Governance, People and Management
Drive operational excellence and achieve extraordinary results with a People and Management model that fosters an organisational culture designed to unlock human potential within your company.
At Visagio, we believe in integrating governance, people management, and results to drive organisational performance and business sustainability. In a world marked by transformation and uncertainty, a company’s success depends on strategic choices and the effective allocation of talent. In this context, Visagio designs and implements Strategic Planning and Execution, Organisational Design, Corporate Governance, Talent Management, and more, ensuring a comprehensive and tailored approach to meet each client’s needs.
Visagio’s Ambidextrous People and Management model balances short and long-term demands, promoting both operational excellence and flexibility for innovation. With a hands-on approach and extensive experience, we stand out as a “doer” — not only identifying opportunities, but also implementing solutions and delivering tangible results. Our key strengths include a dedicated team, deep expertise, integrated business and technology solutions, and a comprehensive governance framework.
We support companies at various stages of maturity — from start-ups to century-old organisations, including family businesses undergoing professionalisation. Our work is guided by the Visagio Governance, People & Management Framework, which ensures strategic implementation at all levels of the organisation.
Challenges
A large mining company, with over 30,000 employees and operations across Brazil, was undergoing a period of organisational transformation. As the company grew, there was a need to expand the number of business leaders. At the same time, the Human Resources function was facing increasing pressure to boost productivity, prompting a reassessment of its traditional roles as a Centre of Excellence (CoE), Business Partner (BP), and Shared Services Centre (CSC).
Approach
The transformation of the HR organisational structure was guided by the following pillars:
- Review of the expected behaviours and seniority levels of Business Partners;
- Establishment of a specialised People Analytics centre, focused on data to support strategic decision-making;
- Structuring of a dedicated projects hub, with its own methodology and agile resource allocation model;
- Redesign of BP management routines to improve efficiency and role clarity.
- Training of teams on the revised roles and responsibilities of BPs, CoEs, and specialist centres.
Results
The HR reorganisation led to significant outcomes, including:
- A reduction of 12% to 37% in the number of BPs across business areas.
- A reduction of over 50% in time spent in meetings, freeing up capacity for more strategic initiatives.
Challenges
A beverage company was preparing for a major shift in its long-term strategy. The challenge was to design and implement an ambidextrous People & Management model capable of balancing operational stability with agility and innovation, while accommodating the distinct contexts of its various areas (such as Industry, Sales, and Technology).
Approach
The development of the new model was structured around four key fronts:
- Creation of a tailored methodology for goal and compensation analysis, aligned with benchmarks and relevant literature;
- Redesign of the goals and compensation framework for 8,000 employees, promoting greater collaboration, simplicity, and agility;
- Adaptation of management tools to suit the company’s diverse contexts, with a focus on introducing the OKRs methodology.
- Implementation of a pilot model for initiative experimentation, generating real learning and feedback for the management system.
Results
The implementation delivered measurable gains in management and efficiency:
- Structured career tracking for more than 40,000 employees via automated dashboards, resulting in significant time savings and valuable insights;
- Reduction of 64 hours per month previously spent on operational People Analytics tasks;
- Thousands of holiday schedules automated through BI, along with 45 automations and over 20 data pipelines implemented to scale solutions.
How we transform
Business, Methodologies and Solutions
Define strategies, objectives, and goals, in addition to the definition of the plan of initiatives and budget to trace paths towards profitability, cash generation, and longevity of your organization.
The strategic planning of a company is essential to chart paths towards success. In line with the objectives of all stakeholders, the process must start from the organization's mission, purpose, and big dream.
Through our methodology, strategies are prioritized - considering potential impact, complexity and urgency of the implementation - and the main goals are defined in search of profitability, cash generation and longevity for your business. To ensure a successful implementation, a panel of indicators is drawn up at all levels and governance is implemented to monitor the goals already defined.
