Objective:

This study proposes a cultural transformation framework focused on fostering innovation and organizational effectiveness for Visualiti, a Colombian SME in the information and communications sector, enabling a comparison between its current state and regional and global trends.

Methodology:

A qualitative approach was employed, incorporating interviews, document analysis, and focus groups, complemented by quantitative instruments to characterize the organizational culture.

Key findings:

Visualiti exhibits two dominant cultural types: adhocracy and clan. While these have driven innovation, they have also created challenges in balancing exploration and exploitation. This phenomenon, widely documented in international studies on organizational ambidexterity, is a common challenge for companies operating in dynamic sectors. Through the analysis, three key capabilities were identified as essential for addressing these challenges: organizational ambidexterity, customer/market orientation, and innovation speed.

Conclusions:

The study proposes several interventions, including strategic direction adjustments, organizational redesign, leadership development, and modifications to the measurement system. This research offers a novel perspective on managing cultural transformation in Latin American SMEs, emphasizing the importance of adapting organizational models that balance innovation with effectiveness to ensure long-term competitiveness and sustainability.

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