Mga Pahina

Wednesday, April 26, 2017

Business Practices of the Economy of Communion

Business Practices of the Economy of Communion
by Tita Datu Puangco

Can you imagine a third economic system beyond Liberal Capitalism and Communism? A system that seeks to create a more inclusive society where progress and development bridge rather than increase the gap between the rich and the poor? This is the Economy of Communion (EOC). It is centered on the belief in God and Providence on top of developing the company's

strategies and people competencies. It drives and produces profits for a higher purpose. Profits are not simply the bottom line in terms of cash but also encompass relational and social profits. This is the Economy of Communion now being studied and developed as a concept and theory by Sophia University in Rome Italy, based on evidence of close to a thousand companies worldwide.                                     

Origins of the Economy of Communion
In   May 1991 Chiara Lubich and her companions were circling São Paulo Brazil in a plane preparing to land. Chiara is the founder of the Focolare Movement, a Catholic based Movement whose charism is unity working to fulfil the wish of Jesus “That All May Be One". It is a movement that is inclusive, open to people of different countries, cultures and faiths. Lubich was struck by the sight of huge skyscrapers surrounded by favelas or squatter areas. Talking before the Focolare communities of Brazil, she launched what she called the Economy of Communion, designed to create communion between the rich and the poor.
                                                 Heart of EOC
It was a proactive response to very real social problems and imbalanced economy and to excesses of liberal capitalism in general. The proposal made to businesses was primarily to help reduce poverty and inequality. EOC reforms capitalism through the manner how enterprise is run by the entrepreneur. This is done through sharing of profits and introducing organization dynamics based on sharing and reciprocity.
                                                Celebrating 25 Years
The Economy of Communion held last February 2 to 5, 2017 the international meeting involving commissions, associations and industrial parks. It involved close to a thousand participants coming from 55 countries.  The program started with the incubation Boot Camp showing the results, activities and practices of innovation and how to accompany new entrepreneurs. Luigino Bruni, the global responsible talked about how EOC has emerged after 25 years. Then the participants were divided into geographic groups inviting them to make proposals for 2018-2020.
                                                Audience with Pope Francis

The highlight of the meeting was the audience with Pope Francis and his message of joy and courage encouraging insights, reflection even conversion among participants. In his talk, Pope Francis called for a change of “the rules of the game of the socio-economic system adding “imitating the Good Samaritan of the Gospel is not enough.   Economy and Communion are two words that contemporary culture keeps separate and often considers opposites. He commended EOC for holding their profits in communion and warned the danger posed by money.

                                                View of Money 
“Money is important specially for our basic needs; food, clothes, shelter and school for children's future will all depend on money. But when it becomes an idol and becomes the aim, the "goddess fortune" has become the divinity of a hazardous financial system which is destroying millions of families around the world. The idolatrous worship is a surrogate for eternal life... when one has money, he can delude himself of conquering death", he explained.                                          

                                                 Gift of Self
The Pope told the members of EOC, “The first gift is the gift of self. Your money, although important is too little. Capitalism knows philanthropy, not communion. It is simple to give a part of the profits, without embracing and touching the people who receive those crumbs. Instead even just 5 loaves 2 fishes can feed the multitude if they are sharing of all of our life. "In conclusion, he noted, " May the 'no' to an economy that kills become a 'yes' to an economy that let live, because it shares, includes the poor, uses profits to create communion. He urges the members, " to continue to be the seed, salt and leaven of another economy: the economy of the kingdom, where the rich know how to share their wealth and the poor are called blessed.
                                                  Practices of Communion

The Economy of Communion has business practices called structures of grace that draw entrepreneurs, workers, directors, consumers, citizens, scholars, economists at all levels promoting a practice and an economic culture imprinted on communion, gratuity and reciprocity.  Through these practices, EOC proposes an alternative lifestyle to the dominant one within the capitalistic system that cause strain and stress through clear divides between, owners, management and workers.
                                                   Humanizing Business