Results that our clients have achieved:
- 3x increased business value, ranging from strategies to survive the business during the pandemic, to expansion and M&A strategies
Understand how the changes caused by the new coronavirus pandemic have forever impacted the way organizations work.
The pandemic of the new coronavirus brought to the fore in an emergency way the challenges of designing a flexible work model that is adaptable to the different needs of each employee. At the time of the pandemic, the need to avoid physical contact was the main driver for the design of this new model. However, even in a post-pandemic scenario, the demand for flexibility, giving employees more autonomy, will remain latent and companies need to adapt.
In this context, Visagio has assisted its clients in the redesign of the new way of working, which involves aspects such as: adaptation of the physical structure - with the development of collaboration hubs; training of employees and managers in the skills for the digital and collaborative world; employee well-being, a topic that is becoming increasingly relevant with several innovations.
The new model will require even more capacity for adaptation, agility and learning, with tests of new concepts, quick identification of adjustment needs, and open communication with all those impacted in this process
Monitor, control, and identify risks to ensure change management and achieve expected results.
For the success of any project, it is essential to monitor and control the defined activities, in addition to identifying and acting on risks and problems with the necessary agility and urgency.
Our Change Management methodology is comprised of the pillars of organisational alignment, training, and communication. We apply various tools, from diagnosing the change in your organisation and mapping stakeholders, to monitoring the established plan and adapting the strategy.
Restructure your company's Governance & People and Management model, ensuring greater strategic alignment and a more efficient and effective structure.
For the redesign of the organisation, our methodology considers two dimensions of analysis:
- Aligning the Organisation with the Strategy: Review of scope, roles & responsibilities; Centralisation vs. decentralisation analysis; Agile organisation and squads; Grouping logic (functional, product, geography, and client); Accountability and lines of defense;
- Dimensioning: Time and Movement Analysis; Productivity Analysis; Control Span and Hierarchical Levels; Senior Analysis; Make or Buy Analysis;
Results that our clients have achieved:
- Scaling with +30% productivity gains
- Reorganisation of health tecs for the agile model
- Review of the structure model and lines of defense for a company with more than 30.000 employees
Structure and implement practices that promote solid, transparent corporate governance aligned with ESG principles.
The term ESG (Environmental, Social & Governance), which addresses practices related to the Environment, Social and Corporate Governance, is becoming increasingly relevant in the assessment of investors and consumers. Together, the three factors show how committed a company is to having a more sustainable operation, generating long-term value.
Visagio carries out projects focusing on the definition and implementation of a robust strategy connected with the ESG dimensions, with the objective of creating a perennial advantage aligned with the company's values. Our way of acting is structured in 4 pillars aligned with the purpose, strategy and values of the company:
- ESG Benchmark & Diagnosis: Study of companies in the sector to reference actions and understand the current scenario from an ESG perspective, identifying entry, evolution and legacy strategies.
- Materiality Diagnosis: Analysis of the impact generated by the company's actions in the dimensions of sustainability, helping to prioritise the ESG actions taken in the previous stage.
- ESG Actions Roadmap: Definition of the roadmap for implementing ESG actions and establishing governance to monitor results, ensuring strategic alignment and visibility to leadership.
- Disclosure of Results: Clear communication to internal and external stakeholders of the ESG strategies that are being adopted based on reports, forums with investors and stakeholders, and internal communication.
Of the 3 factors, Corporate Governance is what guarantees the alignment of all stakeholders, shielding processes from conflicts of interest and ethical deviations through an adequate system of internal controls and risk management.
Our action model encompasses the mapping of the needs of the parties involved, the structuring of the governance bodies and the lines of delegation and reporting, the definition of necessary tools and instruments, and the structuring of the journey and the incentive model of the members of the governance bodies.
