Office Manager : your productivity depends on your tools

After our introduction in the last article, we decided to dig deeper into this rapidly changing job. We investigated by speaking with more than 50 Office Managers to give you a both fascinating and relevant white paper. Below, a glimpse.

Simplifying the role of Office Manager by digitizing it !

What is an Office Manager ?

The Office Manager must be one of the most versatile people in your company. Just like a real Swiss army knife, he has to be able to fulfill many different roles in a strategic manner. Between bookkeeping, office operations, accounting, and maintaining customer relations, the Office Manager must develop a wide-array of transversal skills to be efficient in his job.

Multi-tasking and a good time management are vital to manage the duties of an office. However, we recently witnessed the emergence of digital solutions that allow the Office Mangers to simplify their daily tasks.

Whether it’s payroll management, the processing of expense claims, or even an intelligent virtual assistant that automates customer reminders, the Office Manager must be equipped with the right tools.

This digitalization is more important than ever in order to simplify your daily tasks and become more productive by putting more time into value-added tasks.

10 essential tools for an Office Manager

At the 21th century, knowing how to equip oneself became a competence in its own right.

Imagine a carpenter without his tools or even a doctor without the best technologies available. Its sounds completely absurd !

It is the same for the Office Managers. Indeed, they have to seek solutions which will allow them to do more than they could with just their hands. We are all humans and we all have our limits. The technology, and particularly the automation of daily tasks enables the Office Manager to be more productive. He now can offer strategic help in more complex tasks.

The Office Manager will therefore have a more strategic role, supervising its tools and operations, instead of executing them.

Find the list of 10 tools, and more about the job of Office Manager, in our white paper : “Office manager : how does digitalization transform your job?”



Alexandre RUIZ : employing digitalization is not an option but a necessity for a SMB

As part of our series of interviews with heads of companies and financial directors about growth issues and its structuring, this week we interviewed Alexandre Ruiz, CEO in AR Consulting.

Description of the activity

Humans are resistant to change. The key to the success of the transformation of the company is the support of all employees in the understanding and implementation of  the new processes. The goal of ARC is to support companies in their change and in their digital transformation to improve their operational efficiency. Within the framework of our missions, we particularly insist on the automation and securing of processes as well as the compression of time value.

We position ourselves like an interface between SMB and firms. We offer SaaS on both consulting and training as well as deployment.

Obstacles to the growth of SMB

The human factor is crucial in order to allow the growth of SMB. In a company with polyvalent colleagues, it is often difficult to add a workload. In addition, their work in a continuous flow complicates their involvement in a project of digital transformation.

Facing an increase in competition, longer payment terms, and the difficulty to delegate in confidence, SMB have to find gestion models which are more efficient.

Thus, SMB do not use every new methodology and tools which can be for various reasons :

  • They don’t have the information or the technological appetence to deploy it
  • They don’t have the will to change their patterns and they way of work
  • They focus on their commercial efficiency to the detriment of their operational one
  • They don’t have in-house human resources having the technical or methodological knowledge
  • They have difficulties in recruitment as well as in retention of important key skills
  • They don’t have the financial resources or they didn’t budget both their way of changing and their digital transformation.

Resistance to digital transformation is one of the biggest obstacles for the growth of SMB. Indeed, with globalization and the access to information and technology, if a technology is not digitized, it remains behinds its competitors in a single market. The services offered will no longer be necessary with the customer expectations which have evolved.

The understanding and support towards digitalization

Today, digital takes priority, at a professional level as well as at a personal one, so employing digitalization is not an option but a necessity for SMB. Mutualizing data and accumulating information are strategic stakes to secure the value of company. How? by basing it on processes and not only on people.

Integrating a digital information system leads to change in terms of management and business process. It therefore needs an adaptation time as well as a close support.

In this climate of unceasing societal and digital change, we support colleagues. We give them the means to prepare them and to not suffer from this evolution, but to become real actors. Thus, the colleague is at the heart of the change, to guarantee the adaptability and relevance of the different tools. We support them so that they create their own change. Indeed, they will wonder about their role, their posture, and their objectives in this transformation.

The change management is conducted by the company and co-built with every colleague. A SMB is represented by its directors. From the moment that they are fully implicated, the involvement of their colleagues to move into action will be in full force.

