It is estimated that currently around 80% of digital companies (that is, commercial activities carried out through an information system platform) are created, managed and executed by the so-called "Y" generation, that is, those born in 1982
These companies begin as an association of restless young people who, supported by their parents at the beginning, dare to "play" with reality using the tools commonly taught in the university classrooms of careers related to finance and business. For this reason, they are able to transform an idea, a concept, a desire into a product or service that can generate economic benefits over time. The extraordinary capacity of young people of this generation to relate to technology is another key factor for their initial commitment to be transformed little by little into a company that has a business plan, a budget and an information system adapted to the business. . It is common to know that at the beginning it is the family and friends who are integrated into the activities according to their talents and abilities, being the creators or founders of the project who assume the direction of the company.
Later, inspired by the path traveled by Steve Jobs, they will look for investors, perfect the concept and establish a concrete offer to turn what was an idea into a profitable business in the future. There are already many cases that corroborate the success of this way of doing things.
The interesting thing about this generation of new entrepreneurs is their tendency to do everything possible with the greatest freedom and the "good vibes" possible. There is a clear commitment to appear relaxed, use a common language and nothing fancy, work in open spaces and without offices to denote hierarchies or privileges, get to the office by bike, have a corner of games and leisure. for "Collaborators", in short, to establish an identity as far as possible from what they knew in their studies or their former and family members.
When activities begin to develop systematically and fluidly, and when the results are no longer just victories and moral gains, they begin to take the form of notes and coins, usually begin to tighten activities. Measures are being established to guarantee the billing, collection and operations order. They begin to establish formal relationships with banks, to operate with them through their digital platforms, but also to manage surplus cash and more than anyone will ask if things should be done well or if there is some better or more efficient. In summary, when these businesses mature, the organizational culture that manifests itself in different forms, but at the same time covers it from beginning to end, begins to be built. The processes and their controls, people and their performance begin to have relevance. The "good wave" continues, but now there will be tools to measure the results and it will not be the same to open the office at 10 o'clock in the morning to start as soon as necessary. The entertainment corner may still exist, but it can be used when the work objectives have been met or when the new "leisure and entertainment procedure of the company" foresees it.
The disadvantage of this whole process, which is inevitable with the growth and maturity of the business, is that young people of this generation are not prepared to accept the implementation of methods and procedures immediately because they feel that part of their "corporate identity" " " It is being lost.
In general, the bad results, the obvious errors and the frauds in this type of organizations are what force this cultural change from "stop doing" to "doing what must be done".
To make things worse, along with the arrival of good economic results, the tax "nightmare" begins "why is it so high? I did not know about this!", Are some of the most common expressions at the moment of seeing The calculation and the final line of annual taxes that must be paid yes or yes.
Thus, between the blows of realism and the need to order, external consultants sometimes seem to support or at least dispel all the doubts that appear in the minds of young entrepreneurs.
Knowing the genesis of their businesses and how they want to conceive them can be vital for the success of the external support that can be provided to digital businesses by the hand of this new generation of entrepreneurs. For this reason, the external consultant must understand that before suggesting the implementation of any new procedure, the "confidence factor" is the only one that can move things to the desired place. It is not easy to inform a young businessman that he has done wrong, unnecessary or insufficient things.
The words "innovation", "technology", "digital world", "sustainable companies" are just an extension of the traditional world of business. The new ventures led by the generation "Y" are an opportunity to make an important leap in the creation of value for the markets where they operate and to improve the lives of the people that should ultimately be the essential objective of the companies.
Therefore, external auditors, management consultants and tax advisors, among others, must also learn the value of this new and disturbing world, to empathize with their innovative proposals in terms of organization and their corners for the leisure of their employees. This at the same time will allow these young entrepreneurs to start listening to the voice of experience, to incorporate the rigor of the controls and the usefulness of the processes as essential elements of their successes.