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From YouTube: Panel de Transformación Cultural y Modernización V4
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A
Good
morning,
my
name
is
jorge
pair
oso
del
country
says
director
of
red
hand
in
argentina,
and
for
me
today
it
is
a
great
pleasure
to
be
able
to
participate
in
lópez,
sisco
manga
behring,
with
the
possibility
of
leading
this
discussion
panel
with
five
industry
leaders,
where
we
will
discuss
topics
that
we
do
not
usually
consider
from
the
point
of
view
of
digital
transformation.
Where
many
times
due
to
our
role,
we
tend
to
focus
on
the
part
of
technology
and
architecture.
A
Today
we
are
going
to
focus
on
two
aspects
that
are
culture,,
that
is,
everything
related
to
people
and
organizations
and
with
processes
in
a
recent
study
by
the
harvard
business
review,
called
rethinking
digital
transformation
and
when
consulting
different
leaders
in
the
field
of
technology
and
systems
around
the
world,.
55
percent
of
them
considered
that
culture
was
the
predominant
challenge
for
which
they
did
not
find
success
in
their
projects
or
did
not
find
it
at
the
moment.
A
They
should
have
found
it
in
second
place,
with
43
percent
of
the
votes
were
the
processes
and,
lastly,
technology
with
30
Obviously,
technology
is
a
fundamental
pillar
in
a
transformation
process,
however,.
Not
only
the
technology
area
nor
the
systems
area
are
the
only
ones
in
an
organization
that
have
preponderance
in
the
successful
execution
of
a
digital
transformation
project,,
which
is
why
the
entire
organization
It,
must
be
at
one
with
and
aligned
with
this
objective,.
With
this
dream
that
gives
rise
to
a
transformation.
A
Let
us
then
introduce
each
of
the
industry
leaders
that
join
us
on
this
panel
today,.
Firstly,
on
the
public
sector
side
and
through
the
vertical.
For
health,,
we
have
Invima
from
Colombia.
Invima
is
the
national
regulatory
agency,,
a
surveillance
and
control
entity
of
a
technical-
scientific
nature
that
works
to
protect
the
individual
and
collective
health
of
Colombians.
In.
This
case,
Juan
Manuel
Palacio
Posada,,
who
is
the
invima
site
in
second
place?
A
We
have
the
area
of
communications
with
telecom
argentina
that
seeks
to
connect
people
and
companies
through
its
voice,
video
and
internet
services,
and
today
Pablo
is
kindly
joining
us,.
He
is
the
uncle
of
the
company,
and
then
we
have
by
the
vertical
of
financial
services.
Three
companies
Banco
Santander,
represented
by
digo
sala,
plus
its
director
of
technology
and
operations,
the
insurance
industry
through
Federico
Ferrea.
A
Who
is
the
manager
of
the
systems
area
of
,
the
insurance
group,
the
second
and
last
means
of
payment,
email
represented
by
the
manager
of
architecture
and
technology,
at
wyss,
ex
visanet
from
peru?
Who
is
william
flores?
Let's
talk
with
the
live
panel,
how
are
you
good
day
thanks
for
sharing
this
space
with
us?
We
know
that
santander
is
undergoing
a
very
important
transformation
for
some
years.
I
would
like
to
ask
you
as
a
first
question,
what
was
the
starting
dream
that
gave
rise
to
this
project
to
Jorge.
B
B
My
dream
really
was
to
have
the
possibility
of
entering
a
larger,,
more
traditional
organization
and
see
if
I
could
help
transform
it,
something
like
entering
blockbuster
when
netflix
comes
out
or
kodak
when
the
digital
photography
I
took
it
as
a
personal
challenge
and
well.
I
was
looking
for
an
organization
that
was
going
through
this
moment
of
inevitable
transformation,
and
we
found.
B
A
C
Invima
is
the
colombian
health
authority.
It
is
an
agency
that
oversees
the
public
health
of
colombians.
When
we
arrived
approximately
two
years
ago,
we
saw
that
it
was
an
entity
in
which
all
processes
take
a
lot
of
time
to
give
the
answer
to
our
users
to
our
citizens.
In
that
order
of
ideas,
the
first
thing
that
was
done
is
seeing
it
carrying
out
digital
transformation
as
an
integral
issue,
not
only
from
technology,
but
we
began
to
analyze
where
the
bottlenecks
were
and
how
new
technologies
All
framed
in
a
fourth
industrial
revolution,.
C
We
could
begin
to
solve
all
these
problems
in
this
diagnostic
exercise,.
All
of
us
thinking,
collaboratively,,
seeing
everything
from
the
perspective
of
teamwork,.
We
began
to
investigate
where
all
these
points
were.
That
did
not
allow
us
to
give
an
answer:
In
a
timely
manner
to
a
citizen,.
