People & Strategy Spring 2017 Vol. 40 Issue 2 - 54

markets that had similarities. Not only
did this drastically change our organizational structure, but it also allowed
us to start looking at talent and capability development more robustly at a
global level. There is no question that
Andrés getting his leadership team
right and getting the right organizational design in place were two key
factors for success in our last transformation.
Thomas O'Flynn: To build off of that,
we talked a lot about finding a balance
between leveraging the SBUs without it
becoming overbearing.
Bernerd Da Santos: When I look back,
the transformation we initiated was
a necessary change to implement the
strategy, which required a holistic

stant and transparent in our communication and 3) getting the right people
in key leadership roles.
Bernerd: One of our key elements is focus. The business environment is highly
complex today with multiple drivers
pressing all at the same time and intensity. As Tish mentioned, having a clear
vision and strategy and having the right
leadership to execute was the hardest
part of the transformation. It has also
helped us to accelerate our efforts. Considering the complex and fast changing
business climate and operating models,
the impact of those changes across our
people, process, technology, and the
challenges of regulatory compliance,
having a clear strategy and focus on
execution keeps the right boundaries in
achieving our goals.

It is all about having the right people, the right
incentives, and the brutally honest conversations.

process for aligning the SBUs with
clear roles, responsibilities and accountability. Incorporating a complete
leadership team to execute in their
markets gave AES a way of thinking
globally and acting locally, where all of
our people are focused on executing
on one shared corporate vision or way
forward.
Andrés: Overcoming the organizational resistance to the structural changes
we undertook when moving to a matrix organization was quite possibly the
most challenging aspect of managing
people's behaviors and mindsets. We
had to get key people in the organization aligned and comfortable with
having more than one boss.
P+S: Were there things that went
really well that helped accelerate your
first transformation?
Tish: There were three key factors we
capitalized on: 1) using our strategy as
a driver for change, 2) being clear, con54

PEOPLE + STRATEGY

Tish: We also established working
groups, which have helped develop networks across the matrix. These working
groups are comprised of people who
have similar jobs across various platforms and markets within the company.
The goal behind these groups is you
always have a group that you belong to
where you can share knowledge and
information.
P+S: Were there things that did not go
well that you would do differently going
forward?
Tish: I would change the pace at which
the change occurred. In some cases, I
wish we could have moved faster and in
other cases I think we would've benefited from moving slower. At the end of
the day it comes down to the audience
and I think we could have done a better
job of managing that with regards to
our pace.
Andrés: I agree. I also think sometimes
our message got lost in translation at

the middle management level. While I
was quick to make some tough decisions regarding personnel changes
at top management, I take responsibility that I was somewhat slower
to make changes at the second and
third tiers. Part of this was because so
much change was occurring that I was
looking for some islands of stability in
the organization. If I could do it over
again, I would make faster decisions
regarding middle management.
Tom: I would also say we shouldn't
have over-estimated how good we were
at communicating. At corporate, we
sometimes see change occurring, but
we forget that we have more data than
those not at corporate. It is important
that we bring people along and address any issues that arise immediately.
Bernerd: It was a challenge through
the implementation and the speed at
which we underwent the transformation to keep all the moving parts and
processes that needed to be connected, actually connected. In reality, we
were simultaneously conducting six
transformations within the six SBUs.
As we gained standardization and synergies within each SBU, we sometimes
lost consistency across them from a
global perspective. Even though we
had a common vision and strategy, we
wound up acting on that strategy in
slightly different ways. This was a clear
obstacle to fully capturing standards,
economies of scale and synergies
across the whole organization at a
larger scale as well sharing leading
practices within AES.
Tish: I also learned that you can never
be too systematic in your introduction
or approach to something new. Having
structure and being systematic helps
with accountability and standardization of processes. I wish we had implemented more of this during our last
transformation. If we had, we would be
further along because there would be
fewer areas of confusion or disconnect.
We have been very hands-off in the
past and have asked the SBUs to deliver. In some cases delivery fell short not
because of bad intent, but because of
gaps in our communication regarding



Table of Contents for the Digital Edition of People & Strategy Spring 2017 Vol. 40 Issue 2

