Alternatives for industrial SMEs in front of difficulties that threaten their continuity – Second (and last) part – Potential solutions

Second (and last) article in the series on the alternatives that industrial SMEs have in front of difficulties that threaten their continuity. After an analysis of the situation in the first of them, this one deals with potential solutions that can be arbitrated in light of the conclusions of the first part.

As always, I have tried to do it from a positive point of view of the situation. I am aware that several of the solutions do not exactly enjoy a great reputation or press, but it is no less true that in many cases it is because they are taken improperly, either in time or in form.

What I mean by what is indicated in the previous paragraph is that the same solution, adopted when there is no other remedy left, can lead the SME to an undesirable end, when taken before and with due foresight, the result will surely be completely different.

In short, I believe that what this article exposes may well lead to a deep reflection on these alternatives, and above all, it should be a lever for a paradigm shift. The solutions will not come from outside, in the form of aid. If they come, they will logically be limited in time and quantity. The real solutions must come from an appropriate internal management of the company in the current situation.

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Alternatives for industrial SMEs in front of difficulties that threaten their continuity – First part – Statement of situation

I try in all my articles to establish possible solutions to the problems that I see arise in industrial companies. Sometimes these potentially successful solutions are temporary ones, as in the recent article about ERTEs, and other more structural, as when I wrote about Industry 4.0 and others.

In this case, I would say that it is a mixture of both. Some of the solutions serve to tackle problems inherent to the time that we are having to live and manage, and other recommendations go more to the substratum of the management of the company.

There is no doubt that we are facing an extraordinary situation, which has its influence on the future of companies, especially small and medium-sized ones, and among them, both those that were healthy companies before the pandemic and those that were not. Unfortunately, Covid 19 and especially its duration and effects have meant that both classes have now entered the same group.

This is the first of a series of two articles on the subject, in which, following my usual scheme when it comes to a series, I make an approach to the situation and in this particular case, how it has affected industrial SMEs especially to their chances of survival.

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TLS and unemployment: How to tackle the dilemma? Are the TLSs here to stay?

We constantly hear news about TLSs (Temporal Layoff Schemes). References are made to them almost daily in the press, radio and television, but especially when it is time for their extension.

What is the reason for so much publicity, if until now they were complete strangers? Are they an instrument with a vocation for continuity, or just a passing fad? Do they really serve as an instrument to solve the problem of unemployment and the lack of labour flexibility in Spanish companies?

Without a doubt, it is an instrument worth reflecting on. How they should be, how they should be streamlined to make them a useful and practical instrument, what they are like in other neighbouring countries, what conditions should be in place for their viability.

All this we must ask ourselves to make the TLSs a useful element with a vocation for permanence and that they do not become a tool that will soon be forgotten.

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Digitization and Industry 4.0. Challenge and opportunity for the Industrial Sector – Second (and last) part – How do they affect the Industrial sector?

Second part of the series of articles on Digitization and Industry 4.0, two terms of the present time and especially of the future. A large amount of the funds committed by the EU as part of the post-pandemic recovery plan is tied to projects related to these concepts.

This time the writing is focused on the consequences that all this phenomenon will have or should have on the industrial sector, as well as on indicating the window of opportunity that it presents for the sector.

The phenomenon is unstoppable, that does not admit discussion at this time. Not that it will come one way or another. It is already here. It is up to us to be prepared as a society and as a sector, to have an adequate strategy to address it, since as I say, there will be funds to execute them.

Last but not least, I do not forget to ask for the support of all levels, public and private, to make this a reality, in addition to a collection of lines correctly written in the memory of the projects. Whoever believes that due to the origin of the terms this only affects the industrial sector is very wrong. It is a project of society.

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Digitization and Industry 4.0. Challenge and opportunity for the Industrial Sector – First part – Statement of situation

In these turbulent times that we are having to manage, several technological ways have been opened to facilitate the communication of people and the management of the industrial sector.

In some cases, they have been completely opened because nothing or almost nothing was done. In many others, the current situation acts as an accelerator of something that was already conceived and whose utility had yet to be demonstrated. The current reality, with the harshness of the facts that surround us, has acted as perfect sparring to prove them.

In this first part of the two articles that I am going to publish on the matter of reference, I try, as I always intend to do, to contribute my grain of sand to clarify what digitization and industry 4.0 are, what their processes mean, and the most important thing for me, about its impact on the industrial sector.

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The intelligence of the experienced leader. Second (and last) part – Fluid intelligence vs. crystallized intelligence

Second chapter of this series of two where I address the issue of the intelligence of experienced leaders.

In it, I refer to the concepts of fluid intelligence and crystallized intelligence, and I explain the benefits, especially of the latter.

I defend that if self-esteem and the consequent self-confidence are the quotient between achievements and aspirations, we must deduce that a well-worked crystallized intelligence allows us to reach higher levels of self-esteem and self-confidence.

I consider this aspect fundamental for the management of complex problems in which industrial organizations are currently immersed.

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The intelligence of the experienced leader. First Part – Statement of situation

This series of two articles is about the intelligence of experienced leaders. How do you get there, what does it take to get there, and what do you achieve when you get there.

In this first part, I indicate a series of data on the situation of many people over 45 years of age, and I begin the debate on why this happens in Spain and not in other latitudes.

While it is true that the most interesting part of this series is possibly the second one, I also understand that it is not possible to understand it without putting things in context.

This first one provides, above all, the reason or reasons that make this series have been written. And this makes it difficult, therefore, to understand the second without knowing this other.

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Should robots pay tribute for “working” in the industry?

The Spanish Toledo Pact commission has recently reached a series of agreements on pensions. Since this has not happened for many years, this topic has been given great relevance.

Within these agreements, a series of suggestions or recommendations are made, which are in line with what has already been indicated by the European Commission for some time, regarding the possibility of robots paying taxes, given the already wide implementation that exists, and above all, that it is expected to exist in the next 20 years.

In this article I show my doubts about the fact that it is a good recommendation and about the impact that all this has on the technological development that Spain is so in need of.

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Six months of my website

This page is six months old. An event that I want to celebrate with all those who read me and follow me here and in other forums.

A source of pride and an element that motivates me to continue filling it with content, opinions and experiences of my own and others.

A meeting place for everybody who wants to participate in debates with respect and knowledge about matters of interest.

A place where everyone can learn, know and share more about the force of change and about Roberto.

Many thanks.

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Lead in turbulent times. The value of experience. Fourth (and last) part – Why is more suitable an experienced leader?

Fourth and final delivery of the series of articles on the suitability of experienced leaders managing the current crisis.

After having dismantled the main stereotypes that exist regarding us, I make a defense, now yes, why we and not others are the right people and managers to handle the times that come.

We have experience of previous crises, in which senior talent edged to look for short-term economic solutions, and not those which make the company or organization emerge more robust than it had entered into mentioned crisis.

We all know the consequences: the crisis lasted almost to the present day, so that we have entered this new one, totally unexpected, without having done the homework that the previous one gave us.

Now the question that merges is: are we going to do the same mistake again? Or have we learnt the lesson? I advocate the second. I have tried to prove, and I hope I have done it, throughout this series, that we are a solid and of guarantee solution. And to think otherwise, based on certain preconceived ideas, which still persist, besides false, is a mistake.

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