In the book “Structures of Grace" Jim Gallagher and Jeanne Buckeye write about business practices of EOC.   Changing the world means “humanizing" the economy by consistently privileging relationships over profit maximizing".
                                                   Key Practices

Observations noted in the study are the business practices and culture of an EOC company.   One, it uses modern business practices and methods to be efficient. It establishes quality standards so that its products and services meet contractual obligations as well us delight customers.  The company practices fair play with competitors, suppliers, customers and business partners. This creates atmospheres of mutual respect and trust with competitors, suppliers, customers and employees.

Two, Business leaders comply with the law and maintain ethical dealings with tax authorities, regulatory agencies and labor unions. Third, it applies management systems and structures that foster teamwork and personal development, employing decentralized control and shared leadership.

                                                    Philippine Stories

Let us take the case of Bangko Kabayan, (originally Ibaan Rural Bank) a rural bank founded in 1957 with the end goal of uplifting the quality of life of people in the countryside through micro-credit. In 1991, it linked itself to the Economy of Communion.

In 2007, it celebrated its 50th anniversary with the achievement of becoming a solid rural bank in the region. That year, it received the “Best Capital Build-up” in the Land Bank Awards and was included in the Global Top Ten of Microfinance Information Exchange (MIX).  In celebration of its 59th anniversary it launched its upgraded level as a Private Development Bank. It has consistently maintained its CAMELS rating of 4 in the past 4 years. It has now 23 branches in the provinces of Batangas, Quezon and Laguna.

Extending our invitation to everyone entrepreneurs, the academe and the youth to share in the spirit of the Economy of Communion.

Sunday, January 8, 2017

Fazenda da Esperanca: An Adventure of Hope
by Tita Datu Puangco

When I first read about the Fazenda da Esperanca or the Farm of Hope, I was greatly moved.  It is a unique faith based response to the challenge of addiction today.  It is open to someone keen on setting on a new path for life, welcoming persons with dependency and addiction, mostly to drugs and alcohol, and also those who are addicted to gambling, and other things. 
What it has to offer compared to other rehabilitation centers is to help people discover a new life, leading them to a personal discovery of God-Love as the source of light and happiness that brings fulfilment. Abstinence from drugs comes about as a natural consequence.  People working in Fazenda are all volunteers and some are graduates of the rehabilitation program, all with the same desire to share the fullness of the love of God.
Their recovery from addiction program is based on its three pillars. One is COMMUNITY: where love and unity are lived as in a family. Two, is WORK as a concrete way of assuming responsibility for one's life. Third is SPIRITUALITY, to give meaning and direction to their lives.  Family like relationships are important so that everyone is at the service of the other.
Fazenda da Esperanca is a therapeutic community with over 30 years of experience in the recovery of drug addicts all over the world. It all started in 1983 in Brazil  when Father Hans Stapel , a German Franciscan friar invited young people of his Parish to meet every day after mass and reflect and live the words of Jesus . He was later joined by young people Nelson Giovanelli, Luci Rosendo and Iraci Leiti. They started a movement that has given new life to drug addicts believing “that as long as there is life there is hope". It was a program inspired by the spirituality of the Focolare Movement.     
From the first Fazenda sprang up several communities in Brazil. Today there are more than 80 communities in 14 countries around the world with around 3,000 people undergoing rehabilitation. 
Fazenda in the country started when Father Pierino Rogliardi, the Parish Priest of Mary Immaculate Parish in Las Piñas offered a piece of land owned by the Parish foundation to the first group of Fazenda missionaries and volunteers who arrived in June 2003.