It
must
be
taken
into
account
that
the
INVIMA,,
although
it
is
the
one
that
issues
a
permit
or
the
one
that
issues
a
sanitary
registration,-
depends
on
62
percent
of
Colombia's
GDP.
We
intervene
in
the
pharmaceutical
industry,.
We
intervene
in
the
pharmaceutical,
industry.
beauty
and
grooming.
C
We
have
the
industry,
medical
devices
and
technologies
associated
with
health,
and
we
also
intervene
in
everything
that
has
to
do
with
food,,
drink
and
alcoholic
beverages.
As
they
say
colloquially,
a
citizen
gets
up
with
a
product
supervised
by
the
invima
and
falls
asleep
with
a
product
supervised
well,,
and
we
have
to
be
very
efficient
so
that
the
industry
can
mobilize
if
we
start
from
90
95
85
90
percent
with
microenterprises
with
a
thousand
SMEs,
because
they
need
agile
responses
so
that
they
can
continue
operating
and
can
continue,
distributing
or
manufacturing
their
products.
C
Once
Once
between
this
collaborative
work,
we
began
to
analyze,.
We
began
to
look
at
what
were
the
best
existing
technologies
within
the
entity,
because
it
is
very
important
to
build
on
what
was
built
and
also
what
technologies
we
could
bring
to
the
entity
that
would
allow
us
to
have
platforms
or
applications
or
Robust
software
that
could
respond,
or
that
could
provide
a
solution
to
this
issue
of
our
processes
and
procedures
that
were
created
in
some
way,.
We
never
go
in
to
criticize,.
C
In
this
way,
we
identify
those
necks
of
bottle
that
you
mentioned,
and
so
we
began
to
move
forward
to
build
a
strategic
platform
based
on
public
health
impact
if
everything
is
built
on
a
risk
model
or
a
probabilistic
statistical
model,
that
tells
us
as
a
frame
of
reference,
how
to
move,
because
that
model
is
based,
In,
inspection,
surveillance
and
control
processes,
and
that
leads
us.
We
have
been
working
on
all
efficiency.
Issues.
It
is
very
important
to
us,,
like
any
multilateral
public-private,
global
organization,.
C
Due
to
the
issue
of
transparency
and
everything
that
has
to
do
with
status.
of
the
country,
some
parenthesis
of
sanitary
status.
What
we
see
is
the
harmonization
of
our
regulation
compared
to
other
markets
and
in
this
way,
hand
in
hand
with
other
institutions.
In
the
country,
to
be
able
to
create
the
adequate
conditions
so
that
these
small
SMEs
can
export
to
new
markets
and
everything
Down
all
down
is
what
the
digital
transformation
sustains.
This
is
very
important
because
we
stopped
going
from
an
office
detained
in
information
to
being
a
transversal
and
strategic
office.
C
That
is
part
of
a
steering
committee
of
a
completely
technical
institution
to
contribute
and
provide
support
to
all
the
areas
so
that
from
the
transformation
and
such
we
could
leverage
the
improvement
of
these
to
be
much
more
efficient,
transparent
the
health
status
and
when
we
began
to
analyze
everything
that
has
to
do
with
the
digital
transformation,
seeing
that
they
are
very
new
concepts.
It
returned
me
to
my
principles,
also
from
my
training
when
10
or
15
years
ago.
C
There
was
talk
of
innovation
in
organizations,
but
we
started
and
like
all
these
experts
who
created
these
new
concepts,
they
mixed
innovation
with
technology,
although
terminality
always
exists
that
mix
of
innovation
plus
technology,
the
other
row
that
concept
of
digital
transformation-
and
we
also
find
that
the
translation
of
the
eras
and
of
width
and
that
long
we
said
come.
We
cannot
hit
all
fronts
as
an
institution
and
much
more
that
all
these
processes,
institutions
of
the
first
are
limited,
because
we
in
a
way
belong
to
a
head
government
doctor
duque.
C
We
belong
to
the
direction
in
which
he
doctor
aldana
communication
of
the
invima
institution,
because
our
times
we
have
to
give
less,
they
ask
us
for
results.
In
the
short
term.
We
limit
it
to
people,
human
talent
processes
and
technology.
We
no
longer
wanted
that
delimitation
to
all
the
concepts
and
theories
of
digital
transformation
so
that
we
could
have
an
impact
and
that
we
have
been
building
no
longer
as
a
guideline
of
a
simply
a
technological
tool
but
hand
in
hand
with
human
talent
to
impact
our
work
team.
C
We
are
1,320
employees
of
a
career
plant
plus
300
contractors
that
support
the
management
and
support
and
also
make
a
very
technical
entity,
because
our
process
and
procedures
are
complex
because
those
processes
procedures
depend
on
legislation.
That
starts
from
the
80s
of
the
70s,
the
legacy
a
little
old
that
it
does
not
depend
on
invima
to
modify
it,.