Results that our clients have achieved:
- +10,000 stakeholders served through our Deployment model
- +95% of on-time care through our Monitoring and Treatment Governance Implementation
- +60,000 manifestations treated through the structuring of the listening and response mechanism, providing rapprochement with communities
- +350 plans with the communities implanted in the process of social action, with the structure of the proactive engagement model with society
- Greater transparency and objectivity in the exchange of information necessary for the company's decision-making
- Greater control and diligence in providing information to the Board of Directors and formalising discussions
Understand your employee's entire journey — from recruitment, development, and employee experience to reviews and bonuses.
Visagio's reference model for HR practices is based on diagnosing and acting on the employee's experience at each stage of their journey. Our activities are centred on the company's culture and Employment Value Proposition (EVP), in order to strengthen its set of unique attributes that are valued by professionals and form its position as an employer brand.
We also work in the HR Organisation, since the advancement of innovation and the employee's vision of the journey demand a new HR organisation in the “One HR” model, so that the employee's experience is the same at every point of contact they have in the company.
Results:
- Review of the compensation strategy of +2,000 leaders
- 91% of employees with an improvement in their experience
Define the compensation and incentive models that best align with the organisation's business strategy and culture to optimize results.
Goal Models with OKRs
With the vision of ambidexterity in mind as a background, traditional models of goals and KPIs (Key Performance Indicators), largely linked to variable compensation, can be effectively leveraged using the OKRs (Objectives and Key Results) methodology, which allows greater flexibility, agility and alignment of priorities related to business transformation.
Compensation Models with Long-Term Incentives
The design of a compensation model is one of the main management tools for aligning team and organisation incentives. Defining the ideal balance between fixed compensation, benefits, short-term incentives - ICP (bonus, award, among others) and long-term - ILP (stock option, MSW, among others) must consider cultural and market aspects for the model to be effective.
Results:
- Reformulation of the goals and compensation model for 8,000 employees with the objective of expanding collaboration, simplicity and business agility
- Implementation of the “Performance Restricted Stocks” model based on employee performance, using Cliff, Vesting and Matching mechanisms. Company in a pre-IPO stage
Define and ensure the deployment of the strategy for the entire organisation, balancing the agility to innovate and the efficient discipline to achieve results.
The Ambidextrous People and Management Model stems from the need to align the themes of the People Model, focusing on culture, behaviours and abilities, and the Management Model, focusing on management tools that allow increasing business performance.
In an increasingly complex business context, the concept of Organisational Ambidexterity connects with and complements the People and Management Model and recognises the need to leave a single model throughout the organisation (“One Size Fits All”) which adapts and makes people and management practices flexible based on the different needs of the areas and allows balancing the focus on operational excellence and short-term results, with innovation and support for the theses of future business growth.
Results:
- Implementation of an Ambidextrous People and Management model in the company of +30k employees considering the needs of different areas such as Industry, Sales and Technology
Enhance your organization's results based on a data-driven culture, using insights produced by generative AI to increase team performance.
Combining more than two decades of expertise in the subjects of People & Management and Analytics, we implement practical use cases using AI and Generative AI models in our clients and investments. Some examples of cases:
- Analysis of feedback from the teams' 360 evaluations, creating a useful and applicable summary for managers during the evaluation cycle. In addition to the summary, AI recommends courses from the company's course base or other sources related to the gaps identified in the 360, allowing for a customised orientation and action plan that can (and should) be complemented by the manager
- Analysis of the curriculum base to screen the best profiles according to the company's challenges
- Analysis of climate research and ENPs to identify common employee pain.
People Analytics is a methodology that uses data analysis to enhance talent management and promote a more strategic approach to human resource management. By analysing the individual characteristics, growth curves, abilities, and competencies of each employee, this methodology provides valuable insights that direct personalised actions taking into account the particularities of the business.
The application of People Analytics reduces uncertainty in decision-making, making it more informed and efficient. It's not just about generating quantitative metrics; it's a catalyst for practical solutions. The methodology can be used for the recruitment process, development and performance evaluation, as well as for talent retention.
