One of the major challenges the LKS organisation is addressing in this strategic period involves Customer-focus. We have hitherto been a product-focused organisation, so we are turning it through 90º to make it customer-focused.

We are aware that any company seeking excellence today needs to keep very close to its customers. It is estimated that the staff in excellent enterprises on average uphold 3 times more contact than other organisations. Thanks to this, an Excellent Enterprise adopts a management style that makes it fully aware of its customer needs, whereby it can respond accordingly. In turn, this creates a mutual dependence that leads to the forging of long-term ties based on loyalty.

At LKS, as in all modern organisations, we deal with customers immersed in competitive societies and settings, complex and different strategies and management models that require different sorts of people and different value contributions from those self-same people. We are fully conscious of our need to face new challenges: increase the value we provide to our customers, innovate in our dealings with them, respond in a streamlined and cost-efficient manner...; basing our relations on mainstream management models and organisational contexts, on extended enterprise environments and with deployment abroad, joint ventures or alliances with suppliers and other partners…; being capable of taking decisions in complex scenarios and different societies that require the impetus of an array of personal and collective values suited to the prevailing climate. In short, we need to operate within a context of Sustained Innovation.

Faced with these challenges, we know that like everyone else, we need to evolve. We need people who are willing to learn throughout their entire working-lives in order to cope with knowledge-intensive environments; capable of drawing together multiple skills that are both technical and management-based; capable of both cooperation and teamwork within the context of an extended enterprise; people who are flexible as to when and where they work.

In turn, people are beginning to modify their expectations and perceptions of work with a major impact on people management policies. What do people want from organisations today? They seek organisations that provide an enriching working environment with autonomy and professional growth.

Organisations that need to work with a brand image to attract and retain staff. Organisations that know how to reconsider and diversify working conditions as well as reward and compensation schemes.

At LKS, in order to advance towards that Vision of “Focusing on the Customer and on Society in an Extended Enterprise centred on the ability for innovation and the development of People’s Values” we have implemented 4 new lines of work: 

§         Firstly, we have developed our range of services, customising it and verticalising it by Sectors through Strategic Marketing Groups (SMGs).

§         Secondly, we have developed a series of Strategic, Global and Integrated Solutions (Ss) in order to provide our customers with a full service cycle, revolving around 4 well-defined cores, which combine the organisation’s internal know-how.

 

§         A third line of work is making us extend the organisation, establishing a clear and close relationship with our affiliated companies and associates.

 

§         Finally, a fourth major line of work is leading us to a systematic plan of Change Management that will enable our people to further those skills and values that are suited to the environment in which we are immersed.

 The four new lines of work are enabling us to create the most integrated and customised Solution for our customers, without foregoing our offer of Specialised Products.