A
D
Using
these
service
products,,
for
which
the
company
defined
three
main
pillars,,
one
associated
with
the
transformation
of
the
networks,
another
associated
with
the
transformation
of
the
systems
and
the
cultural
transformation,
and
on
that
more
than
3,500
million
investments
were
focused
to
focus
the
network,
giving
greater
coverage
and
capacity
to
the
systems
that
came
from
multiple
legacy
systems
of
both
companies.
The
5
that
also
came
from
multiple
functions
of
the
companies
also
and
obviously
heterogeneous
cultures
that
we
needed
to
integrate.
D
From
the
point
of
view
of
the
company
and
systems
management,
what
we
also
did
was
define
a
vision
that
is
to
transform
ourselves
into
a
digital
organization
that
allows
current
and
future
business
challenges
to
be
viable
and
perhaps
behind
every
word
of
that
vision
that
we
defined
two
years
ago
and
that
we
are
monitoring
to
be
sure
that
it
was
an
aspiration
at
the
beginning.
But
we
are
getting
closer
every
time
when
we
talk
about
organizing
digital,
it
implies
a
very
big
change
in
the
way
of
working
of
the
people.
D
When
we
talk
about
business
challenges,
we
are
no
longer
a
support
area,
but
we
make
business
challenges
viable,,
so
thinking
has
to
be
different
and
obviously
when
we
define
current
and
future
ones,
we
have
to
support
and
we
had
to
support
the
platforms
re
current
at
that
time
and
also
transform
that
existing
ecosystem
of
systems
that
we
had
towards
transformation
so
today
and
tomorrow
have
to
coexist
permanently.
So
basically
they
were
the
great
challenges
at
the
company
level.
A
purpose
was
defined
cultural
principles
and
on
that
kashkari
We
love
the
whole
organization.
A
Pablo,,
thank
you
very
much,,
very
interesting
and
complete
your
answer,
Federico.
I
want
to
say
good
morning
and
thank
you
for
participating
in
the
panel.
As.
We
know,
the
insurance
group,.
The
second
one,
is
a
company
that
has
stood
out
in
recent
years
for
undertaking
innovation
and
transformation.
Projects,
I
would
like
you
to
comment
with
us
about
some
of
these
projects
and
also
what
challenges
and
barriers
you
encountered
to
make
them
a
reality.
E
E
So
far,
some
kind
of
pilot
had
been
done,
but
the
truth
is
that
this
rewrote
that
we
incorporate
agile
methodologies
in
most
of
them,
and
the
truth
is
that
It
was
an
apprenticeship
and
it
was
a
path
traveled
first
for
the
technology
law
and
obviously
for
the
business
area
in
terms
of
how
it
got
involved
and
in
what
way
it
had
to
relate
to
carry
out
purposes
as
a
community
as
a
whole,,
not
so
much.
The
system
as
the
business.
E
This
new
challenge
presented
to
us
by
the
new
methodologies
made
us
obviously
incorporate
this
for
the
systems
that
required
it,.
But
we
also
began
to
apply
it
to
other
processes
and
changes
that
we
need
to
make
in
the
business,.
This
gave
us
important
learning
and
allowed
us
to
to
start
giving
clear
solutions
to
the
business
in
terms
of
speed
and
involvement,.
A
Federico
thank
you
very
much
for
your
answer
very,
very
interesting
and
rich.
The
experience
that
you
told
us
williams
welcome
good
morning.
Thank
you
for
being
on
behalf
of
nihuil
and
peru.
You
have
had
an
important
transformation
experience
to
adapt
to
the
needs
of
the
business
and
the
market.
Adding
value
and
I
would
like
to
ask
you
what
challenges
were
raised
and
what
was
the
strategy
to
carry
out
the
project
and
make
it
a
reality?
Elche.
F
Jorge
bueno
in
juiz,
we
are
always
in
a
process
With.
This
constant
change
in
our
sector,.
Our
DNA
is
to
focus
on
improving
our
products
and
services,
with
a
fundamental
focus
on
the
experience
of
our
clients.
For,
this
reason,
we
have,
and
we
look
for
some
very
important
skills
in
our
collaborators-
that
we
are
looking
for
a
little
bit
of
clients,,
innovation,,
collaboration,,
curiosity
and
exploration..
That
is
our
goal.
When
we
started
this
transformation,
it
was
something
fundamental
to
stop
being
a
means
of
payments
company
to
become
a
technology
solutions
company.
F
F
Above
all,
agility
is
adopting
technology
effectively
in
a
simple
way:
and,
above
all,
a
focus
on
reuse,,
which
is
good,
important,
that
we
see
the
effort
to
maintain
leadership,
always
offering
products
and
services
2
that
make
a
difference
in
our
country
context
and
setting
an
example
on
the
platform
that
allows
us
to
improve
the
experience
of
our
customers
by
establishing
these
new
joint
business
models
and
supported
by
a
robust
platform.
