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  • Writer's pictureARGO Steel Works

Change is inevitable, managing it an option.

Change is a constant in people's lives and in organizations. Whether planned or as a result of momentary decisions or situations (like many of the changes we are experiencing today and that we cannot control), all changes have an impact that can be prevented and / or minimized if they are accompanied correctly. However, change management is, without a doubt, one of the activities most companies tend to ignore.

If the organization and, above all, the people who are part of it, are not accustomed to living processes of change, the risks of its mismanagement could even generate more problems than those trying to be solved.

Like many other companies, ARGO has gone through significant periods of change and in such an uncertain environment these changes occur more constantly and in an unplanned manner than ever. The challenge has been how to get the company and its collaborators ready to adapt quickly.


These are 3 recommendations that have worked for us to adequately manage changes in the company and gradually reduce the risks, impacts and negative effects that they often generate.

1. Communication of change

Over time we have learnt that no matter how simple or complex the change is, be it just a minor revision in product engineering, new materials delivery policies, an organizational restructuring or even the change in the philosophy and culture of the company, the way change is communicated has a great impact.

To facilitate communication, we have developed various means: monthly bulletins, quarterly progress meetings, monthly results meetings and spaces that promote the exchange of ideas, proposals and activities to be carried out.

Communication must be constant, direct, transparent and timely. This prevents misunderstandings, assumptions, or wrong decisions from being made.

Additionally, when communicating, it is important to focus on the benefits that the change seeks to obtain.

2. Involve collaborators in the decision making process

Whether it's a planned or sudden change, allow teams and/or people to be involved in the decision-making process of how to deal with and carry out the change. It is important that they decide on the set of immediate actions to take, as well as be open to and listen counter-proposals about the change to be made.

Always remember, change forces us to get out of the comfort zone and many times we just need to be heard and taken into account.

In order to facilitate and involve collaborators in the decision-making process, it has worked for us to carry out work groups, create committees and / or multidisciplinary teams in order to avoid biased decision-making and consider different points of view.

3. Reduce uncertainty

In the processes of change, there will always be uncertain things, however, uncertainty can be reduced as we set short and clear objectives.

In addition, it is very important to clarify the roles and responsibilities that people or processes have during and after the change, as well as the expected results.

For us It has been very useful to use tools that allow us to identify how our collaborators feel, how clear they are on their role and activities, as well as listen to their concerns. This helps us measure impacts and align strategies to ensure that changes are positive and are happening appropriately.


Finally, there is a saying from Socrates that has been my personal guide when going through change periods and processes.

"The secret of change is not to focus energy on fighting the old, but on building the new"


Text by

Montserrat Duarte

Operations and Planning Director

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