With the support of friends from the country and abroad, they developed the land into a beautiful community. Soon the first boys for rehabilitation arrived. Together they started different livelihood projects to sustain themselves like dairy farming, a bakery, meat processing, planting of rice and vegetables among others. Today more than 100 boys and 15 girls have already completed the one year rehabilitation program.
Pope Benedict underlined in his visit to the Mother Community in Brazil in 2007 by calling the graduates of Fazenda as the “ambassadors of hope". To stop using drugs is a small achievement, what is greater is their discovery of a totally new way of life based on love and unity that they can bring to their homes and workplaces after leaving the farm. Through their testimony they encourage others to make the same experience on the farm as they did. They are “living cells" that can generate new life in different places.                                              

In the light of the current situation on the war on drugs, the four founders felt a strong calling to do something to help. They called on Cardinal Luis Antonio Tagle to spread the word to the Filipino people that “there is hope".  On January 8, 2017, Cardinal Tagle will celebrate a DAY OF HOPE with a mass at 10:00 am at Manila Cathedral. After the mass, there will be sharing of experiences of graduates of Fazenda da Esperanca who are now living good and respectable lives.  It is a way of saying that life is precious, God given and should not be taken for granted.
The invitation is being extended to all people interested in the testimonies to listen and be moved by people who have hit rock bottom but have been revived by the saving power of God. Let us affirm that “Life is precious. Let us all stand up for it".

( Tita Datu Puangco is Chairperson and CEO of Ancilla,  a Consultancy Company with the mission of Transforming Asia's Enterprises, through Training, Organization Development and Human Resource Consultancy . Visit Tita’s Blog at For additional information please email author at or at

Sunday, December 18, 2016

Digital Enterprise Transformation
By Tita Datu Puangco

Last quarter for us is typically the time to help companies facilitate Strategic Planning for enterprises. Our team worked with five companies of different industries, these industries are electronics, health care, global shared services, supply chain management and manufacturing. All five showed a clear inevitable trend “E-business and Digital Technology will be the key driver in successful future of their enterprises for the coming years ".
Why Digital Enterprise Transformation? Digital tools and technologies are impacting and disrupting the way business is done.  In a recent United States study conducted by Michael Wade IMD Professor revealed that “100 executives were asked about the strength of their industry barriers to protect against digital disruption, 30% admitted barriers are low or non-existent. In 10 out of 12 industries including hospitals, telecom, and financial services predicted that 3 of the current market leaders would fall off the top 10 in the next five years”.

Enterprises today have the great opportunity to take action to increase their chances of winning and minimize future risks. They can define digital transformation that can be applied to their business or industry. Map out their journey to minimize if not eliminate disruption to claim and earn the benefits and optimize value from digital technologies and models.

What are the benefits of digital transformation? One is to improve performance, achieve higher productivity and increase process efficiency. Two is to innovate better and faster. Three is to enhance the delivery of the customer experience, it means optimizing enterprise value.

The digital transformation journey begins with the shift of mind-set; it requires that a company, especially its top executives should clearly recognize the need to transform. It zeroes in on what needs to be transformed and a roadmap on how to make the required changes.  Today this ability has been identified as digital business agility.

The past decade business transformation was mainly driven by political, social, global and cultural shifts that resulted in mergers, acquisitions, right sizing, shift from salesmen to third party distributors, opening new companies, closure of factories producing obsolete products, among others. Today, business transformation is built on a foundation of digital technology. The current technologies that catalyze digital business transformation encompass social media tools and applications, mobile tools and applications, platforms of shareable digital capabilities like cloud solutions and connected devices and smart network, analytics, tools and applications, including big data.

The excitement is high as we assembled a team of technology experts and organization development professionals proficient with managing change getting ready for 2017 with its challenge and promise of enterprise digital transformation.

( Tita Datu Puangco is Chairperson and CEO of Ancilla,  a Consultancy Company with the mission of Transforming Asia's Enterprises, through Training, Organization Development and Human Resource Consultancy . Visit Tita’s Blog at For additional information please email author at or at

Wednesday, November 30, 2016

The Challenge of Essentialism
By Tita Datu Puangco

Recently I came across 3 books that amplified or built on the Pareto Principle. If you will recall the basic management program you attended, one of the more memorable is Pareto's Rule. It is often reflected in the saying that it is the "Rule of the Vital Fews, Versus the Trivial Many".

