The incessant dynamics of change is a constant that has traversed the history of mankind and therefore of companies. In this context of perpetual evolution, agricultural companies stand as a clear example of how external factors can affect the direction of an organization.

As they face unforeseen shifts in markets, new challenges in talent management and the emergence of innovative technologies. The need to lead change then becomes an unavoidable priority.

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As you know, I am an avid reader. Among the authors I follow is John P. Kotter, who in his iconic work, Leading Change, offers insightful observations attuned to the changing reality of agribusiness.

Here I venture to share my own reflections and experiences in the field. Through this synthesis, I seek to offer a more holistic and practical approach to change management in this specific context.

The heart of change management in agribusiness is almost always surrounded by uncertainty; unpredictable weather conditions, the emergence of pests and diseases, and changes in demand patterns are just a few examples of the changing challenges we face.

Although agribusinesses have become accustomed to crisis, as I have mentioned in previous posts, change management should not be limited to reacting to adverse situations. Instead, we must forge a culture of continuous adaptation and proactive evolution.

I agree with Kotter on the importance of establishing a sense of urgency in any change process. Recognizing and embracing the rapidly evolving agricultural industry is essential for our businesses to not only survive, but thrive.

Creating a roadmap, as proposed by Kotter, takes on a deeper meaning in the agricultural arena. Indeed, it requires leaders committed not only to the vision of the company, but also to the sustainability of the land and the protection of our territories.

Just as Kotter advocates the development of a clear vision and strategy, I advocate a comprehensive mapping of the internal processes of agricultural enterprises. This approach allows us to identify areas for improvement, but also provides an opportunity to reflect on our social and environmental responsibility. It is not just about producing more, but about doing so in a sustainable and conscious way.

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One of the relevant aspects for me is the importance of removing barriers to change. In the agricultural context, these barriers can be both technological and cultural, so investment in capacity building and technology development is essential to predict and manage changing variables. This investment must be rooted in a deep understanding of the land, communities and agricultural realities.

Kotter’s strategy of generating short-term wins finds a particularly resonant application in agriculture, as identifying and implementing immediate improvements in agricultural processes can have a tangible impact.

In this sense, my experience coincides with Kotter’s ideas: change management in agricultural enterprises must translate into tangible improvements in the operation.

This sounds easy, but I can tell you from experience that it is not. Some change processes in agribusinesses can take years to consolidate, but the truth is that it can be done and the results almost always exceed expectations.

We need change to be integrated into the DNA of the company. For agribusinesses, this implies not only a transformation in terms of processes, but also in the way we understand our role in society and the ecosystem. Change management must be more than a one-off strategy; it must be the very essence of how we operate.

In parallel, it is crucial to establish a robust process section that documents and showcases best practices. This initiative not only ensures that teams are alert and prepared, but also establishes new methodologies that carry over to operational and administrative areas. In this way, agribusinesses protect themselves from market fluctuations for which they may not be prepared.

Based on the above, the absolute necessity of making change an intrinsic concept of the company stands out. In this sense, I propose the creation of a “Change Management” area, which could be integrated as an annex to the processes department, or be part of the research and development areas, in those companies that have them.

The reason for this proposal is the identification and diagnosis of critical points in the organizational flow. This includes not only the cultivation process itself, which is the heart of agricultural projects, but also its extension to the markets that our clients demand, which are the necessary requirements to reach and capture high-value niches in the market.

A crucial aspect is how to optimally empower our teams? This question has implications for both profitability and sustainability. By fostering a conscious and consistent mindset towards environmental protection, we improve our profitability and build a legacy of responsibility towards future generations.

My call to agribusinesses is to establish strategies aimed at strengthening these areas. This implies an investment in creating an organizational culture that embraces change as a constant.

The frequency, constancy and challenge inherent in change are undeniable realities. However, I believe that by internalizing this truth and turning it into an opportunity, agribusinesses will thrive beyond surviving in this volatile environment.

Ultimately, change is a powerful force that can either drive us or hold us back. Through a strong focus on process management, adopting a change mindset and creating a dedicated area to lead this change, agribusinesses can transform themselves into agents of innovation and adaptation.

It is time to embrace change as an ally in our quest for a sustainable and prosperous agricultural future.