Rafael del AguilaQUESTION:You have just participated in an important meeting with your superior. How will you ensure thatevery part of the instructions you received will properly reach all subordinates, suppliers andclients, located in different parts of the world?I started in IASACORP International in March 10th of 2010, and during my first meeting I receivedfrom my boss the mission and of course the authority to transform a family business into acorporation with a unique style, strong processes and an organizational perspective towardsinnovation. In order to do this, the first question that I asked myself was: do I start from zero andhire new people who can help me to lead the change, or work in the existing scenario trying tomaintain the values from the people who were there and showing them a new path. Finally Idecided for the second choice and two years since then I consider that to have been the betterdecision.IASACORP 2010:I found a company with great people, probably not highly educated, but with so much motivationand expectation to succeed as a major Latin American corporation. At that time we hadoperations in Chile and Colombia but they were working independently of the headquarters inLima. The first logical step was training our employees in corporate culture.
Rafael del AguilaAfter I presented the Human Resources Strategy and the implementation schedule I received theapproval from all the members of the executive board. Later in 2010 we developed our firstOrganizational Culture workshop for all the employees in the company, and since then we haveconducted one every quarter.In the next quarter we held our first institutional event inviting entrepreneurs who could presenttheir path to success.
Rafael del AguilaIASACORP 2011After the success and good employee reception of the strategy, we decided to work in the keyprocesses of the company. Firstly we focused on breaking the communication barriers, creating acommercial reporting position for Chile and Colombia, and involving these new positions in thekick off of our main processes like budget construction, presentation of new projects for 2011 andthe assignment of personal business objectives for the company leaders.
Rafael del AguilaAt that time we had the whole company motivated and with clear objectives. However, we feltthat something was missing, so in the Porter context of competitiveness we saw the necessity toget our main stakeholders, suppliers and area leaders from Chile and Colombia more engaged.To accomplish this goal we developed a second and improved event with the clear objective ofreinforcing our new corporate culture.
Rafael del AguilaIn the same year we saw the results and the main stakeholders started to see IASACORP in adifferent perspective. We began selling the franchise in Ecuador and Venezuela complete with asolid business plan that included expansion to the Mexican market. In an interview for the mostrenowned business magazine in Peru, our CFO explained the financial perspective and I thecorporative perspective.
Rafael del AguilaFor this year we already have consolidated our leadership in the region. Financial Performance USD k Revenue EBITDA POS POS 50,000 350 45,000 300 40,000 35,000 250 30,000 200 25,000 150 20,000 15,000 100 10,000 50 5,000 0 2008 2009 2010 2011e •2011e Same Store Sales of 25% •Annual Growth Rate of EBITDA 2009, 2011 of 58% 8
Rafael del AguilaI believe that the company is different now, because we are a team who has commitment,innovation, perspective, employee input and better communication, but the most important thingprobably is that for us, the job is always a pleasure. Mission Accomplished.
Rafael del AguilaQUESTIONIf all of the world´s cultural heritage (sports, music, fashion, architecture, literature, painting, etc..)was contained in a time capsule, what would you include to demonstrate the legacy of yourcountry?When I decided to answer this question my first impression was that this would be very easy. Thatwas two days ago and just today, a few minutes ago, I became very sure about what my answershould be.In a business magazine I was reading a research article headed by one NGO which is seeking tofind correlations about the question: how do you see your country twenty years from now? Thisstudy was applied to a sample of 2000 children from every socio-economic level between 8-10years old in every Peruvian province. In the article they focused on just a few answers, all of themfull of hope and optimism. Then, I thought about the possibility to put in this capsule a letter withthe ten most visionary phrases of these children. Could anything be a more appropriate legacythan the Peruvian childhood expectations about the future of our country? I believe no and for anumber of reasons. They already know the most relevant things that identify us as Peruvians fromthe perspective of a person who still has the essence of childhood innocence. However they alsoare being prepared to express our most valued traditions. Traditions such as the accepted mannerof interacting with non-Peruvians and other relevant cultural constructions like our gastronomy orour commitment to a strong work ethic whether it is here or abroad.Allow me to illustrate some examples: “I believe that my country won´t be a poor countryanymore”, “I want all the children of Peru to have the same education that me and my friendshave”, “I think that in twenty years everyone in the world should have tried ceviche and lomosaltado, typical Peruvian dishes”, “I see my country winning the world cup of soccer”, “I think thatin twenty year Peruvians shouldn´t have to leave the country seeking a better future”, “I believethat in twenty years everyone in the world will consider a visit to Peru as essential”. These children´s phrases reflect our society in its purest aspects and should be a road map for improving thenation for the next generations.For the reasons that I have already shown I believe that a letter of this kind could be the bestlegacy for the future, because if in twenty years we haven´t followed an agenda for the
Rafael del Aguilaimprovement of the country we should make reconsiderations about ourselves and about whereour children dreams went. Finally, I believe that when people have done something, perhaps notworth so much at the moment (because human work is always imperfect) but dream and startsomething that will be finished for the next generations is a really valuable thing.QUESTION
Rafael del AguilaWhat do you believe are the greatest challenges facing the sector or industry you would like tospecialize in at IE? What role do you hope to be able to play in this sector or industry in themedium term?Last year in November I had the opportunity of be at IE for the Senior Management Program witheleven other executives from Peru and the experience exceed my expectations. This was becausewe made an overhaul of the main reinvented trends and innovations currently used to makebusinesses global. I have under my charge the Human Resources & Administration areas of mycompany. I always consider the perspectives of all divisions within my company and of every areain the organization - focused on the main business and its potential ramifications. Since the IEexperience, I have a new approach of what is happening in the business world and what we shoulddo to be more successful as an organization.For my sector the biggest challenge, and specifically for my role, is to get a strong corporateculture geared towards innovation, with the clear objectives of ensuring company growth andefficient processes. These consequently will increase the value of the corporation.This vision implies the whole organization, despite the location of the country in where we haveoperations. In reviewing at the tools we have already implemented, the majority of them arerelated with new technologies. Some of them were successful and others were not, it depended agreat deal on the previous employee training in change management. On the other hand, in aglobally competitive environment it is really important for the leaders of the company to be readyto identify the advantages or disadvantages in a Porter scenario, not only by intuition but morefrom research and good analysis of the existing context.In the medium term and, of course, when I have accomplished the first step of creating a strongcorporate culture, the next step for my role should be more oriented to successfully developingand implementing a number of strategies related to expansion and growth of the company. Theultimate goal however is always maintaining an innovative perspective. For this I need to bealways updated and learning from other company´s experiences, regardless if it is in the sameindustry. The most important thing is to see what´s happening in the market and what can I do, toreplicate and improve those trends within my company.
Rafael del AguilaThrough my brief IE experience in the Senior Management Program, I had a great learningexperience, for that reason I consider that the IE International MBA program will reinforce mycurrent capabilities to face the challenges in my role, my sector and my country