Sofia Mendoza
Co-Founder and Partner
Beyond Work
Ana Lucia Cepeda, Co-Founder and Partner, Beyond Work
Ana Lucia Cepeda
Co-Founder and Partner
Beyond Work
View from the Top

Beyond Work: Flexible Work Models Benefit Everyone

By Cinthya Alaniz Salazar | Mon, 09/12/2022 - 11:52

Q: How has Beyond Work’s commercial proposition evolved over the past decade? 

SM: The formation of Beyond Work is a result of our original work with Bolsa Rosa, which aimed to connect highly qualified women with companies that were open to flexible work schemes. The work that we accomplished then was our introduction to communicating workplace flexibility to Mexican companies. From that point onward, we began expanding to encompass new groups, including millennials and Generation Z, which sought opportunities with this model in place. 

Fast forward to the arrival of the COVID-19 pandemic and companies were caught off-guard with little to no information on how to manage their multigenerational workforce through remote work models. This shift led to the development of our consultancy services and the complete digitalization of our products portfolio, as required by a demand-driven market. Flexible work models have since become a strategic mechanism for productivity, cost reduction, talent retention and recruitment, among other priorities. 


Q: Beyond Work has grown its solutions and products portfolio to include LIFE, WIN, Virtual Headhunting, RPM and Consulting. Why is a multiproduct value approach important? 

AC: Beyond Work is the consolidation of all the products and services that have come after Bolsa Rosa and which are central to the success of the company in an increasingly competitive market. This diversification has enabled us to approach our clients and address their immediate needs and, if needed, develop and implement more holistic projects for their organizations. Overall, our mission has remained the same. We have only expanded our use of tools and services to provide our clients with a complete, well-rounded value proposition.


Q: What are the most common reservations or concerns held by Mexican companies regarding the institutionalization of labor flexibility?

SM: Business leaders in Mexico are mainly concerned with the loss of control, commitment, contribution, connection, collaboration and culture. Ultimately, across these perceived pain points is the uncertainty that company culture derived from day-to-day operations will suffer, leading to more costs than savings in the long term. However, as most business leaders can attest, flexible work schemes have evolved from a nice-to-have to an expectation, which has observably hurt retention and recruitment rates among nonparticipating organizations. 


Q: Traditional manufacturing companies, a sizable industry in Mexico, have largely excused themselves from this conversation. What could flexibility mean for other industries?

AC: While it is undoubtedly easier to adopt flexible work models in administrative organizations, that does not disqualify other types of industries from providing more flexible work models to their associates. Within the manufacturing industry, we have already worked with companies to implement flexible work models without compromising day-today operations and productivity. There are many alternatives; it is only a matter of playing with the length of shifts and their rotation so that the scheme benefits both the associates and the organization. Manufacturing and other traditionally presential industries should consider themselves eligible for flexible work models, a switch that could reduce costs, boost morale and augment retention and recruitment rates for talent-hungry industries.  


Q: Women continue to be underrepresented in leadership roles within organizations. What barriers or biases contribute to this trend?

SM: There are many elements that have contributed to the lack of female leadership in the workplace, beginning in childhood education. When Beyond Work takes on a client, it is helping the organization and its leadership dismantle ingrained biases that keep women from advancing in the workplace. We are treating the symptoms of a greater cultural problem company by company. 

The bitter reality is that while an organization may be doing everything right to support their female talent, these women are still expected to take on all home-making and care-taking responsibilities. Overall, while there are many influencing elements that inhibit women from advancing to leadership positions. These can be predominantly attributed to three areas: social indoctrination, lack of substantive initiatives and opportunities and an incomplete business strategy. 


Q: What objectives does Beyond Work have for the Mexican market in the short term?

AC: Beyond Work aims to continue growing, focusing especially on the Results Project Manager (RPM) position, which aims to provide our clients with the data and expertise to support the transformation of their internal business cultures in line with their business vision. RPMs provide business leaders with the time to focus on their core business while ensuring that their intra-cultural initiatives are advancing with someone they can hold accountable. Once the pillars of the transformation are in place, leaders will have the liberty to dissect any desired trends further, based on macro or micro trends. 



Beyond Work focuses on the development and institutionalization of a flexible work culture through a people-centered approach, labor innovation and digital solutions.

Cinthya Alaniz Salazar Cinthya Alaniz Salazar Journalist & Industry Analyst