Oriol Guitart 
The educational chain has steadily lowered its standards, pushing its shortcomings onto companies—who cannot compensate for what earlier stages abandoned. Faced with candidates increasingly fragile in attention, comprehension, and judgment, we risk normalizing a structural mediocrity that severely limits any real possibility of developing genuine talent.
The pattern repeats: every tech hype wave pushes companies to abandon critical thinking and adopt solutions with no clear purpose. Innovation isn’t about collecting technologies but about removing friction and creating real value. Challenging the trend, even if uncomfortable, is often the most useful and genuinely innovative stance.
Customer Experience in B2B is widely accepted in theory, yet rarely succeeds in practice. Not due to lack of understanding, but because of structures, incentives, and cultures built for short-term outcomes. Organizations claim willingness to change, but deeply rooted inertia consistently blocks real transformation.
There is no single model of management or universal leadership style. Managing teams means balancing expectations, making decisions with incomplete information, and combining technical skills with human judgment. In reality, there are as many ways to manage as there are contexts, organizations, and people. Perhaps that is why, in practice, there are a thousand ways to be a manager.
Yesterday, I was watching Weather Report at Montreux 1976: sweat, improvisation, and total coordination—no Photoshop, no Auto-Tune. Authenticity was inevitable. Translating that scene to the corporate world, the same principle applies: technology can embellish the form, but only true mastery—both individual and collective—can sustain decisions, documents, and meetings when the tools fail. The real advantage lies in the ability to act with competence, far beyond the stagecraft.
In many companies there is a tension between theoretical rigor and real-world applicability. Models help bring structure, but their value lies in how they translate into actions that impact the business. Organizations expect results, not models. This article explores this friction, using the Buyer Persona as an example to examine the boundary between useful analysis and operational noise — and how an excess of theory can pull us away from what truly matters: selling more and selling better.
Strategy cannot be limited to describing the present through a static SWOT; it must anticipate scenarios and prioritize them with sound judgment. By weighting threats and opportunities according to their probability and impact, the analysis becomes a genuine decision-making tool. CAME then translates that diagnosis into action, turning strategic reflection into competitive advantage.
Executive time is limited, which forces us to be extremely selective about the details we bring into the conversation: it’s not about sharing anecdotes, but about using concrete examples to reveal systemic problems. A CEO does not manage isolated cases, but the inefficiencies that create them — and that’s where connecting the specific to the broader picture turns a detail into decision-useful information.