“When we look back over the last twenty years, it is obvious that many large companies were so established in their systems that they did not adapt properly to the changing times and, as a result, went bankrupt. Twenty years from now, we'll be looking back and seeing the same pattern,” says Bill Gates, founder and president of Microsoft.

Change has its own way of destroying people or companies that don't adapt or don't want to adapt.

Adaptation is the ability of a person or company to change when environmental forces threaten the achievement of its goals.

Adaptation is indispensable in a world of perpetual and increasingly rapid change.

When we work in an industry where people travel at 8,000 kms an hour to any destination, you have an obligation to be fast and responsible.

The more adaptable, the greater a company's freedom to measure the opportunities offered by change. In this sense, adaptable does not mean aimless or undisciplined, it means open to influences and contrary to being stuck or stuck in just the same way of doing things.

It's like an athlete's ligaments that haven't been stretched, a rigid and unyielding firm usually hurts itself. In some cases, the company recovers from the damage, in others, they end up with a promising career.

The idea is to develop the ability to bend without breaking. Living Tours avoids the rigidity that some companies develop, because this attitude has nothing to do with us and much less with success.

Promote action and flexibility

One reason Living Tours adapts so quickly is because it trusts its employees and gives them the space, agency and authority they need to work.

The managers of each business area have major operational responsibilities. Each area or cost center functions as an independent business unit, and managers are responsible for setting a pace and ensuring that Living's culture is promoted and protected.

This includes joint work with the Department of Resources or Human Resources, to recruit and hire employees, in addition to planning, training, monitoring, stimulating and evaluating an entire team of field operations.

Customer support employees, given the freedom of a department head, are given the authority they need to deal with overbookings, issues with canceled reservations, guest food specifics, missed tours due to guest delays, or dealing with a bus that has broken down. … as well as a wide range of other challenges.

Living has eliminated inflexible work rules and rigid job descriptions so that people can take ownership of doing the work and our tours, activities and experiences can happen on time and on schedule and things happen as they go. what our guests want.

This gives employees the flexibility to help each other out when needed. As a result, the entire operation becomes more adaptable. Employees adopt the “do whatever it takes” mentality

Living employees apply common sense, not rules, to satisfy our guests.

Living has learned that when employees are trusted to apply common sense and initiative to solving a problem, there are many good results. First, the solutions are often better than those developed by the company. Second, employees learn to react quickly to requests and requests from our guests.

At Living Tours we demonstrate that people act responsibly and do more than expected when they have the freedom to think for themselves.