Sergio Jiménez Amozurrutia
CEO & Co-Founder
Flink

Podcast

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Startup Contributor

How Do You Build a Company with Internal Value?

By Sergio Jiménez | Tue, 09/06/2022 - 09:00

The mission of all companies is to satisfy the needs of people or to find solutions to the problems that affect them, creating value in the market through the products or services we offer. This objective must also permeate our companies.

To create an internal value proposition, we have to focus on motivating, inspiring, rewarding and recognizing employees because they are the most important part of what we build every day.

With that in mind, I strongly believe that companies, no matter how big or small they are or what sector they belong to, must have one thing very clear: every employee, from the CEO to the intern who is just starting his or her professional internship, must have the same weight when it comes to building a good organizational culture, which is intrinsically associated with the internal value offer.

A value proposition is created internally when employees become the company's main ambassadors.

However, achieving this is not an easy task. I’m saying this from my own experience because it is a process that requires a lot of teamwork, patience, effort and, above all, introspection of what you want for your business; employees are the most important when it comes to putting this in place, so it is essential to work with them so that they can help us to share the mission outwardly.

Let me give you the example of what we have done at Flink to create a company with a value proposition both externally and internally. Since we started with the idea of setting up a business until today, when we already have more than 1.6 million users, we have experimented and changed many things, even the products we offered. The one thing we tried not to lose sight of is our essence: we did not want to become a stiff and completely corporate company but a reference for the sector and a place where people would want to grow and work because they had found that added value that is difficult to find in the market.

It took us time to land our purpose as a company because although we knew we wanted to break the paradigms that exist in the financial system, empower new generations and adapt to new lifestyles while giving them tools to improve their future, the path we started down was not completely fulfilled; however, although it took us more time than expected, we always kept our essence internally.

To achieve this, we started with some things that seem simple but when it comes to implementing them, they are not. For example, we were very clear that the workspace had to be safe and made up of diverse and creative minds to promote personal development, emotional well-being and work flexibility. In addition, if we wanted to break the mold of traditional financial companies, we had to eliminate the misconceptions and stigmas that exist about work; for example, the importance of having a work-life balance, working by objectives, the issue of vacations from day one and hybrid and remote work.

The value we are creating for our “Flinkers” is possible because we put culture alongside our business objectives, which I recommend to everyone, whether an entrepreneur, a rookie or an experienced hand. It has allowed us to become what we are today.

I can proudly say that no other business has what we have; in fact, that is why companies that do not have an added value for employees, a good organizational culture or that really care about their associates tend to have a higher percentage of labor turnover. For example, Mexico leads Latin America with 16.7 percent staff rotation annually, according to the Mexican Association of Human Resources.

In our case, our business value is also characterized by open and transparent communication, changing the hierarchical barriers that have existed in traditional companies, making them horizontal instead of vertical, encouraging collaboration among all and generating spaces for all ideas to be heard and taken into account.

Each new business has different needs, so what I am writing cannot be taken as a guide for people who decide to start their own company. But I do want to emphasize that the added value they create for employees is the basis for success internally and externally.

Especially for those of us who decide to create a new company, the value offer will be a process of construction and deconstruction, and it may seem that the goal is getting lost along the way because of the rapid growth and the number of people you have to hire; however, when you realize that despite the bad and good times, your employees provide good results, express their desire to grow and you see the happiness they express in working in a place where they can see their own identities, you know you are on the right track.