In order to succeed in implementing the digital transformation of SMB, we are closer with directors and colleagues. We want to offer them a support of proximity according to four points :

  • Strategy : adoption of a coherent strategy with the identity of the company according to its needs. The objectives are defined before.
  • Organization : preparation of the company by informing and determining the tasks of each colleague. Our goal is to succeed in establishing a virtuous circle between mission, assessment and remuneration.
  • Tools : research and deployment of tools adapted to the needs of the SMB. This will facilitate the compliance of colleagues and limit the costs.
  • Training : train colleagues to new ways of working and to new tools deployed for an optimal organizational performance.

An overview is implemented in the SMB to follow the Key Performance Indicator (KPI) and to help directors in their decision making process. Employees also benefit from high quality data to successfully complete their mission.
We position ourselves like a real strategic partner for the SMB by supporting it during and after its digital transformation.

Stakes in the organisation

The world is changing faster than ever. The adaptability allows a company to face these changes, as societal and technological as regulatory.

Four factors shake the functioning of SMB up :

  • Customer experience : both in B2B and B2C, the level of exigence and the instability of customers imply for the company to move from a logic of product to a logic of use. This change leads to an in-depth review of the value chain, the organization of the company and its businesses that contribute to the customer experience.
  • The over-information and hyper-connection of customers : SMB have to take into account this new aspect of customers as well as the multiplication of contact points in the company, with its intern actors and its products and services.
  • Competitiveness of prices : it is an obvious and direct consequence of the evolution of customers and the expansion of the competitive field.
  • Weakening of competitive advantages : the apparition of new competitors in various parts of the globe with, for some of them, a destructive potential of disruption and innovation.


The opportunities offered to SMB by the digital transformation are various such as :

  • Increasing in the turnover by reaching a number of customers more important
  • Improving the productivity of the company by rationalizing operational processes
  • Developing innovation by decreasing the costs of deployment
  • Competing with big companies by being visible inexpensively and using the same tools
  • Enabling more flexibility to the employees by bringing them quality information and new ways of work


Digital transformation does not have to be felt like a threat but like an opportunity for SMB which have not yet taken the plunge. 2018 is the year of change with new regulatory obligations in accounting, for example, and data protection measures defined by RGPD and applicable at the end of May in Europe.

We support every employee in the company to climb on the bandwagon and differentiate themself from their competitors. We are the interface, the advice part as the technological one, when internal resources are not available to complete the digital transformation successfully.

In a human-sized structure like a SMB, it is easier to put the customer in the center of the company. So why not do it ?


The transparency of information is a key principle


Digital principles which are a meritocracy, transparency and open-minded must progressively take part in the organization. A lot of digital startups relay these values and even transform them into a mechanism of intern gestion. For example, VALVE is a 300 employee American company which develops softwares. In this firm, there is no chief, when a new employee comes in, they are given a manual to explain the singularity, the particularity of the company and they are told “here, you won’t have a job with high responsibilities, you will have to find a project, the team with whom you will spend this journey…Many don’t make it to the end of that very journey, but those who do are real entrepreneurs in the company, real intrapreneurs”. Buffer is also an American company, where salaries and public reports are published on their blog. Automatic, Worldpress company has 250 workers spread in 37 countries in the world. Nevertheless, they organize video conferences each Friday to allow their employees to meet, discuss and confront their ideas which generates innovation.



The importance of autonomy


In 2017, when two partners were on the verge of a financial ruin, as mentioned in the first part of the article, we made the decision not to lower our head in front of a customer, it was the beginning of an internal process of deep digital transformation. It was a digital company when seen from the outside but not innovative when seen from the inside. Thus, we decided it was necessary to apply these new principles, the autonomy of the employees had become our priority. Sometimes, I talk with the directors, the CEO of the company, about autonomy, liberty, and it is always the same thing, “yes, yes” they all agree but in the end they hold your hand and guide you to what you have to do, and people take advantage of it. This behaviour couldn’t work in this company, the knowledge also being distributed in the different areas of the company. The direction had to delegate, it had to grant its confidence to people it hired.



The meritocracy, at the heart of preoccupations


Obviously, “a high power involves high responsibilities” as Spiderman’s father told him. In this company, meritocracy is radical.