 I can still recall attending a workshop as a starting supervisor when the facilitator stated the principle simply that “20% of the things we do deliver 80% of the results and vice versa, 80% of the things we do deliver 20% of the results”.  Thus, for a manager who achieve results through others, should decide as to what action to take that would determine the fruitfulness and productivity of the activity.

I was impressed by the books entitled “Essentialism, the Disciplined Pursuit of Less" by Greg McKeown. While written substantially as a business book he suggests “a systematic discipline for discerning what is absolutely essential, then eliminating everything that is not, so we can make the highest possible contribution towards the things that really matter".

He talks about the underlying principles that guide the mind-set of an essentialist. First is individual choice, each one of us has free will, the right to choose how to spend our energy and time and life, I would add.  Two, we hear so much noise and many things that demand our attention and yet only a few things are "exceptionally valuable".  Three, the reality that we have to trade off.  Much as we want to, we cannot do and have everything.

With these principles in mind, the person striving towards the essentials can now take three simple steps. First is to EXPLORE, discern and differentiate the trivial many from the vital few.  This means to evaluate, explore and weigh a broad list of options before making a commitment or a decision. So let us make sure that the option we chose is the right one, and eventually leading to the highest point of contribution and opportunity. This means "the right thing, the right way at the right time".

The next step is to ELIMINATE. This means cutting out the trivial many. It means saying no to the non-essentials. McKeown defines this as the social discipline of saying no to social pressure. It is eliminating the non-essentials to focus on what is truly important and valuable. Then the final step is to EXECUTE. It is to remove obstacles and make execution effortless. Essentialists invest time in creating a system for easy execution.

For me, living the essentials begins with refreshing one's vision for the future. It begins by bearing "our end in mind". It means making a selection from several future options, and moving forward through the process of exploring, eliminating and executing.  Then, discerning and recommitting to our life mission, it means outlining the purpose of our life and the contributions we want to make.


Mckeown makes a clear distinction between the essentialist and the non-essentialist ways of doing things. In terms of mind set the essentialist considers doing “less but better”. The non-essentialist attempts to be “everything to everyone”. The essentialist in terms of strategy, defines the intent clearly therefore eliminating the non-essential distractions. He/she asks, “If we could only do one thing, what would it be?” The non-essentialist pursues a mix strategy where everything is a priority.

When it comes to people selection and empowerment, the essentialist is highly selective in hiring, ensuring the right person with the right competencies is in the right job. The non –essentialist hires people indiscriminately, often rushing in decision making. The essentialist empowers people by focusing on the person’s highest role and goal of contribution, and the non-essentialist keeps people in ambiguity over who is doing what and decisions are floating and whimsical.

In terms of accountability and communication the essentialist checks people’s progress gently seeing how to remove obstacles or difficulties to enable small wins. He/she listens to get to what is essential. The non-essentialist is either over controlling or abdicates responsibility by not controlling at all. Often people lose focus and create an environment of lack of accountability. The essentialist leader is able to unify the team breaking through the next level of contribution and achievement. The non-essentialist leader fractures the team and slows down progress.


Managing people practices can be summarized in the following guidelines: One, be highly selective in hiring people, creates a team of high performers and takes the time to find the right talent. Two, establish clear strategic intent, goals and priorities so that they lead to clear alignment and focused achievement. Three, when people know what they are responsible and accountable for, go for extreme empowerment within these roles and goals. And lastly, communicate the right things to the right people at the right time. They speak clearly, focusing on the essentials, exercising restraint to keep the team focused. Messages are consistent so that people are able to pick up on the essentials. Fifth is to check in regularly to check progress, recognize small wins, and remove obstacles.

