Transformation Starts With a Change in Mindset: Change Americas

Q: What makes Change Americas’ approach to transformation different from traditional consulting models? 

A: At Change Americas, we believe true impact comes from falling in love with the client’s problem, not our own solution. This principle, inspired by Uri Levine’s Fall in Love With the Problem, Not the Solution, shapes our methodology.

Our value lies in accelerating our clients’ transformations as they expand into new markets and navigate logistical and cultural complexities across sales, product, and operations. We do not start with a predefined product. Instead, we begin with diagnostic conversations to understand each client’s context and pain points, whether related to agility, AI adoption, leadership development, or operational efficiency. We then tailor our approach for relevance, competitiveness, and cultural fit.

This transformation model integrates both technical and human dimensions. On the technical side, we support process improvement and technology implementation; on the human side, we focus on mindset, leadership, and behavior. Success relies heavily on talent; developing or failing to develop people has direct business consequences.

Q: What are the main challenges companies face when trying to transform, on both the human and technological sides?

A: Transformation starts with a change in mindset. Microsoft’s turnaround under Satya Nadella illustrates this well. He brought in psychologist Carol Dweck to instill a growth mindset across the company. Without that cultural foundation, innovation cannot thrive.

Mindset must be followed by capability-building. Understanding a concept is not the same as applying it, and this must be paired with process optimization focused on value creation. Major obstacles include resistance to change and unclear starting points. Many leaders want transformation without changing their habits, which is unrealistic.

For example, BYD recently surpassed Tesla in EV sales by focusing on long-term efficiency. Tesla, assuming its dominance was secure, fell behind, with its stock down 43% this year. Staying relevant requires continuous reinvention, starting at the top.

Q: If a company recognizes that it needs to shift from a fixed to a growth mindset, what are the concrete steps it should take within a broader or scalable business model?

A: We always begin with purpose. Start With Why by Simon Sinek remains a powerful guide, as clarity of purpose shapes behavior at every level. Companies must also broaden their frame of reference. If you only compare yourself to local competitors, you will think small. But when you benchmark against global leaders, your mindset shifts. Grant Cardone’s 10X Rule reinforces this: aim 10 times higher.

Mindset is bio-psycho-social and is shaped by culture. If your leadership is visionary, your culture follows. If it is risk-averse, so is the organization. That is why we work to build what we call a “growth mindset culture.”

Q: Why do you think Latin America struggles to develop that kind of contagious growth culture?

A: Andrés Oppenheimer captures this well in Every Man for Himself!, where he asks Bill Gates if he would have succeeded in Latin America. Gates replies, “We will never know. But I do know I was surrounded by other successful people.” Prosperity is, in many ways, contagious.

Latin America tends to be risk-averse. Our education systems value obedience over critical thinking. In the United States, entrepreneurship is encouraged; here, it is often met with skepticism. We suffer from low collective self-belief, despite our capabilities. We also stigmatize failure. In Miami, failed ventures are shared lessons. In Mexico, they are often a source of shame. Latin America struggles with low PISA scores, weak collaboration, and low failure tolerance, all barriers to long-term growth.

Q: What is the role of AI in business transformation, and what steps do you recommend companies to take to leverage AI effectively?

A: Since we focus on accelerating transformation, we rely on trend analysis and applied technology. We recommend Future Ready by Stephanie Warner and Peter Whale, which outlines how companies should adopt AI by 2040 to stay competitive. The book identifies two high-impact areas for AI: process optimization and customer experience, where AI excels at detecting patterns and enabling personalization.

AI should serve clear business goals. It is not about innovation for innovation’s sake, but about aligning AI with objectives like cost reduction, improved service, or better decision-making. Our role is to make AI transformational, not just trendy.

Q: Which trends should we really be paying attention to?

A: On the human side, the top priority is critical thinking. According to the World Economic Forum’s Future of Work 2030, it is the No. 1 skill for the coming years. Critical thinking enables sound judgment, knowing what matters, what to ignore, and how to use tools effectively. As Freddy Vega, Co-Founder, Platzi, says: “Critical thinking will differentiate humans, because we will all be using AI.”

On the organizational side, the defining trend is volatility. Economic cycles are no longer predictable. They are shaped by geopolitics, policy shifts, and global crises. In this environment, long-term vision must be paired with short-cycle adaptability. Agile frameworks like OKRs enable responsiveness. Rigid models that depend on a single product, market, or client are vulnerable. The most resilient companies, Amazon, Alphabet, and Coca-Cola, succeed by diversifying and staying agile.

Q: Why is lifelong learning more important than ever in today’s fast-changing world?

A: The belief that a degree guarantees long-term relevance is outdated. That model dates to 1906 with Taylor and Fayol. Today, no successful entrepreneur says, “I got certified five years ago, so I am good.” Instead, they ask, “What is next? What new skill do I need?”

A growth mindset embraces change. It does not seek to prove expertise, but to build it continuously. A learner is not afraid to evolve daily because they do not feel the need to have all the answers. That mindset is what we need.

Q: What is your vision for growth and impact in the Mexican market?

A: We see Mexico as a strategic market where we can deliver real value. We already support global clients like América Móvil, Bimbo, Nissan, and CitiGroup, many with operations in Mexico.

Given our success as a Colombian firm and the relevance of Mexico and Brazil in the regional economy, we aim to be a key transformation partner. Our goal is to help Mexican companies and talent become globally competitive through accelerated, sustainable transformation.

Change Americas is a consultancy, technology, and training company that materializes organizational strategy by driving human talent and management models.