Intelligent CIO LATAM Issue 22 - Page 58

prioritized , not very strategic and lacked data-driven decisions regarding leadership , the actual culture in place and employee experiences .
After years of working on continuous improvement in my former company , I clearly identified values and cultural patterns that no longer aligned with my vision and purpose . I realized I no longer felt a sense of belonging and inspiration to stay . Therefore , I decided to make a career transition .
This transition lasted almost two years because I was not sure if I was ready to start a business or what area I would focus on . Several factors came together , and I had absolute certainty when the most opportune moment arrived . Starting a company in Brazil requires courage , a lot of responsibility , focus and resilience .
In this movement , I participated in three crucial accelerations in my journey as an entrepreneur . In these opportunities , I had contact with methodologies ,


experimental errors and learnings that consolidated the path in building Kultua ’ s current solutions .
How have cultural change indicators in companies changed with the COVID-19 pandemic , and what factors currently impact organizational culture ?
The COVID-19 pandemic and its immediate impacts on companies and their HR departments highlighted leadership challenges and cultural barriers that previously used to have little priority .
With a physical distance between teams and leaders , psychological health was affected , and the effects of the rapid adoption of remote work , there was a significant increase in demand for understanding how people were feeling , adapting , co-operating and producing this new reality . This emergent need for answers and quick actions led many companies to seek People Analytics collection tools .
In fact , before the pandemic , there were rare global platforms that already made in-depth , customized metrics to map culture and raise relational People Analytics ( from the perception of frequent practices and behaviors in the organization ) with as little bias as possible .
Until then , survey models were much more objective and had rigid and standardized structures with questions and answers – which guaranteed the scalability of quantitative methods .
After the pandemic and with advances in Artificial Intelligence ( AI ) and Natural Language Processing ( NLP ), this way of collecting data could become less biased and more flexible and allowed for the collection and treatment of subjective and spontaneous open responses from employees .
These were some of the main innovations offered to the market by Kultua : Semantic analysis with results delivery up to six times faster and more representative than traditional culture consulting firms , which take three to six months to deliver results with high resource allocation and consequently less accessible prices .
How does Kultua use technological variables – such as AI Data Analysis – to gain insights into the need for cultural change in an organization ?
At Kultua , NLP processes have been part of our product since its inception and continue to improve with the cultural change journey of the organizations we serve . We are developing an AI algorithm focused on customizable People Analytics and NLP of employees who agree to anonymously contribute their views , perceptions and personal data to culture and organizational change management surveys .
With the launch of ChatGPT , we are refining our intelligence dictionary for some queries and validations of types of sentiment for some survey questions . Despite relying on external databases , we differentiate ourselves with a proprietary data modeling approach that draws from Kultua ’ s extensive history . Our focus is on ensuring the accuracy and effectiveness of our AI model rather than just using AI or external databases .
We use a proprietary qualitative-quantitative method in our periodic culture and change management surveys , including open and comprehensive questions based
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