From The Executive Editor
From The Guest Editors
Perspectives
Transforming Organizations to a Digital World
Achieving Alignment in an Age of Disruptive Velocity
Improving Organization Performance by Optimizing Organization Design
Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
Understanding Culture and Subcultures for Efficient and Sustainable Transformation
Redefining Transformation
Executive Roundtable
Linking Theory + Practice
Thought Leaders
Book Reviews
Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover1
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 1
People & Strategy Spring 2017 Vol. 40 Issue 2 - 2
People & Strategy Spring 2017 Vol. 40 Issue 2 - 3
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Executive Editor
People & Strategy Spring 2017 Vol. 40 Issue 2 - 5
People & Strategy Spring 2017 Vol. 40 Issue 2 - From The Guest Editors
People & Strategy Spring 2017 Vol. 40 Issue 2 - 7
People & Strategy Spring 2017 Vol. 40 Issue 2 - Perspectives
People & Strategy Spring 2017 Vol. 40 Issue 2 - 9
People & Strategy Spring 2017 Vol. 40 Issue 2 - 10
People & Strategy Spring 2017 Vol. 40 Issue 2 - 11
People & Strategy Spring 2017 Vol. 40 Issue 2 - 12
People & Strategy Spring 2017 Vol. 40 Issue 2 - 13
People & Strategy Spring 2017 Vol. 40 Issue 2 - Transforming Organizations to a Digital World
People & Strategy Spring 2017 Vol. 40 Issue 2 - 15
People & Strategy Spring 2017 Vol. 40 Issue 2 - 16
People & Strategy Spring 2017 Vol. 40 Issue 2 - 17
People & Strategy Spring 2017 Vol. 40 Issue 2 - 18
People & Strategy Spring 2017 Vol. 40 Issue 2 - 19
People & Strategy Spring 2017 Vol. 40 Issue 2 - Achieving Alignment in an Age of Disruptive Velocity
People & Strategy Spring 2017 Vol. 40 Issue 2 - 21
People & Strategy Spring 2017 Vol. 40 Issue 2 - 22
People & Strategy Spring 2017 Vol. 40 Issue 2 - 23
People & Strategy Spring 2017 Vol. 40 Issue 2 - 24
People & Strategy Spring 2017 Vol. 40 Issue 2 - 25
People & Strategy Spring 2017 Vol. 40 Issue 2 - Improving Organization Performance by Optimizing Organization Design
People & Strategy Spring 2017 Vol. 40 Issue 2 - 27
People & Strategy Spring 2017 Vol. 40 Issue 2 - 28
People & Strategy Spring 2017 Vol. 40 Issue 2 - 29
People & Strategy Spring 2017 Vol. 40 Issue 2 - 30
People & Strategy Spring 2017 Vol. 40 Issue 2 - 31
People & Strategy Spring 2017 Vol. 40 Issue 2 - Case Study: From Regional to Global: Using a Strategy to Align a Multinational Organization
People & Strategy Spring 2017 Vol. 40 Issue 2 - 33
People & Strategy Spring 2017 Vol. 40 Issue 2 - 34
People & Strategy Spring 2017 Vol. 40 Issue 2 - 35
People & Strategy Spring 2017 Vol. 40 Issue 2 - 36
People & Strategy Spring 2017 Vol. 40 Issue 2 - 37
People & Strategy Spring 2017 Vol. 40 Issue 2 - 38
People & Strategy Spring 2017 Vol. 40 Issue 2 - 39
People & Strategy Spring 2017 Vol. 40 Issue 2 - Understanding Culture and Subcultures for Efficient and Sustainable Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 41
People & Strategy Spring 2017 Vol. 40 Issue 2 - 42
People & Strategy Spring 2017 Vol. 40 Issue 2 - 43
People & Strategy Spring 2017 Vol. 40 Issue 2 - 44
People & Strategy Spring 2017 Vol. 40 Issue 2 - 45
People & Strategy Spring 2017 Vol. 40 Issue 2 - Redefining Transformation
People & Strategy Spring 2017 Vol. 40 Issue 2 - 47
People & Strategy Spring 2017 Vol. 40 Issue 2 - 48
People & Strategy Spring 2017 Vol. 40 Issue 2 - 49
People & Strategy Spring 2017 Vol. 40 Issue 2 - 50
People & Strategy Spring 2017 Vol. 40 Issue 2 - 51
People & Strategy Spring 2017 Vol. 40 Issue 2 - Executive Roundtable
People & Strategy Spring 2017 Vol. 40 Issue 2 - 53
People & Strategy Spring 2017 Vol. 40 Issue 2 - 54
People & Strategy Spring 2017 Vol. 40 Issue 2 - 55
People & Strategy Spring 2017 Vol. 40 Issue 2 - 56
People & Strategy Spring 2017 Vol. 40 Issue 2 - 57
People & Strategy Spring 2017 Vol. 40 Issue 2 - Linking Theory + Practice
People & Strategy Spring 2017 Vol. 40 Issue 2 - 59
People & Strategy Spring 2017 Vol. 40 Issue 2 - 60
People & Strategy Spring 2017 Vol. 40 Issue 2 - 61
People & Strategy Spring 2017 Vol. 40 Issue 2 - 62
People & Strategy Spring 2017 Vol. 40 Issue 2 - 63
People & Strategy Spring 2017 Vol. 40 Issue 2 - Thought Leaders
People & Strategy Spring 2017 Vol. 40 Issue 2 - 65
People & Strategy Spring 2017 Vol. 40 Issue 2 - 66
People & Strategy Spring 2017 Vol. 40 Issue 2 - 67
People & Strategy Spring 2017 Vol. 40 Issue 2 - Book Reviews
People & Strategy Spring 2017 Vol. 40 Issue 2 - 69
People & Strategy Spring 2017 Vol. 40 Issue 2 - 70
People & Strategy Spring 2017 Vol. 40 Issue 2 - 71
People & Strategy Spring 2017 Vol. 40 Issue 2 - 72
People & Strategy Spring 2017 Vol. 40 Issue 2 - Leadership Insights
People & Strategy Spring 2017 Vol. 40 Issue 2 - 74
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover3
People & Strategy Spring 2017 Vol. 40 Issue 2 - Cover4
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