
they looked at were only financial ones; it hadn't occurred to them to incorporate other measurements,
(07:13):
for example, measuring operational efficiency, commercial cycles, and other
things. They were all numbers, you know, financial. It was in 1990, for the first time.
that in 1992, two professors at Harvard University developed something
that they called the Corker Balance or management dashboard, where they presented
(07:38):
Their first articles were in the 1990s, and they talked about this tool, right? So, make
think that it's like generating a dashboard for companies where they can review the
most critical things for the company, right? For example, well, I don't know, I don't know about airplanes,
right? But you saw that in a car, it could also be the fuel, the oil, the
(08:02):
water level, tire pressure, well, things you can imagine, right? This can be
done in companies, and in fact, we did it. And the truth is, the experience was great.
because little by little, he began to let go; he realized that he could start to let go,
(08:23):
but it was a double task, on the one hand convincing him and, on the other hand, explaining how the
the tool worked for him and all his collaborators.
Is it a change of mind?Nationality, right, Eduardo? Yes, yes, yes. Look what you just said.
is the crux of everything because if they are not willing to let go, you see, as the saying goes, I mean,
(08:47):
I mean, well, look, if at some point you don't dare to raise your hand, you see, or
you are embarrassed to raise your hand so people can see you when you are asking for help,
raise your hand so the rescuer comes, and if you are embarrassed, then he will leave
enjoying the salt, you know. Do you understand me? That's what happened with a lot of
(09:09):
people, right? Some are out of pride, others out of ignorance, and they don't know about these tools.
which are super important because later, this determines a stress problem,
problems with the family, life is spent, you know, within the company unnecessarily.
Of course, Armando, I don't know if you have any comments. Well, I find this whole.
(09:34):
training sector is exciting. What do you see coming in this area? What do you see coming now, yes
in times like the ones we have today? Well, what I see is these two elements.
that are being incorporated in this tool that we implemented for this company, but
that are now helping a lot. One is artificial intelligence. I'm seeing that.
(10:00):
artificial intelligence is helping to build better databases, you see.
So, it handles the data better, the large amount of data, and keeps it updated.
and helps you select. The other is the importance; what I'm seeing is everything.
that is the environment, conservation of sustainability, and the environment. So,
(10:27):
they are all indicators that will now have to be incorporated. Also, I was told yesterday.
that according to international standards, now even accountants will have to make an update
to incorporate all the sustainability in companies in their measurements. So,
(10:47):
that is one of the trends that I see. Well, digitalization is added to artificial.
intelligence in these dashboards and why. Because artificial
intelligence can, given certain conditions, help you choose the best
indicators for companies. This is going to happen; it is inevitable. So, it's the job of
(11:09):
selecting the best indicators because it's the same as saying, well, what interests me
to buy a plane and control how many times it honks its horn? You see? Do you understand me?
These are things that don't make sense. Of course. Now, will this apply to all companies?
(11:30):
regardless of the size of the company? Look, there are things that you only need a few.
indicators. Depending on the company, the important thing is the ones you have to define
exactly, right? What indicators are you going to measure? That is, those who help you.
in management, right? Instead of asking for information. And for all the lines of business as well?
(11:56):
Huh? Sorry. And do they also depend on the company's line of business? Sure, exactly. Yes, yes.
For example, is it suitable for a company that is dedicated to distribution? For example, an
indicator that cannot be missing is the kilometers, you see? Now, if you were to con充er the kilometers
you can obtain certain indicators of the units based on these kilometers later.
(12:21):
For example, imagine that you have two or three companies that are dedicated to this sector, but
in different places. So, well, okay, I have so many maintenance costs and
suddenly, you see in one company that you say, oh, the maintenance cost here is double
then in the other. And yes, but it is twice as much as the other one, but suddenly you realize
the company travels more kilometers and spends more on spare parts and maintenance. 124 00 :12:47,760 --> 00:12:52,080 So, when you take it to the level of expenditure per kilometer, you realize that you even.
(12:52):
realize that the one that seemed more expensive ends up being more efficient. Do I explain? So,
a company of that type cannot lack that indicator. Now, to have that indicator.
that you need many times. First, you need GPS in the units, a system.
that takes it up and controls it and informs you, or you need a secure control
(13:14):
system that collects information day by day and builds a database so that
you can control it. What must be included is measuring that indicator in a company. Do you
understand? In a logistics company, how could you not talk about it? Even if you don't believe it,
there are small companies where one of their main activities is distribution, and they don't have
these measurement indicators. Do you understand me? Of course. Yes, because now everything
(13:38):
that is not measured, then now you have no way to improve it. Now, is there any
trend that has to do with human development from an economic point of view?