Every worker evaluate each other, pressure comes from colleagues, not from the top to the bottom. The employees are encouraged to create links which will enable them to be supported by their colleagues to make them feel the importance of their role, whatever their job may be. When somebody is not up to the task, they are invited to leave. Currently they have 100 employees. In 6 years, they hired around 300 people. In the 200 who are not here, only 25 left on their own free will. But the ultimate aim is to transform these digital principles into concrete mechanisms. We have implemented home office, which give employees the freedom to work at their own pace. Everything is based on trust. They don’t have predefined schedules, and they don’t have a limited number of vacation days. This freedom allows employees to be more involved and share their ideas.


The sharing of ideas is vital


Conversation and the sharing of ideas are essential in modern business. Everyone has their voice and their ideas which should be heard. We schedule a meeting, each Friday at 9am, a breakfast where an external guest comes in to share his experience and ideas. Now, it is considered inappropriate to schedule other meetings from 9:30 to 10:30 on Fridays, neither for customers, nor with salesperson. A lot of people love these meetings. They often say, “Wow, what a great idea” when in reality it is a very simple idea. The newcomers are often impressed by these conversations which are so open and honest and where everybody can give their opinion and say to the boss what is on their mind. There are no restrictions, no fear.



Keep this kind of leadership when the company is growing


Growing and expanding is a very difficult thing to accomplish. It will be difficult to maintain this type of community, to maintain this type of leadership when they grow. However, there is no other option; with the digitalization imposed on companies, tcompanies that do not put humans at the center of their focus, it will not give them autonomy, confidence, and they will not obtain the necessary motivation to follow this frenetic rhythm of innovation. We are saying that one of the first causes of resignation is the bad bosses. Obviously, bad bosses are a huge cause of misfortune at work. So having a boss who has time to focus on the climate of the company, due to their time saved from using certain digitized tools can lead to a more successful company overall.


Last element which seems important to precise. We are talking a lot about company liquidation due to poor payment practices of customers or even temporary causes. But wouldn’t the  truth be that one in two companies which shut their doors is the direct result of a bad boss management ?


If you didn’t read the first part, click here !


If you didn’t read the second part, click here !




The young talents, a central issue


Let me show you that innovation gets rid of the bad bosses ! As you already know, we are facing a fierce battle for the young talents. Where do the new generations want to work ? In general, they want to work in the major banks, in the cosmetics major groups… But the digital start-ups are accelerating the destruction of the major firms, as specified in the first part of the article, by the roots, recruiting the best talents.

Currently, the major Europeans companies do their utmost to try to reinvent themselves. They started to get rid of the tie wearing, remove the leaders’ privileges. They also deleted several positions. You certainly know this ranking which pompously publishes the presentations of the companies and chooses “the 10 most coveted companies where everybody wants to work in”. It could look like this ranking, don’t you think?


The entrepreneurship, more than a passing fad


A London interim agency stated that 50% of the under-30 year olds want to leave the company where they are working. This agency offers jobs which bring a feeling of gratitude for those who apply. It also helps the young talents start their own business. We often talk about entrepreneurship, which seems to be a trend, a solution to the crisis. But the willingness to undertake a project is a significant aspect that the digitalization accelerates too.

A study from Telefonica about the Y generation states that 1 young person out of 10 in Spain, in Europe, or in the USA, could turn to entrepreneurship in the 10 next years. However, in several countries such as Colombia, only 1 young person out of 4 will undertake in these 10 next years. This shows the changes in vision that there may have been in the most developed economies.


Give a meaning to your job


This transformation in the ambition of our young talents shows us that they want to give meaning to their job. The new technologies give us new possibilities to start a project. Indeed, they facilitate the access to the labour market which is drastically evolving. For your information, 53 millions of Americans are auto-entrepreneurs (freelancers), 34% of the American workforce is self-employed. According to the previsions, by 2020, it will be true for half of the American workers. The world is moving and the digital start-ups, the entrepreneurship, the freelancers are making things happen. The companies that want to survive have to eliminate the authoritarian management. They need to reduce the intermediates and adopt the principles of self-management and/or collaboration.



What is self-management ?


Let me give you an example that I really like: a Brazilian textile company, which a family’s friend inherited from his father in 1995.

After really tough acquisition phase of the company, he decided that it needed to stop. He had to transform the corporate culture. He started by removing the privileges from the senior managers: cars, parking spots, personal secretaries, exorbitant salaries. Then, he decided to grant a decision process to the workers and to the employee representative committee by creating committees. Besides, the employees could decorate their workspaces as they wished, choose the color of the walls etc. He then initiated the schedule flexibility, and finished by implementing the principle of “test and learn”. This allowed him not to loose the focus on the customer.

