.{"id":691,"date":"2022-08-16T11:59:13","date_gmt":"2022-08-16T11:59:13","guid":{"rendered":"https:\/\/webdev.wordpress-developer.us\/tellusant\/?p=691"},"modified":"2025-03-19T11:35:13","modified_gmt":"2025-03-19T11:35:13","slug":"gestion-de-crisis-empresariales","status":"publish","type":"post","link":"https:\/\/staging.tellusant.com\/es\/corporate-crisis-management\/","title":{"rendered":"Gesti\u00f3n de crisis empresariales"},"content":{"rendered":"<p><\/p>\r\n<p>\u00bfQu\u00e9 deben hacer las grandes empresas cuando atraviesan una crisis de resultados? Las respuestas son situacionales, pero tenemos algunas observaciones generales sobre la gesti\u00f3n de crisis empresariales.<!--more--><\/p>\r\n<h1 style=\"font-size: 0.2rem;\">Gesti\u00f3n de crisis empresariales<\/h1>\r\n<p>Existen dos tipos de crisis:<\/p>\r\n<ul>\r\n<li>Crisis repentina: Se produce cuando ocurre algo malo y la crisis es evidente. Algunos ejemplos son la p\u00e9rdida de rentabilidad debida a la recesi\u00f3n o la p\u00e9rdida de un cliente importante. La p\u00e9rdida parcial del canal de distribuci\u00f3n de Apple por parte de Meta es un ejemplo.<br \/><br \/><\/li>\r\n<li>Crisis de combusti\u00f3n lenta: Una empresa va perdiendo gradualmente su posici\u00f3n competitiva a lo largo de varios a\u00f1os. Debido al lento deterioro, no siempre est\u00e1 claro que exista una crisis. El declive constante de GE desde 2000 no fue obvio inicialmente.<br \/><br \/><\/li>\r\n<\/ul>\r\n<p>Lo que m\u00e1s nos interesa son las crisis lentas. Las crisis repentinas son tan evidentes que casi siempre se toman medidas.<\/p>\r\n<p>A. \u00bfC\u00f3mo se identifica una crisis lenta? Yo utilizo la regla emp\u00edrica: 50% de ca\u00edda de la cotizaci\u00f3n en los \u00faltimos 5 a\u00f1os.<\/p>\r\n<p>B. \u00bfQu\u00e9 debe hacer un director general? Esto nos lleva al gr\u00e1fico siguiente.<\/p>\r\n<p data-selectable-paragraph=\"\"><img loading=\"lazy\" decoding=\"async\" class=\"aligncenter wp-image-847 size-large\" src=\"https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-1024x787.png\" alt=\"Tellusant - Matriz de respuesta a las crisis empresariales\" width=\"580\" height=\"446\" srcset=\"https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-1024x787.png 1024w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-300x231.png 300w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-768x590.png 768w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-1536x1180.png 1536w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-2048x1574.png 2048w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-1200x922.png 1200w, https:\/\/staging.tellusant.com\/wp-content\/uploads\/2022\/09\/crisis_medium-1980x1521.png 1980w\" sizes=\"auto, (max-width: 580px) 100vw, 580px\" \/><\/p>\r\n<div class=\"gm np nq nr ns\">\r\n<p id=\"e16f\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">Muchos directores generales inician programas de cambio que implican a mucha gente. Este es un punto de partida terrible.<\/p>\r\n<p id=\"c669\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">La clave est\u00e1 en emprender acciones que tengan el m\u00e1ximo impacto en los beneficios e impliquen al menor n\u00famero de personas posible, ya que la gente es reacia al cambio.<\/p>\r\n<ol class=\"\">\r\n<li id=\"03b8\" class=\"rn ro ob mh b oz pa pc pd pf rp pj rq pn rr pr yk rt ru rv fe\" data-selectable-paragraph=\"\">Empezar con grandes acciones estructurales que impliquen a pocos. Vender una empresa entera. Dividir la empresa. Vender la empresa a un propietario mejor. Y m\u00e1s.<br \/><br \/>Ejemplos: La venta del negocio de quesos de Kraft Heinz Company; la divisi\u00f3n de GE en tres empresas; la venta de Gillette a P&amp;G.<br \/>\u00a0<\/li>\r\n<li id=\"0dd6\" class=\"rn ro ob mh b oz rw pc rx pf ry pj rz pn sa pr yk rt ru rv fe\" data-selectable-paragraph=\"\">Si se agotan las grandes oportunidades, perseguir acciones estructurales m\u00e1s peque\u00f1as que impliquen a pocos. Cerrar algunas filiales nacionales (y quiz\u00e1 recurrir a distribuidores). Cierre una planta de fabricaci\u00f3n grande pero antigua. Externalice todo un proceso: nunca, nunca, recurra a la subcontrataci\u00f3n porque piense que es menos costoso (nunca lo es). Y mucho m\u00e1s.<br \/><br \/>Ejemplos: El cierre de Target de su negocio en Canad\u00e1; el cierre de m\u00faltiples plantas de General Motors a lo largo de los a\u00f1os; la externalizaci\u00f3n de servicios de apoyo por parte de Alphabet Inc.