Yes, some trends have prevented the advancement of these tools here; what
(14:02):
we have to learn; I think that if we talk about human development, I think that what we
have to learn to let go. In Latin America, we have a problem; just as we overprotect our
children, and we find it hard to let go, right? They saw that in Europe, they were a little more independent,
sometimes in the United States, too, Latin Americans, obviously including myself, are like
(14:25):
more paternalistic, right? And we let go that we have… He leaves home, right? Yes,
so what happens? The same thing happens with companies, because for us Latin Americans.
companies are like our children, so sometimes it is hard for us to let go, right? So,
I say this. It's hard for us to let go. So, what do we have to
(14:50):
Learning is letting go and giving the necessary freedom by measuring some things, right?
For example, if I see that my son goes out all night and comes home at four in the morning
and... These are things that I'm going to start measuring. The point is not to measure them, do you understand?
It's looking the other way or not getting into the depth to measure these issues, and then you.
(15:17):
realize that you start having problems everywhere, but you never measure the things
that you had to measure, right? Now, what happens? What... Many times, there are specialists.
to measure this information so there can be more and more specialization in these
(15:39):
topics, you know? Armando, another thing that happens is that education is not only.
about the technical aspect, that's what I was referring to. Education also involves the
emotional, psychological aspect, right? Saying, well, I have things like controlling it. If you saw
(16:01):
that there is also… It's like saying, well, I have a baby caller here who is
crying, I hear him three rooms away and I hear him the same; I have him with
me, you can measure it without being stuck there all the time.
There are very memorable cases of people who have, but very few, broken the paradigms.
(16:26):
Imagine a business person redesigning his company based on the idea of paying.
his employees more. This has happened here in a notable case in Yucatan. I'll keep
I need to send the details to myself, but I might have more information. But yes, a businessman
who broke the paradigms because he said, I'm going to experiment by paying them a lot more to see
(16:48):
what's going to happen. The result was positive for the company.
Well, they are this, they are this, that's like you say, right? They are pair breaksenigma,
It's spectacular. These are the cases where one learns the most, right? I mean, because, alas,
These examples are not widely disseminated, but they are the cases where one learns the most, where
(17:13):
paradigms are broken. And sometimes you win, and sometimes you lose. But this is a very.
proven tool, it's a very proven tool. It works in four dimensions. He does the math,
looks for indicators related to finance. That is, what things in finance.
What does the company have to measure for? To make sure that shareholders can have
(17:34):
a return, right? Because sometimes many companies make a lot of money, sorry, they make a lot.
in the result, but they don't generate any cash flow. And there are companies that you say,
Oh, they earn very little in the result, but they earn much money in cash flow,
Right? So, what happens next? As the Americans say, cash is king; it is essential.
(17:55):
to say, well, let's see, how much? Let's make sure which indicators will help us measure
the company's financial performance so that shareholders can receive their
dividends. Second, the other dimension that works a lot is the customer dimension,
right? So, we look for the best indicators to measure customer satisfaction. Then,
(18:20):
the processes. The best indicators are sought to measure which are the key processes,
how they are executed so that these processes are executed more and more efficiently and generate
better customer satisfaction and, therefore, better shareholder returns. And also,
Another dimension is super important; it is the dimension of people and technology.
(18:43):
What does this mean? What resources do I have to have at the people level? How should I
motivate these people? What are you referring to, Armando? What indicators
of people satisfaction, of personnel, do I have to guarantee a level of
motivation necessary for processes to be executed well, for customers to be
(19:05):
satisfied and happy and to generate money for shareholders. There are four dimensions.
Technology is another vital resource because people cannot do
all the effort, you see, like a donkey, they also have to have elements to
be more productive. Sometimes, these are essential things. You have to learn to let go,
(19:30):
you see, you have to learn to let go. It is a matter of maturity in Latin America.
Yes, it is good. Well, unfortunately, we have to let you go, Eduardo, because our time has
run out. But as always, we thank you very much and hope to see you in the studio.
next Thursday. Yes, yes, God willing. I'll see you there in person.
(19:52):
Thank you for the space. I greet your audience and hope I have given them some direction.
today, as well, in this type of thing. Well, you can let go without worrying; there are tools.
that can help you a lot so that you can. You don't know how the life of this.
businessman changed. It was spectacular. Awesome.
Well, thank you, Eduardo. Have a good day.
(20:14):
Have a good trip, and come back. Thanks. Bye bye.
See you later. Good morning. Okay, so here's Eduardo
Cerezuela is the top voice on LinkedIn. A person, of course, very well-known in the field of
business and business training as well.
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