Telecommunications engineer, doctor in Innovation and early entrepreneur in constant learning, Guille Lorbada is considered to be one of the greatest experts in new ways of working and thus leads the area of ??the same name at Repsol. The company’s manager of new ways of working is clear; The future involves moving towards flexible work formulas and incorporating generative artificial intelligence as a co-pilot to gain efficiency and live better.
With Lorbada, we break down, in 12 key points, the trends regarding new work models, hierarchies, ‘liquid’ teams and the role that technology plays in all of this.
“The external context. The world is changing faster and faster and has an impact on business, work, leadership and life itself. Adaptation and continuous learning are two absolutely fundamental issues. When translating the speed of these changes to companies “We find that a more agile, lighter and dynamic organization is required.”
“All those little things that, as people, we can do on a daily basis to work and live better. It is about combining all the actions and tools that help us improve as an organization, to remain relevant. With another more global approach , and depending on the level of maturity of the company, it can mean one thing or another. For example, for some companies it is limited to teleworking, which is a small part. At Repsol we have a global and comprehensive vision where many elements converge: how “We work, how we organize and how we lead.”
“In our work model we have four ingredients, and like in a grandmother’s recipe, she is able to adapt the best she has for those who come to eat. The recipe for a successful transformation is the interrelation between the four ingredients: leadership with a clear and aligned vision; a flat and flexible organization; a digital workspace and highly adaptive thinking or what the Anglo-Saxons call adaptive thinking practices, that is, agile practices and methods.”
“I would highlight the capabilities that we have to generate for the future and, on the other, what we call liquid teams: multidisciplinary talent to quickly adapt to the market and customer needs. And how do we do it? About three enabling elements: people, technology and spaces. In the end it is about generating talent for the future and future for talent.”
“Because of the global data we have, yes. They want, can and know. And for it to happen, they first have to need it. Everything is given by a context that in our case is the commitment to accelerate the transformation. Repsol was the first company in the sector in the world that committed to being a net zero emissions company by 2050. We are putting a lot of resources, effort and talent to make that happen.
We are moving towards a dual operating model that allows two types of structures to operate in parallel: one more hierarchical – in a classic sense – and another of networking, taking advantage of the best of both. Most companies try to find a middle ground. It allows for more fluid work that accelerates decision-making, develops interchangeable profiles and operates transversally to break down silos, making collaboration more efficient. “It also requires a type of leader who adapts leadership to the context of each moment.”
“Teleworking is no longer 100% as it happened – exceptionally – in the pandemic. However, occasional teleworking or hybrid work (one or several days per week) does not stop growing. And this is a clear trend, both in Spain as in Europe.
There are jobs that can be carried out remotely, there are those that are purely in-person and there is a very wide range of greys. We started betting on teleworking in 2007, so we already had some skills generated and now, we are moving towards a hybrid and flexible work model that combines the best of both worlds: teleworking and in-person, because we came to the conclusion that it is possible and compatible.”
“The future is a flexible model. We promote, precisely, that hybrid and flexible model between physical presence in the office and teleworking, according to three factors: the needs of the person; those required by the position and the team and those of the client. This allows us to plan different agendas depending on each week, focusing on three objectives: improving efficiency, team cohesion and the balance between personal and professional life. We must take advantage of the best of being present, which It is innovation, human relationships… and the best of remote: asynchronous collaboration, time of concentration…”
“Steps have been taken and there is still a long way to go. It is important to orient ourselves towards flexible models that can adapt to the needs of each person at all times and to the needs of each business, with common sense, which also allows people to work in remote, relocate and telework from their towns or a second residence.”
“It is a fundamental enabler and part of the ecosystem. We are on the verge of a much greater paradigm shift: applying generative artificial intelligence to everyday life. What does it mean? That this AI will act as a co-pilot or assistant to the worker in many types of tasks, as a complement to one’s own creativity, more routine tasks, data analysis, etc., saving time that we can dedicate to what only people can perform. We have been working for years on internal initiatives looking for and applying AI solutions to business needs .
We have piloted generative AI with salespeople, combining data from customer management systems and the collaboration platform to offer real-time analysis and conclusions, content creation, etc., so that they can dedicate their time to contacting customers. customers. We have examples of AI applied to internal mobility, to the intelligent search for safety and environmental regulations, creation of multimedia content, development of intelligent assistants, code generation for the development of technological solutions and so on up to more than 250 ideas that demonstrate the transformative potential that Generative AI has to increase productivity and facilitate employees’ daily lives.
It is so relevant that we have created the first digital competence center in our sector in Europe to explore the capabilities of generative AI, also counting on a multidisciplinary group dedicated to understanding the ethical implications. At a global level, the artificial intelligence framework must be, on the one hand, responsible; That is, it meets ethical criteria and is capable of avoiding bias based on reliable information. And secondly, it must be explanatory, that is, it must be able to explain the criteria and reasons why it proposes some things and no other things.
Using AI well is an opportunity for the future of work and the industrial revolution 4.0. Now artificial intelligence is intelligence and it is artificial, but it is not talent. People provide talent on a daily basis and that is and will continue to be irreplaceable. “We have to take advantage of this opportunity to multiply our capacity as humans, and to make work more human.”
“For example, it is a fact that since the beginning of the pandemic, meeting time has increased by 250%. In the digital world there was no room that limited the number of people. The challenge we address is to reduce those times, collaborate more asynchronously and more efficiently and be able to increase concentration time, personal work and spontaneous contacts.”
“The most relevant thing, without a doubt, is the fit of the candidates with the company, its organizational culture and that they are people who share and embrace the company’s purpose. And as key skills, I would highlight curiosity and motivation; the ability to continue evolving and learning; and creative, critical and adaptable thinking. Diversity enriches and generates more options for the future. Generation Z that is beginning to join brings new skills and digital and technological thinking. And cross-learning with more experienced people “It is crucial to have complementary visions that have a multiplying effect.”
“The first thing, again, is that the purpose of the company fits them. And then, the value proposition to the employee; which covers from one end to the other everything that happens in day-to-day life and in work life: salary, emotional salary (which is not the same), development and progression, resources, spaces, technology and personalized benefits. Engage people through a win-win (win and win) for both parties. In short, what we are looking for is be more productive and at the same time happier every day.”