Thank
you.
A
Very
much
Williams
for
your
response
to
To
continue
talking
about
the
barriers
and
challenges
that
Federico
and
Williams
have
already
introduced
us.
To,
I
would
also
like
to
ask
them
what
were
the
main
challenges
they
encountered
at
the
beginning,
given
the
reality
of
their
organizations
and
what
approach
they
gave
to
Manuel,?
Do
you
think
if
we
start?
Can,
you
tell
us
about.
C
This
diagnosis?
Within
the
analysis
we
did,.
We
already
focused
on
the
issue
of
technology,
as
I
mentioned,,
how
it
is
a
vehicle
to
achieve
transformation
and
change
in
organizations..
The
first
challenge
was
human
talent,.
How
talent,
The
human
being
appropriates
the
changes
or
is
willing
to
change,
because
you
find
people
who
have
been
in
a
process
or
in
a
leadership
or
assistance
or
administrative
position
for
10
15
20
years
or
five
years,
and
when
I
had
the
right
thing
to
do,,
it
was
to
make
changes
to
them,.
C
They
will
always
be
reluctant,,
they
will
be
rejected.,
To
change,.
Let's
say
that
it
is
very
important
to
mention
it,
because
I
can
have
the
best
technologies,
but
without
some
exercise
with
this
human
talent
that
their
own
and
in
an
adequate
way
is
that
best
technology
or
that
ferrario
and
we
could
say
what
is
parked
there,.
C
Nobody
is
going
to
know
how
to
drive
and
that
same
person
can
be
a
pole
to
multiply
the
message
in
a
positive
way,
or
they
can
also
be
a
point
so
that
they
themselves
are
in
charge
of
multiplying
the
negative
message
and
that
there
is
a
complete
rejection
of
that,
and
that
would
lead
us
to
failure.
3,
let's
say
That
is
why
we
have
come
hand
in
hand
with
human
talent
to
be
able
to
impact
people
and
how
to
achieve
these
transformation
processes
before
there
are
people
in
the
office
technology
team,.
C
There
is
a
leader
for
this
entire
appropriation
process
to
be
able
to
raise
awareness,
accompany
and
go
hand
in
hand
with
those
people,
then,
as
our
tile
skims
and
I
was
able
to
go
hand
in
hand.
Who
is
it
that
is
staying
on
the
road
to
be
able
to
pull
it
to
be
able
to
accompany
it?
So
that
all
this
issue
of
investments
that
are
being
made
in
new
developments,
new
technological
platforms,
the
people
assume
and
assimilate
them
correctly
and
adequately,
and
also
use
them.
A
B
What
I
found
was
not
Different
from
what
I
expected,.
It
was
a
classic
structure
with
systems
built
20
years
ago
by
various
consultants
and
a
work,
dynamic,
processes
and
structures
that
didn't
really
help
us
make
decisions
quickly,
with
which,
in
the
first
months
and
I,
would
tell
you
Taking
advantage
of
the
benefit
of
the
doubt
that
any
newcomer
has,
you
have
three
months
to
do
anything
after
this
fact,.
So
I
took
advantage
of
that
window.
B
That
gave
me
the
opportunity
to
be
a
newcomer
and
one
of
the
first
things
I
did,,
so
I
think
they
marked
the
way
for
us
a
bit,.
So
the
number
of
projects
that
I
had
committed
to
when
I
entered
the
list
of
projects
committed
for
2019
were
600
and
I
asked
the
entire
organization
that
together,
we
all
focus
on
30
priorities.
B
I
had
some
cries
of
some
colleagues
who
are
offended
not
because
they
said,
but
all
my
projects
are
already
approved
and
all
my
projects
already
have
budgets
and
everyone
is
already
committed
and
I
told
them
well.
But
in
my
role
the
responsibility
I
have
is
that
as
a
company
and
as
a
team,
we
focus
in
which
we
cannot
fail,,
so
I
asked
each
area
to
choose
their
priorities
and
that
we
were
left
with
a
list
of
30
projects.
After
a
week,.
B
B
Delivery,
customer
service
with
basic
things,
have
the
data
unified
in
a
like
and
give
good
solid
steps
to
go
to
the
cloud
that
can't
be
competing
with
the
idea
of
I.
Do
n't
know
of
having
a
little
bracelet
with
nfs
to
be
able
to
check
the
balance
or
a
meeting
room
reservation
system
inside
the
headquarters.
Everything
competed
with
everything
so
I
I
would
say.
The
first
big
chapter
was
little,.
B
B
B
Well,
somehow,
and
those
three
areas
disappeared,
people
were
assigned
to
other
functions
and
I
said:
To
carry
out
a
project
successfully,
the
person
in
charge
of
technology.
