Oriol Guitart 
True development doesn’t come from giving orders but from sharing rationale. In a world flooded with “workslop”—superficial tasks amplified by AI’s polished yet empty outputs—what teams need is context, patterns, and critical thinking. Rationale turns assignments into learning, executors into professionals, and mere deliverables into growth.
In a world obsessed with digital dashboards, we risk forgetting the value of direct, in-person data collection. Big Data and unstructured sources now cover over 80% of daily information, offering unprecedented insights. Yet true advantage comes from the mix: combining digital scale with the nuance of human observation—listening, watching, and reading between the lines.
Growth in sales often triggers an automatic increase in headcount. But not all growth is temporary; sometimes it’s structural and requires resizing the organization. The risk lies in the “accordion effect”: expanding staff in good times and contracting—through layoffs and costly inertia—when sales decline. The key is vision: identifying whether growth is real and sustainable, analyzing it methodically, and deciding with rigor before expanding structures.
Project-based learning bridges theory and practice, energizing teams and building critical skills. In companies and business schools alike, “learning by doing”—through cases, workshops, or bootcamps—enables participants to apply what they’ve learned to real-world challenges, generating tangible value and ensuring continuity between academic training and corporate performance.
Failure is not a liability but a strategic asset—if managed well. Companies that document, analyze, and share mistakes turn them into collective learning, avoiding repeated errors and accelerating innovation. In a culture where failure is seen as part of the process, teams build resilience and trust. The true difference between stumbling and collapsing lies not in the mistake, but in the ability to learn from it.
Short-term marketing delivers quick results, but it can destroy long-term value. Aggressive discounts, inflated metrics, and dependence on digital platforms or publishers create an illusion that erodes both brand and trust. The challenge is resisting the temptation of the short term and building sustainable strategies that generate real long-term value.
Our principles clash with the power of the major platforms. Even as we question their practices and contradictions, we remain within their networks. The network effect turns every user into a new link that strengthens dependency, making leaving the ecosystem more costly than staying… even when we know we should walk away.
Just like humans are born with all their vital organs, a startup begins with all its functional areas. Age and size are often the most used parameters to define it, but they don’t tell the whole story: what truly matters is the development and maturity of those areas. So, can we really call a startup a company, or not yet?