Twenty years later, the company is now one of the most fruitful industrial companies of the Brazilian market, while managing to survive different financial crises.



The end of the hierarchical organizations


This is a company where the level of self-management is very high and where the employees decide themselves the amount of their incomes. The redundancies are decided collectively. There is no hierarchy, only autonomous and independent groups, where a person is a coordinator, without it being a definitive position. Every year, there is a democratic vote to elect the coordinator. If the person appears to be not so great at his work, then the workers will have to vote for a new one.

This company is not the only one using the self-management. The autonomy at work is today accepted in a lot of surveys as a strong asset for the companies.

The researchers of the Cornell University did a study on 320 SMEs, where half of the companies were giving a lot of autonomy to their employees while the other half were more bossy. Those which left the most of autonomy to their employees developed 4 times faster and have ⅔ of turnover less than the others. But the self-management alone is not enough. We also talk about principles and digital values. It is a sweet utopia and today it can’t always be set up because of the lack of collaborators’ engagement.



The bad bosses won’t resist the transformation


Indeed, during the transformation of a company, the role of the different bosses (CEO, executive officers, intermediate management) will take a significant importance. Unfortunately here, the bad bosses will get lost, showing a lack of empathy, of emotional intelligence, or adaptability. The fear of change is a fact and in general, the companies don’t think enough about this point before boarding into major projects of recast.

The CEO must gather these different directors and managers, explain the strategic goal and the way this new culture will be implemented. The objective is clear: all the collaborators move in the same direction to face the new market challenges. This “education” phase is unfortunately not taken enough into consideration by the management. This can jeopardize the firm. We come back to a mantra that is dear to my heart… The bad bosses dictats, the good bosses educate and help.


And if you didn’t read the first part, click here !


Work is evolving


In May 2017, a company I was supporting was once again about to bankrupt. It had been founded 12 years ago and they ended up not being able to  pay their employees anymore. Everything was collapsing. A project in which they had all invested ended up spinning out of control, and all of that, because of a bad customer. Nevertheless, they were reaching a turning point. I remember that this evening, tears in their eyes, the two partners promised each other they would never humble before a customer’s feet ever again. And to succeed, they would have to change, to restart, they would have to redefine their principles and stick to them. Why? because it’s the only solution to stand tall. Without entirely realizing it, this day, we were about to reinvent the corporate culture of their company. We clearly defined the principles, to make sure they were as fair as possible. The final result was that human was their most important resource. It had to be their focus again.



Innovation : the death of bad bosses ?


To be straightforward, the new culture defines the main mission which is “Human-first” and a vision : a world where a company is able to focus on the human, even before its own ambitions. But the idea is not a “flower power” motto, far from that !


Evolutions in terms of computer sciences between the years 2000 and 2010 taught us that digitalization gives people superpowers, huge possibilities to learn and develop. On the other side, companies, to grow or even just survive in this century, will have to learn how to maintain different relationships with their customers and especially to train their teams around a key objective : satisfaction of their customer while defending their offer. The role of a boss will, more than ever, be a key role and will have to change. Stop with sharks, stop with autocrats! The collective intelligence goes way further than the solitary mind.



Change or disappear!


The rhythm of digitalization imposed by innovative companies is frenetic. Companies which do not adapt will die. But to innovate, companies need to adapt their human resources. The idea is to build complementary and motivated teams. Besides, the problem that companies face today is linked to their structure which is not ready for this innovation. Why ? Let us consider an ordinary person in the company we will call Paul.

Paul doesn’t have a sufficient motivation in a hierarchical structure which was built on efficiency only. If we take a closer look at the current structure we see that intermediate managers dictate to their employees what they have to do. These decisions which were taken by other people, higher in the hierarchy, with whom they may not agree. It is almost impossible to maintain the motivation in this context. Unfortunately, this is the plague of 2018. A sadly well-known survey from the Towers Watson office states that only 1/8 person feels motivated by their job. In addition to being serious and critical, it is deeply sad. 


But let us come back to the original problem : if to survive in this digital world it is primordial to innovate and that to innovate you need a motivated team, then how can we create a new way of managing that will help us to innovate and develop motivation ?

Read more here!