<br \/>\u00a0<\/li>\r\n<li id=\"fb1a\" class=\"rn ro ob mh b oz rw pc rx pf ry pj rz pn sa pr yk rt ru rv fe\" data-selectable-paragraph=\"\">Los grandes programas de cambio en toda la empresa pueden resultar algo atractivos por su potencial impacto en los beneficios. Pero agote primero #1 y #2. A continuaci\u00f3n, impulse un esfuerzo de competencia basado en el tiempo. Implemente la presupuestaci\u00f3n basada en cero. Reorganice. Y mucho m\u00e1s.<br \/><br \/>Ejemplos: El programa T50 de ABB; ZBB en Texas Instruments. Reorganizaci\u00f3n de Procter &amp; Gamble en 2018.<br \/>\u00a0<\/li>\r\n<li id=\"0ca2\" class=\"rn ro ob mh b oz rw pc rx pf ry pj rz pn sa pr yk rt ru rv fe\" data-selectable-paragraph=\"\">Evite mir\u00edadas de peque\u00f1os programas de cambio. Esto es luchar con medusas y no lleva a ninguna parte.<br \/><br \/>Honeywell es una <a class=\"au pz\" href=\"https:\/\/hbr.org\/1984\/01\/wrestling-with-jellyfish\" target=\"_blank\" rel=\"noopener ugc nofollow\">ejemplo<\/a>.<br \/><br \/><\/li>\r\n<\/ol>\r\n<\/div>\r\n<div class=\"gm np nq nr ns\">\r\n<p id=\"c2cd\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">En las crisis, las medidas estructurales se imponen inevitablemente a las medidas personales. Esta es en parte la raz\u00f3n por la que los banqueros de inversi\u00f3n en fusiones y adquisiciones ganan m\u00e1s dinero que los consultores de gesti\u00f3n.<\/p>\r\n<p class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" style=\"text-align: center;\" data-selectable-paragraph=\"\">- - -<\/p>\r\n<\/div>\r\n<div class=\"gm np nq nr ns\">\r\n<p id=\"24b7\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">Una \u00faltima observaci\u00f3n: \u00bfPor qu\u00e9 a veces esto no ocurre? Seg\u00fan nuestra experiencia, suele deberse a propietarios inadecuados y consejos de administraci\u00f3n que funcionan mal. As\u00ed que lo primero que hay que hacer es abordar esta cuesti\u00f3n cuando se trata de la gesti\u00f3n de crisis empresariales.<\/p>\r\n<\/div>\r\n<div class=\"o dx pt pu nd pv\" role=\"separator\"><hr \/><\/div>\r\n<div class=\"gm np nq nr ns\">\r\n<p id=\"d767\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">La experiencia y el conjunto de productos de Tellusant ayudan a las empresas a superar las crisis de forma estructurada, utilizando la Matriz Corporativa de Respuesta a las Crisis.<\/p>\r\n<p id=\"ed4b\" class=\"pw-post-body-paragraph ox oy ob mh b oz pa iz pb pc pd jd pe pf pg ph pi pj pk pl pm pn po pp pq pr gm fe\" data-selectable-paragraph=\"\">Para obtener m\u00e1s informaci\u00f3n, p\u00f3ngase en contacto con nosotros rellenando este formulario en l\u00ednea <a class=\"au pz\" href=\"https:\/\/forms.office.com\/r\/QX8eVqZc5D\" target=\"_blank\" rel=\"noopener ugc nofollow\">formulario<\/a>.<\/p>\r\n<p data-selectable-paragraph=\"\"><span class=\"break-words\"><span dir=\"ltr\">T\u00e9rminos de uso: <a href=\"https:\/\/creativecommons.org\/licenses\/by-nc-nd\/4.0\/\" target=\"_blank\" rel=\"noopener\">CC BY-NC-ND 4.0<\/a><\/span><\/span><\/p>\r\n<hr \/>\r\n<pre style=\"padding-left: 80px;\">Tellusant's <a href=\"https:\/\/staging.tellusant.com\/es\/marco-de-analisis-estrategico\/\" target=\"_blank\" rel=\"noopener\">marco de planificaci\u00f3n estrat\u00e9gica<\/a> permite<br \/>las empresas a establecer prioridades basadas en la l\u00f3gica de los puestos.<\/pre>\r\n<\/div>\r\n<p data-selectable-paragraph=\"\">\u00a0<\/p>","protected":false},"excerpt":{"rendered":"<p>\u00bfQu\u00e9 deben hacer las grandes empresas cuando atraviesan una crisis de resultados? Las respuestas son situacionales, pero hay algunas observaciones generales...<\/p>","protected":false},"author":1,"featured_media":859,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"cybocfi_hide_featured_image":"","footnotes":"","_links_to":"","_links_to_target":""},"categories":[24],"tags":[],"class_list":["post-691","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-ideas-thoughts-category"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v26.8 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Corporate Crisis Management | Tellusant<\/title>\n<meta name=\"description\" content=\"What should large companies do when experiencing a performance crisis? 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