For
that
initiative
and
the
person
in
charge
of
the
business
press
initiative
are
partners.
They
have
to
talk,
they
have
to
be
able
to
discuss
and
agree
and
agree
on
priorities
and
make
decisions.
We
can
help
you,
but
let's
stop
putting
areas
intermediaries,
because
all
they
do
is
add
this
time.
I
sometimes
said
it's
like
it's
like
it's
like
abdominal
fat,
let's
say
no,
no!
A
D
We
can
say
that
there
were
legacies
of
systems,
legacies
of
processes,
legacies
of
organization
and
not
only
the
legacy
is
of
the
systems,
but
there
was
a
legacy
mentality
that
we
also
had
to
modify
and
obviously
a
culture
of
the
systems
area,
giving
support
and
with
the
traditional
list
of
requirements,
there
were
more
than
8000
requirements
in
the
backlog,
things
that
had
to
be
modified
and
objectives
that
were
not
so
clear
from
there.
What
we
proposed
was
a
strategy
of
alignment
with
the
business
objectives.
D
We
created
transformation
programs
on
the
one
hand
and
from
the
point
From
the
point
of
view
of
the
way
of
working,.
We
decided
four
great
pillars
of
work,
one
associated
with
the
operational
model,,
going
from
a
more
vertical
lesion
to
a
more
matrix
organization
in
a
first
measure
where
the
organization
charts
no
longer
mattered
so
much,
but
the
ski
that
has
each
person
to
contribute
to
one
of
the
projects.
So
projects
were
put
together
but
areas
where
they
worked
with
common
goals.
The
second
important
pillar
is
talent,
management,
very
vertical
organizations.
D
From
the
technical
career
to
the
development,
career
and
texture
of
new
roles
appear,
we
define
new
weights
in
the
positions
of
what
are
leading
techniques:
a
leading
charter
delivery
manager
with
roles
that
are
not
necessarily
in
the
traditional
management
structure,.
But
in
some
way
we
hierarchize
those
positions;.
On
the
other
hand,.
We
unify
processes,
tools
and
methodologies
because,
by
working
in
different
organizations
we
had
to
unify
a
lot
of
those
processes,.
D
We
created
a
call
program
or
I
am
anxious
that
in
some
way
it
integrates
both
what
is
some
more
waterfall
processes
and
some
processes
beyond
the
combined
that
the
requirements
may
be
different
and
the
business
objectives
may
need
both
methodologies.
But
if
looking
for
common
processes
and
last
and
fundamental
the
issue
of
communication,
We
practically
greatly
promote
all
the
communication
tools
that
are
established
at
the
monthly
streaming
company
level,
where
what
we
call
three
online
conversations
where
100%
of
the
population
asks
the
leaders
questions.
D
And
we
answer
any
question
that
those
we
call
are
asking
us
the
network
that
has
to
do
with
tomato
growers,
town
halls
every
three
months
where
we
define
the
different
or
quarterly
objectives
from
the
area,
and
we
reward
if
we
recognize
the
visible
achievements
that
were
taking
place.
What
we
call
time
for
talks
smaller
meetings.
D
Obviously
we
encourage
the
onetoone
tool,
collaboration
as
mere
communication
tools
on
the
screens
of
everything
that
is
being
done,
so
that
communication
is
something
that
we
can
never
underestimate
because
always
and
it
cannot
be
vertical
and
communication
flows
in
the
same
way
in
different
in
different
forums
with
a
single
message,
and
that
for
us
was
very
important
to
amalgamate
that
culture.
No.
A
Thank
you
very
much.
Pablo
again,
your
answer
is
very
complete
and
I
think
it
adds
a
lot
of
value
to
the
transformation
panel
that
we
are
discussing
today,
because
you
mentioned
very
central
issues
for
this
topic,
such
as
agility,
innovation,
culture
and
communication,,
so
to
give
continuity,
what
I
would
like
is
now
I
live
in
Santander.
A
B
B
This
has
had
an
impact
on
the
business
that
is,
we
managed
to
raise
the
mps
of
the
clients
in
15
points,
the
creative
apps
that
had
two
stars
between
two
and
three
stars,
depending
on
whether
it
was
the
one
for
ios
or
the
one
for
android
now
have
4.7
4.8.
They
lead
the
ranking
of
the
most
valued
and
we
managed
to
build
a
law
where
we
unify
data,
and
now
the
decisions
are
made
Based
on
data,,
we
went
on
the
air
with
projects
such
as
check,,
multiplying
by
100
the
volume
transacted
in
that
business.
