The challenge of growing in the crisis

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The last two years have placed the UK's economy in a foggy scenario and facing an arduous challenge.

The scenario has a script and familiar characters: presidential impeachment, political scandals, investor discredit and a provisional government seeking immediate and unpopular solutions. One of the results: companies laying off and closing down drive the crisis and the economy slows down even more. The unemployment rate hits 13.7% (Pnad/IBGE) and many entrepreneurs and investors retreat in the strategies of investment of resources.

The great challenge for the business community, in addition to maintaining activity and profitability, is to seek the best strategies to expand. Contrary to economic reality, it is necessary to look ahead and place bets, basing them on well-defined support platforms, such as a business plan, market study and strategic planning.

An adequate management model makes all the difference in decision making. Let's take an example of a challenge: taking over the management of a company in another state and, in five years, doubling its revenue. Planning and systemic analysis were vital for, at the end of this cycle and of the work developed, to see a closing not only doubled, but four times greater. Analyzing last year, it appears that the management challenge was even more audacious. How was it possible for a company to reinvent itself with direct threats from competition and in the face of a segment limited to physical and structural issues and even in the midst of an economic crisis?

The example shows that it is possible to expand, with the right decisions, dedication and hard work. But the growth also reflects what has been built up over the years. Strategic planning was the basis. Designed for five years, it supports growth vectors. A well-defined and clear focus for all involved makes it possible to understand how a growth of up to 10% in revenues is projected in 2017, a year of continuity of the crisis, as the trends indicate.

In addition to assets, investment in human resources is essential. People are a reflection of culture, and engaged teams lack the three elements that destroy a company: anxiety, pessimism and ego.

The management model adopted by our corporation, that of the example above, was what made this great step possible. More than 150 indicators, 100 projects, Corporate Governance and the group's commitment strengthen strategic planning. The last six months show an expanding company, which went from 400 to 850 employees, grew from three to 15 units and doubled its goals.

The competency-based management model, applying meritocracy, guides employees in their human, technical and functional skills; encourages the development of a culture focused on learning and feedback; builds career opportunities and demonstrates transparency in people management. Organizational and individual talents feel valued and are proud to belong, strengthening decision-making and overcoming obstacles.

The challenge of growth in a crisis scenario exists and is real, but it is overcome with initiative, dedication and planning.

Djalma Vilela, President of the Multilog Group


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