About andresortega

Andrés Ortega holds a BA in Sociology from the Universidad de Complutense in Madrid, and a Master’s in HR Management from the Instituto de Empresa business school, and trained as an Executive Coach at the Escuela Europea de Coaching. An expert in people management and change management processes; his career ever since 1998 has always had close ties to the people management field. He has held posts in HR Management in various local and multinational companies in different organizational environments, ALSA and National Express (Travel Transport) as HR Development Manager and HR Deputy Manager (1999 – 2006) Sandisk Corporation as HR Manager in the Mobile Network Division (2006 – 2008), Maersk Logistics ( Logistics Division of the AP Moller Maersk Group) as HR Manager from 2008 to 2013 for Iberia, France and the Maghreb and leading European and global projects in HR innovation processes. He has undertaken consultancy work in strategic HR management with Humannova Consultores as Associate Director and also as an independent consultant developing innovation projects in talent management and digital transformation. Currently he is Head of Talent and Learning in ING Bank for Spain and Portugal. Parallel to his executive activity in the HR field he participates, co-leads and stimulates different projects: HR Innovation Area Leader at the Fundación Personas y Empresas of the BLC Group. Member of the Commission for Innovation in the Spanish Association of HR Managers (Asociación Española de Directores de RR.HH). Co-founder of The People Club, an initiative for multidisciplinary knowledge management through people. Co-organizer of TEDxAlcarriaST and Associate Professor at The European University and for the Senior Management Program in Digital Talent at the ESIC Business and Marketing School in Madrid, Spain.

The HR function is going through a process of redesigning its value proposition. Changes occurring at break-neck speed in the working world and in the business environment at large are forcing people management activities to be rethought to see how it can now bring value to an environment dominated by uncertainty and volatility. Part of…

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A journey to the centre of the employee is a title that Jules Verne himself might have penned. Today it would probably be the riskiest and the most exciting adventure that any company ought to undertake for their people management strategy. To understand the transcendental nature of this journey to the centre of the employee,…

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Engagement is the new management mantra. The labour market seems to have now woken up to this fact. A good number of organizations are beginning to take a closer look at how to attract and keep their employees through engagement. Even companies that felt the financial squeeze in their markets are concerned about engagement management…

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Talent transactions are progressively rising. The activity of a significant number of companies across many geographies has finally been aroused. One of the immediate consequences of this awakening is the need to identify, select and bring on board new professionals into the organization. Soaked in the euphoria of market activation, we can fall prey to…

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Change management has become today one of the major concerns for a large number of organizations. There is an ever increasing need for change management among many companies. The loss of market share due to the entry of new and unexpected competitors, the shake up in the sector thanks to changes in consumer habits, or…

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The markets and its behaviour have changed because society and the behaviour of people have changed. This is the unquestionable reality why the majority of companies today face the challenge of reconstructing their value proposition in their respective industries and sectors of activity. Reinvent or teeter… risk or surrender… innovate or… just vanish. This scenario…

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How to stimulate social learning in practice within organizations

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Innovation is more than a management buzzword and cool trend.

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According to the thoughts of the sociologist and philosopher, Zygmunt Bauman, we live in liquid modernity where it is necessary to develop a flexible and versatile identity to tackle different changes that the individual must face throughout life.

The source of this reflection leads to extrapolation to the management world…

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