Let us begin to work on the essentials and optimize the value of our people and organization!

(Tita Datu Puangco is the President and Chairman of the Board of Ancilla Enterprise Development Consulting, a major training and organization development company in the Philippines with an Asian reach. It specializes in enterprise transformation, executive coaching, corporate leadership and functional training, human resource systems, learning events and management of business training centers.  Visit Tita’s Blog at For additional information please email author at or at

Monday, October 24, 2016

by Tita Datu Puangco

Recently, the World Media Congress Philippines 2016 was held in Tagaytay City with 1,500 participants. The theme was " Synergy in Media: Empowering People in Facing Global Challenges".  I was asked to talk on, “How to Manage Issues and Conflicts in Media".

 Studying and researching on my topic was quite an adventure. It made me realize the crucial roles and responsibilities of journalists in conflict management and building peace. It brought back memories of my college days as I pursued journalism at UST and where I got very engrossed with the subject of journalism ethics. It also dawned me on how my profession today as an organization development practitioner can be useful to a journalist assigned to cover conflict issues, areas and people impacting and affecting communities.
Media Challenges
Fiona Lloyd emphasizes “Journalists reporting from regions of conflict face unique challenges in providing accurate and impartial news. One careless word or one inaccurate detail can ignite a conflict. But equally one clear and balanced report can help diffuse tension and neutralize fears."
Media Functions
Media can play different functions in managing conflict and peace building. One traditional function is information, drawing attention to brewing conflicts, building awareness of the principles of human rights. It can reframe issues exploring possible solutions.

The other function is education. It can educate and unravel the points of view of parties in terms of interests, needs and core values creating greater trust and transparency. It can also lead readers to similar cases and successful processes of conflict resolution.  It can also shed light on stereotypes that undermine people at the same time build the credibility of leaders through confidence building activities.

Media Focus
“There is a fundamental contradiction between the nature of peace process and news values, the media often role a destructive role in attempts of making peace", says Gadi Wolfsfed.  He mentions that the focus of media is often immediacy, drama, simplicity and ethnocentrism.

Immediacy refers to specific actions and events. Drama is often highlighted by violence, crisis or conflict, extremist behaviours and outrageous acts. Simplicity has to do with clear cut opinions and images, major personalities and two sided conflicts while ethnocentrism focus on one party's beliefs, myths, suffering and the other's brutality.

Non Media Orientation
The non-media orientation on the other hand features long term processes and policies of on-going peace processes, dialogue or mediation.  It deemphasizes drama showing instead of calm, controlled, moderate people participating in dialogue. It opens and seeks to understand complex opinions or explanations, institutions, root causes and multisided conflicts. It focuses also on other parties' beliefs, myths, symbols and suffering

Transformative Goals of Media
Media can help promote change through conflict prevention and peace building. It enables to shift paradigms of people from violence to peace. Violence is an outcome of polarization between groups resulting in disabilities, disparities, pain and deaths that result from direct actions, systems, institutions and policies.

Peace on the other hand is achieved through the positive relationships between groups resulting in joint decision making, sharing of resources, tolerance of differences and human security. The process of CHANGE is a process including programs aimed at moving from violence to peace, from polarization to positive relationships.

Peace Journalism
" Peace journalism takes place whenever editor and reporters make choices of what stories to report and how to report them--which creates opportunities for the audience to consider the value of non-violent response to conflict", according to Jake Lynch, Author of Peace Journalism.
Peace Journalists
Peace journalists avoid imprecise use of emotive words that justify responses escalating violence. They avoid labels that take sides, instead they call people by the name, and they give themselves more precise descriptions. They avoid victimizing descriptions.

Best of all, peace journalists see multiple perspectives. They open up to their audience a wide range of options. When conflict is viewed in various ways, more alternative ways arrived in to resolve the conflict. With many different options, violence becomes less attractive. Finally, they report on peace initiatives, wherever they originate, share this with leaders and help to think peacefully to resolve conflicts. Let all journalists hunger for peace and every person become a peace journalist in social media!