B
All
this,
we
went
to
the
heart
of
the
structure,
and
we
said
this
is
our
oramas
work
modality
for
all
the
projects,
with
which
we
have
teams
of
ccoo
boleros,
touching
the
engine,
the
mainframe,
and
to
hold
their
weekly
planning
meetings
and
their
reilly
meetings
and
their
retrospectives,
and
that
they
also
gained
a
lot
of
agility,
with
which
I
really
believe
that
it
is
an
excuse
when
one
says
that
only
new
technologies
can
offer
speed
of
delivery.
It
is
a
more
cultural
issue
than
from
technology,.
A
Diego,,
thank
you
very
much
for
the
generosity
of
sharing
these
results,,
which
I
believe
add
a
lot
of
value
to
this
panel.
Federico
would
now
like
to
ask
you
about
two
aspects,,
which
are
cultural
and
processes,,
that
is,
cultural
ones,,
those
that
have
to
do
with
people
and
organizations.
And
with
the
processes
that
make
the
success
of
a
digital
transformation
that
you
can
tell
us
about.
E
E
We
study
a
lot
of
topics
and
we
try
to
associate
with
companies
that
will
bring
us
a
lot
of
ways
to
do
it
and
methodologies,
and
the
truth
is
that
after
this
time,
one
does
not
understand
that
there
are
two
recipes,.
Let's
say
there
is
a
formula,,
but
rather
that
one
has
to
take
the
best
of
each
of
the
methodologies
and
the
ways
that
it
is
incorporated
and
see
how
it
adapts
to
the
organization
that
does
not
have
it
there,.
E
It
is
very
important
to
understand
how
things
work
within
each
organization
and
how
to
make
that
leap,.
There
is
no.
There
is
not
a
quick
jump,,
let's
say,,
but
we
saw
it,
and
at
least
the
issue
worked
for
us
only
gradually
to
understand
where
I
could
go
faster
with
what
people
in
what
way,
then
it
seems
to
me
that
there
is
a
space
for
the
The
teams
understand
how
these
best
practices
can
be
adapted..
The
truth
is
that
in
the
corner
of
place
in
an
easy
way,,
some
can
be
complex,
but
hey,.
E
This
helped
the
organization
to
begin
to
see
and
take
advantage
of
taking
advantage
of
the
differential
way
of
working.
that
in
as
many
systems
as
the
business
they
were
carrying
out
and
that
it
seems
to
me
that
the
most
important
thing
is
because
of
the
learning
process,,
not
only
within
the
system,
to
understand
what
is
the
best
way
to
do
it,,
but
of
the
entire
business.
When
he
sat
down
with
us
and
did
it
To
achieve
the
best
products
and
adapt
it
and
make
it
the
best
solution
for
the
business,.
A
Thank
you
very
much
Federico
for
your
answer,,
as
we
mentioned
in
the
introduction,,
the
cultural
aspect
and
the
processes
are
fundamental
in
a
transformation,,
for
which
reason
your
answer
is
very
much
in
line
with
the
theme
of
the
williams
panel.
In
your
case
for
lluís,
could
you
tell
us
how
the
story
continues?
What
are
the
next
steps
for
your
project?
Well,.
F
And
we
do
not
have
a
trinomial
of
transversal
support
to
the
company
that
security
architecture
and
operations
that
allows
us
to
look
to
the
future
with
optimism
as
the
transformation
continues,.
Focusing
a
lot
on
our
collaborators
in
these
capacities
that
we
want
to
maintain
and
with
a
lot
of
focus
on
the
culture,.
Maintaining
a.
A
Many
changes.
Thank
you,
Williams,
for
your
response.
To
close
the
panel
and
take
the
vision
of
the
future
that
Williams
told
us.
About,
I
would
like
to
ask
you
now
about
learning
and
the
future
-Pablo,
in
your
case
and
in
the
case
of
Telecom,,
what
were
the
lessons
learned
along
the
path
of
transformation?
And?
What
could
you
recommend
to
a
colleague
from
your
same
industry
or
from
other
industries
who
is
thinking
of
starting
a
digital,
transformation?
As?
D
Well,
at
bar.
From
the
point
of
view
of
lessons
learned,.
It
was
very
important
for
us
to
align
the
teams
under
common
objectives
and
create
transformation
programs
with
a
long-term
vision,,
perhaps
three
years
for
business
objectives,,
but
to
have
a
very
specific
playbook
year
by
year..
What
are
the
programs
that
we
are
going
to
be
executing
and
there
we
put
together
programs
in
the
front
program,
because,
apart
from
that,
we
had
to
do
the
entire
transformation
of
the
company,
so
we
created
the
program
to
transform
all
our
crm
is
the
transformation
of
the
bcs.
D
We
created
the
entire
transformation
program
of
the
omni
channel
experience.
We
created
the
associated
country
transformation
program
to
replace
all
the
back
office
in
a
single
tool
that
was
the
implementation
of
sap.
