Constructora Bolívar S.A.

Paulina María Alarcón Salgado

Learning Capability Builder

As in all contexts, culture within companies defines the ethical framework in which we operate. In a transformation process, it provides guidance so that, despite changes in processes and organizational structure, people feel safe and valued. Culture and its consistency in everyday actions give organizational transformation its legitimacy.

At Constructora Bolívar, we understood that transformation was a golden opportunity to strengthen the cultural practices we have built over the years. It also became an opportunity to recognize the practices and perspectives that have developed across our three regional offices—Centro, Norte, and Suroccidente. By embracing those differences, we continue generating value while strengthening our sense of belonging to a single organization and bringing forward the best of each region. We have promoted a culture that puts people at the center, encourages continuous learning, and develops the ability to serve as a cross-cutting competency. When people understand the purpose behind change, they actively participate, learn together, and find new ways to create value for customers, communities, and other stakeholders.

This vision has allowed us to evolve without losing what defines us: promoting relationships based on trust that facilitate empowerment and open, transparent communication, while caring for people holistically.

Leading by Example to Build a Culture That Embraces Change

We believe in leaders who inspire by example, build trust, listen actively, and create environments where learning also involves experimenting and making mistakes. A leader does not have all the answers, but has the responsibility to help teams develop the capabilities needed to face new challenges. In our case, we have also understood that leadership is about serving. When a leader puts their knowledge and experience at the service of others’ growth, they strengthen a culture in which change is no longer perceived as a threat, but as an opportunity for development.

At Constructora Bolívar, there is a clearly defined and communicated role for leaders in building and modeling the culture we want. Our leaders set an example in upholding our principles and values, taking care of themselves, promoting spaces for well-being, and fostering an environment of trust that facilitates co-creation, agile responses to changing circumstances, and genuine recognition.

But leading through change is only effective when the values leaders model are consistently reflected in how people make decisions, work together, and respond to everyday challenges. The greatest challenge is achieving consistency. It is relatively easy to define values and identify the non-negotiables. What is truly challenging is ensuring that these values guide decisions, conversations, the way performance is recognized, and the way leaders act every day.

Culture is not built through campaigns. It is strengthened when people consistently experience behaviors that reflect what the organization says it values. That is why we believe leadership development, continuous learning, and alignment between purpose, decisions, and behaviors are essential for turning values from abstract concepts into the way people work and relate to one another. This consistency also provides the foundation for maintaining employee engagement as organizations navigate long-term transformation.

Sustaining Employee Engagement Through Long-Term Transformation

For transformation to be sustainable, Human Resources must act on three fronts: developing consistent leaders, implementing Human Resources practices that bring employees closer together, and establishing cultural rituals that reinforce principles and values.

Human Resources also has the responsibility to support transformation from a deeply human perspective. This means listening, fostering transparent conversations, explaining the purpose behind changes, and creating opportunities for people to develop new capabilities.

“Culture is not built through campaigns. It is strengthened when people consistently experience behaviors that reflect what the organization says it values.”

At Constructora Bolívar, we have strengthened this approach through learning experiences that combine education, experience, and exposure, recognizing that development happens when people have the opportunity to learn, apply, and share knowledge. When people feel that the organization is also committed to their growth, engagement no longer depends solely on results and becomes a long-term relationship built on trust.

This human-centered approach to transformation will become even more important as technology continues to reshape how organizations work, making culture a critical factor in how they adapt and create sustainable value. Technology will continue to transform the way we work, but I believe culture will be the factor that determines which organizations will be able to create sustainable value. In an increasingly digital environment, the ability to build trust, develop leadership, promote continuous learning, and strengthen human relationships will become a competitive advantage.

In Latin America, we have a great opportunity to promote organizations that integrate innovation with purpose and technology with humanity. I am convinced that the future of work will not depend solely on adopting new tools, but on developing cultures capable of adapting without losing sight of people and the positive impact they can create on society.