(Tita Datu Puangco is the President and Chairman of the Board of Ancilla Enterprise Development Consulting, a major training and organization development company in the Philippines with an Asian reach. It specializes in enterprise transformation, executive coaching, corporate leadership and functional training, human resource systems, learning events and management of business training centers.  Visit Tita’s Blog at For additional information please email author at or at

Monday, September 12, 2016

by Tita Datu  Puangco

A company client recently achieved its five year goal to reach revenues of a billion pesos. The past years have been focused on productivity with all the possible interventions to achieve the greatest efficiency and achieve targeted profitability. The drive has not just left people with a sense of accomplishment but also tired and exhausted. The challenge of the next stage of growth is “how to go to the next achievement level” and at the same time” humanize the environment".  Now, it wants to zero in on developing an environment and culture that is inspiring, purpose and passion driven while putting the person at the center of the enterprise. Brainstorming as a team of consultants, we arrived at a framework for Inspiring Achievement.  It had to appeal to the mind but best of all to the heart. We arrived at three components.

Right People with Right Competencies
First is to emphasize on competence, knowing that behind achievement is having the “right person for the right task". It also meant developing competencies in a rubric to show knowledge, skills, traits and attitudes in "progressive complexity".  We understood that one of the obstacles to achievement is “boredom". Boredom comes in when a person's job becomes routine and everything is as one employee said "same, same".

This draws us to enable supervisors and managers to effectively coach their people and teams to continuously learn and develop. The trend today with enabling technology is to make the individual responsible for his/her own development.  If one has a question or concern that is learning related, one cam simply " Google it", go for coaching or apply for company enabled training programs.
Empowerment at Work
Secondly, is empowerment at work.  Empowerment in the business sense is “based on the idea that giving people skills, resources, authority, opportunity, motivation as well as holding them responsible and accountable for outcomes of their actions will contribute to their satisfaction and competence".

The art of fostering empowerment as shared by Ron Friedman in his book “the Best Place to Work” encompasses the following actions. First, macro manages at work by providing a meaningful rationale to tasks. Second, encourage people to define the outcome and approach that allow them to feel a sense of control, experience ownership and take pride in the work. Third, invite employees to explore solutions together and demonstrate that you valued their input growing their sense of choice. Fourth is to acknowledge negative feelings, legitimizing negative experiences actually help people sustain autonomy. And lastly, is to remove barriers to motivation by minimizing the focus on rewards. Long term interest is better sustained by keeping focus on the task itself.

Inspiring Commitment
Third component is inspiration-- inspiring the heart. Inspiration is leadership action that creates a sense of direction and purpose, providing required resources and allowing people to take responsibility. It can either be passive or proactive. Some people are content with getting inspired by the ideas or success of others through a video or magazine article. However, for true achievement, a leader has to get into action, creating and applying new ideas, learning from mistakes and putting an idea to life.

Building Relationships Through Pearls
Again from Friedman, it is about building relationships through gathering PEARLS.
The acronym means: P-artnership focusing on working together, E-mpathy feeling for the other, A-cknowledgement, recognizing work and time investment, R-espect showing trust and esteem, L-egitimation recognizing obstacles and difficulties and S-upport showing openness to be of help.

The workshops on inspiring achievement  hope to drive the company to the next level of achievement as well as putting the inspired person at the center of the enterprise. The ingredients are competence, empowerment and inspiration.

Tita Datu Puangco is the President and Chairman of the Board of Ancilla Enterprise Development Consulting, a major training and organization development company in the Philippines with an Asian reach. It specializes in enterprise transformation, executive coaching, corporate leadership and functional training, human resource systems, learning events and management of business training centers.  Visit Tita’s Blog at For additional information please email author at or at

Sunday, August 21, 2016

By Tita Datu Puangco

Recently, I got a frantic call from a newly appointed CEO to do a “rush job". It is to review the design of his organization in a day. As we all know, a lot of failures in organization development interventions are linked to organizational restructuring.