On
the
other
hand,
we
have
everything
that
has
to
do
with
the
transformation
of
ss
processes
that
are
more
associated
to
the
network
and
the
alignment
in
programs.
The
teams
begin
to
cross-area
common
objectives
and
very
precise
alignment
goals.
D
So
obviously
we
define
models
of
premises
to
have
quarterly
objectives
and
kerry
are
very
clear
every
three
months
how
we
are
evolving,
but
the
fact
is
creating
programs.
There
is
a
lot
to
the
teams
that,
on
the
one
hand,
on
the
other
hand,
this
change
the
organization
to
an
organization
totally
oriented
to
people's
skills
from
a
vertical
vision,
to
a
much
more
horizontal
vision
where
we
went
from
vertical
matrix
and
now
we
are
Evolving
a
hybrid
model
where
we
are
beginning
to
have
organization
by
product,,
cells,
chapter,
competence,
center,.
D
The
organization
is
beginning
to
become
more
sophisticated
as
soon
as
the
programs
begin
to
end,
and
there
are
definitive
structures
that
no
longer
end
and
go
to
their
areas,.
They
are
already
left.
These
structures,,
but
they
are
structures
that
are
not
traditional,.
So
that
is
also
a
challenge
and
it
is
really
something
very
important
to
eat
the
transformation
in
stages
and
not
do
it
in
just
one
way.
If
we
did
not
evolve
the
organization,
the
model
and
the
programs.
D
D
Thinking
in
the
client
doing
what
is
easy
and
giving
everything
and
being
able
to
break
boundaries,,
which
are
those
cultural
principles
that
we
define
and
that
the
definitions
later
in
the
day
to
day
we
have
to
live.
That
is
also
difficult,
but
in
a
good
way
it
makes
the
teams
all
that
energy
I
turned
it
to
the
objectives
that
we
have,
as
in
each
of
the
programs,
projects
or
initiatives,
Pablo,.
Thank.
A
C
Well,,
first
of
all,,
it
is
all
to
do
a
collaborative
exercise,,
a
teamwork
exercise,.
Everyone
has
something
to
contribute,.
Everyone
has
something
to
add
to
this
process,,
regardless
of
whether
they
are
people
who
are
already
in
their
positions
or
new
people
who
have
arrived.
I.
Think
that
the
most
important
thing
for
the
invima
is
that,
after
all,
this
process
of
technological
investment,,
all
this
process
of
acquisition
of
new
technologies,,
where
I
want
to
mention,
well,
Reta,
has
been
a
great
support
in
all
this,
with
all
its
technologies,.
C
The
flexibility
that
the
same
flexibility
of
these
technologies,
but
that
Colombian
society
that
the
user
of
us
that
the
citizen
can
perceive
the
invima
today
as
a
different
institution
and
not
archaic
an
institution
that
comes
in
a
process
of
evolution,
of
course,
that
we
lack
a
lot.
I
am
not
going
to
say
that
we
have
completely
achieved
it.
We
are
missing
too
much,
but
today,
today,
the
pharmaceutical
industry.
C
The
pandemic
has
led
us
to
accelerate
all
our
processes,
and
that
is
very
important
to
mention,
because,
although
we
came
with
some
digital
transformation
plans
that
came
with
their
schedules,,
we
had
been
learning,.
We
had
been
contributing
the
same
pandemic,,
the
same
world
situation
that
nobody
expected,
led
us
to
approach
this
whole
process
in
a
way
that
whoever
we
did,
we
had
calculated
and
I
think
that
no
one
had
it
planned
and
expected
us
to
do
it.
C
That
way,
because
we
have
also
responded
to
those
demands
of
society
to
spend
1,320
people
working
in
offices
at
90%
to
working
at
home
and
continuing
to
provide
the
services
adequately
and
even
faster
than
we
had
been
providing,.
That
is,.
This
exercise
also
prevents
us
from
pinching
it
to
respond
to
the
new
dynamics
of
the
market
and
the
demands
of
the
industry,.
A
Thank
you
very
much,,
Juan
Manuel,,
and
indeed
this
point
that
you
mention
is
very
interesting.
of
the
hobbit
19
pandemic,
indeed,,
the
organizations
that
were
already
undergoing
transformation
processes,
accelerated
them
and
those
that
had
a
plan,
but
still
in
an
execution
had
to
speed
up
the
pace
to
start
these
projects,.
E
E
In
some
way,.
We
began
to
understand
that
there
were
several
ways
to
carry
out
the
methodologies
and
the
better
solutions
to
the
business,,
but
it
seems
to
me
that
we
have
learned
an
important
lesson.
Is
that
not
staying
with
a
solution
or
not?
Staying
with
some
way
of
doing?
It
would
record
that
each
of
these
ways
that
we
were
understanding
was
the
best
for
our
organization,.
We
were
born,
modifying
and
We
are
modifying
it,.
