The work of the head of heritage in the future requires strategic and operational restructuring of the entire proposal on values, which has as a customer’s center, says Ivan Fris Lizama, an EY PERU audit partner.
Today, the heritage management industry is experiencing a deep transformation. Pressure on achievement of higher rates, go to uncertain markets and respond to the expectation of more demanding customers forcing the sector leaders to rethink their business models in terms of growth, profitability and sustainable competitive advantage.
So I present three angles, complementing each other, which are important to chat with a new time.
Back to target
In an environment marked by financial instability, technological disruption and constant change in customer expectations, the heritage manager is easy to get rid of the main purpose of their function: support customers in accumulation, protection and transfer responsible for their assets and heritage. I believe it is important not to leave that moment. This goal allows you to coordinate strategic solutions with a long -term vision except direct market pressure.
New problems and problems
In order to clearly advance, organizations must understand the mechanisms that really move the value in the task of the head of heritage. This includes not only growth or profitability, but also efficiency, risk management, intangible assets (such as brand and customer experience) and the opportunity to adapt to the rapid context of evolution.
On it Global Report on the Patrimonial Management Area .
There are also structural problems that need to take into account organizations that develop this practice. Most importantly, I believe that they are as follows: (1) simplify complex operations without losing its orientation to the client, (2) offer individual tips with sustainable expenses, (3) modular sentences that combine the best internal and external talents, and (4) control and matching functions to make them more effective and less bureaucratic. To this, the urgency of the modernization of technological and infrastructure of data, such as a pillar of more agile and reasonable decision -making, is added.
A proposal focused on the customer
The work of the head of heritage in the future implies more than the implementation of specific solutions. It requires strategic and operational restructuring of the entire proposal that has as a customer center: its profile, life cycle, its expectations and, above all, its experience.
It happens to build models of parades that are truly focused on this actor that can rise without losing their settings. In addition to fixing considerable efficiency, use the potential of artificial intelligence and to offer hybrid impressions – true and digital – that they are consistent, intuitive and useful.
On the other hand, an increasingly relevant aspect for the consolidation of this work is to keep generation planning. Inherited managers have the opportunity – and responsibility – to prepare new generations for managing their assets not only from a financial point of view, but also in the framework of a broader vision of family heritage.
Background
The future of the useful management will not be resolved on one front. On the contrary, organizations must demonstrate a productivity consisting of several aspects to overcome not only their modern competitors but also the new actors who will continue to appear. For those who manage to align the goals, strategy and fulfillment in a holistic way, will be better placed to create real value: for their customers, for their shareholders and for society.
About the author
Ivan Friza Lizama – Audit partner EY PERU
The opinions expressed are only the responsibility of their authors and completely independent of the position and editorial line forbes Peru.