There are in fact many other organizational levers that can effectively be enhanced such as values, strategy, leadership style, systems etc. If indeed organization structure or design is the challenge, then careful thought has to be put into the initiative. And definitely, it cannot be revised in a day. All that can be done is to do focus in group discussions on the “pains" or “challenges of the organization linked to structure.

What are the common problems that organizations are facing today? One, is rapid advances in technology and communications. Recently, a management team faced a dilemma, how can they design the digital organization for technology that still has to emerge. During the discussions several options in terms of steps emerged. One person volunteered to check out the researches done by Futuristic Societies in Silicon Valley and other technology centers in the world. Another lady offered to explore the use of Theory U in brainstorming possible options. It also means doing work designed and managed by virtual teams

Theory U as introduced by the Presencing Institute proposes “that the quality of results that we create in any kind of social system is a function of the quality of awareness, attention or consciousness that participants operate from".  Emerging in 2006 it is viewed mainly as “framework and method for leading profound change and as a way of being connected to more authentic and higher aspects of change.”

Two is global competition and complexity as work cross lines of time, culture and geography. Today, specially, in our country where business process services continue to grow and thrive, we have benefitted from companies who feel “at home here", having outsourced some functions and gaining competitive advantage in cost and quality of service. Once again the challenge is to find the right structures and processes. The work force and customer base is changing in terms of age, gender, race, national orientation etc.

Three is speed of responsiveness or agility, Organizations have to respond quickly and decisively to environment changes, organizational crisis and shifting customer expectations. Organizations able to respond rapidly to shifts win. They expect the unexpected and respond quickly to rapid change and crisis.  Recently I attended a forum who had two interesting speakers one from Google and the other from Uber. Clearly the basis for today's economy has become information, more than machines and factories.

Fourth is the focus on ethics and social responsibility. In the digital environment, how do leaders ensure ethical practices? How can they respond to pressure from the public who demand highly, ethical and moral standards of operating?
More than ever, organizational growth is importance. They bring together resources that achieve goals and outcomes, they produce goods and services efficiently, use modern manufacturing and information technologies and encourage innovation. It is the organization that adapts to the ever changing environment and creates value for owners, customers and employees.

Only the open space approach can work considering the external environment it is dynamic and often unpredictable. The open systems approach has been defined as “a set of interacting elements that acquires inputs from the external environment, transforms them and discharges outputs such as products and services to the external environment".

Some guidelines that have ensured successful organization design and restructuring assistance to our clients over the years encompass are the following:  One, is to consider the external environment striving for a balance between change and order, rationality and flexibility. Two, design the organization maintaining a balance among the different functions.  Think of the organization made up of 3 distinct components: the functions, the processes and the individuals in it. Four, consider the needs and interests of all major stakeholder when setting goals and designing the organization for effectiveness.

Fifth, all organizational systems are unique and different. Identify the correct strategy, goals and management systems for each organization and build the right structure. Today the trend leans towards more horizontal and modular rather than vertical and hierarchical. Typically, routine work is outsourced but strategic work is kept in house.  Sixth, manage collaboration separated by geography and time zones, creating an environment of openness, trust and understanding. And finally, develop leaders with the right competencies.

Allocate adequate time, resources and thinking time, as CEO you truly see organization design as the core challenge moving forward!

Tita Datu Puangco is the President and Chairman of the Board of Ancilla Enterprise Development Consulting, a major training and organization development company in the Philippines with an Asian reach. It specializes in enterprise transformation, executive coaching, corporate leadership and functional training, human resource systems, learning events and management of business training centers.  Visit Tita’s Blog at For additional information please email author at or at