E
It
is
also
that
many
borders
that
existed
for
these
projects
were
erased
with
the
business,
the
business
understood
that
the
involvement
had
to
be
in
another
way
and
contribute
from
another
place.
The
truth
is
that
during
these
processes
that
we
obviously
understand
that
it
is
a
path,
it
is
not
something
that
is
finished.
Last
position
that
is
beginning
many
partners
have
accompanied
us,
and
the
truth
is
that
it
is
important,
and
that
is
something
that
I
recommend
it
for
this
type
of
project,.
E
But
the
other
important
thing
is
that
there
are
no
recipes,
that
one
does
not
believe
that
a
recipe
for
something
can
be
applied
directly
to
an
organization,.
But
it
seems
to
me
that
each
one
can
take
it
and
adapt
it
to
the
culture
that
one
has,.
It
seems
to
me
that
You
have
to
be
a
bit
open
along
the
way
to
understand
that
this
is
going
to
have
a
lot
of
adaptation
and
change.
Besides,
I
was
saying
there
are
certain
methodologies
and
ways
of
doing
it..
E
E
A
An
important
partner
to
achieve
it
federico.
Thank
you
very
much
for
your
answer.
Williams.
You
have
told
us
about
the
goals
of
your
transformation
about
the
dream
about
the
challenges
you
encountered
regarding
the
future
of
the
project,.
I
would
still
like
to
ask
you
about
the
lessons
learned
regarding
what
things
would
be
different
today
and
what
recommendation
you
could
make
to
the
colleagues
who
are
watching
us.,
Thank
you,.
F
Jorge,
and
what
we
learned.
Well,,
the
transformation
process
is
permanent,.
It
is
not..
A
large
project
is
part
of
the
dna
culture
that
we
have
a
permanent
reinvention
technical
reinforcement
and
new
capabilities
are
required
that
we
have
to
put
them
in
a
timely
manner
and
another
important
thing
is
to
adopt
and
risk
change
technology.
We
bet,
for
example,
the
case
of
containers
to
compensate
for
2018,
and
today
we
are
sure
that
we
are
not
wrong
because
of
what
I
am
representing.
F
F
Louis
management
we
haven't
gained
much
agility.
The
indication
of
reuse
is
35
percent
of
our
business
components
that
are
used
up
to
300
percent,
more
or
three
times
more
We
gained
greater
adaptability
to
the
core
processes
of
the
company
and
a
process
of
change
of
direction
of
the
hybrid
technology
platform,
because
we
have
precisely,
in
our
very
solid
hybrid
platform
that
worked
for
us.
I,
think
we
went
through
several
internal
organizations
of
the
technology
service.
Finally,.
F
A
Williams,,
thank
you
very
much
for
your
Answer
Diego
Closing.
The
panel
I
would
like
to
consult
as
a
complement
to
the
responses
of
your
colleagues
from
the
financial
services
vertical
Federico.
Williams
I
would
like
to
ask
you.
What
is
your
opinion?
What
is
your
learning
What?
Would
you
do
differently
today
in
a
digital
transformation?
If
you
had
to
start
the
and
what
recommendation,
would
you
Would
you
ask
colleagues
from
this
or
other
industries
of
those
who
are
the
audience
at
today's
event?
Well,.
B
The
questions
are
great
and
thanks
for
the
opportunity
to
share,,
let's
say
tips
that
I
think
can
add
to
other
people.
If
obviously
I
learned
things
that
I
would
probably
do
differently
and
I
would
have
started
the
talent
hiring
process
a
few
months
earlier,
it
just
started
in
the
middle
of
last
year.
In
record
time,,
we
managed
to
add
900
people,,
but
it
should
have
started
in
February
or
March.
B
B
B
B
B
B
For
me,
the
bank
succeeds
as
an
entire
organization
or
fails
as
an
entire
organization,
but
the
incentives
and
objectives
were
not
set
in
that
direction,
because
some
clashed
it
was
possible
that
one
area
would
earn
its
bonus
and
another
area
would
not
earn
it
with
which
I
think
that
the
faster
one
attacks,
the
structural
issues,,
the
incentives,,
the
organization
chart,
the
alignment,.
That
makes
it
easier
to
remove
obstacles
and
makes
it
easier
for
people
to
find
ways
to
collaborate.
Today,.
B
A
Up
to
here,
we
have
arrived
with
this
panel.
I
want
thank
each
one
of
the
participants,
each
one
of
the
panelists
for
their
enormous
generosity
in
sharing
their
own
experiences,
that
of
their
organizations.
We
have
talked
about
the
beginning
of
their
dreams,
of
digital
transformation,
of
the
challenges
of
their
experiences
that
they
changed,
that
they
learned
what
things
would
be
different
ones
that
you
would
recommend
to
a
colleague
with
this.