Category: Innovation

In Europe and the US, “boutique consulting” is already a recognised category: small, focused firms that offer depth instead of scale. But in Latin America, being boutique means something even more radical. It means operating against the current of a market that still equates size with credibility, and volume with value.

At Konectica, we’ve experienced this tension first-hand. When we meet new clients, one of the first questions is often: “But do you have enough people for this?” The assumption is that more consultants equal more impact. Yet what Latin American companies need today is not armies of analysts; it is sharp, tailored interventions that cut through complexity and deliver change where it matters.

A striking example came from a financial services company in Argentina. They had hired a large international firm to help with cultural transformation. After six months, the output was an impressive deck, global benchmarks, and a long roadmap. Yet nothing moved. The culture remained stuck.

When they called us, we didn’t arrive with a pre-packaged methodology. Instead, we spent time inside their teams, understanding the dynamics that no slide had captured: the mistrust between departments, the weight of hierarchy, the fear of speaking up. Our intervention wasn’t a 200-page report; it was a series of targeted labs designed to break those cultural deadlocks. Within three months, employees were voicing concerns openly and managers were responding differently. The change was tangible, not theoretical.

This is what being boutique in Latin America means: daring to prioritise relevance over recognition, speed over size, and depth over decoration. It means challenging the obsession with imported frameworks and designing solutions rooted in local realities.

It also means something else: resilience. Economic volatility, political shifts, and cultural complexity are part of the region’s DNA. A boutique firm that thrives here is one that knows how to adapt quickly, operate with lean structures, and stay close enough to clients to pivot with them.

👉 The future of consulting in Latin America won’t be dominated by the biggest firms, nor by freelancers working alone. It will be shaped by boutique partners who can combine agility with strategic depth. And that’s exactly the space Konectica has chosen to occupy.

Growth is one of the most overused words in business. Every organisation claims to pursue it, but few pause to ask: what kind of growth are we actually building? Is it linear, forced, short-term —or is it sustainable, adaptive, alive?

At Konectica, we work with a model we call Catalaxia. The name comes from the idea of emergence: complex systems that grow not through top-down control, but through the interplay of many agents creating something larger than themselves. Unlike rigid strategic plans, Catalaxia is a living model. It doesn’t dictate every step; it provides conditions for growth to emerge.

We saw this vividly with a Latin American agri-tech company. Their initial request was familiar: “design a five-year strategic plan.” But when we examined their environment —volatile weather patterns, regulatory shifts, new technologies— we knew that a static plan would be obsolete in months. Instead, we proposed a Catalaxia approach.

The company worked with us to design nodes: strategic domains like innovation, partnerships, market intelligence, and culture. Each node had autonomy to experiment, but was connected to the others through shared principles and rituals of alignment. Growth didn’t come from executing a linear plan; it came from the interactions between nodes, which generated new opportunities the board alone could never have predicted.

Within a year, this structure allowed the company to seize a partnership with a European distributor —an opportunity that hadn’t even existed when we started. The living model had created the conditions for growth to emerge, not just be planned.

This is what Catalaxia represents: moving from strategy as architecture to strategy as ecosystem. Leaders stop asking “what’s the perfect plan?” and start asking “what connections and principles will let growth happen organically?”

👉 The real challenge is not writing the future on paper, but designing systems that are alive enough to evolve with it.

The term “sprint” has been widely adopted in corporate jargon. Teams talk about strategy sprints, design sprints, innovation sprints. But behind the buzzword, many organisations miss the real point: a sprint is not just a fast workshop; it is a carefully designed experience.

At Konectica, we have seen companies treat sprints as events to generate excitement —a flurry of post-its, a couple of brainstorming sessions, a demo at the end. That’s not a sprint; that’s theatre. A true strategic sprint requires structure, discipline, and design.

We saw this difference clearly in a multinational FMCG company. They had run “sprints” before, which felt more like chaotic hackathons. Energy was high, but outcomes were thin. When they invited us to facilitate, we reframed the entire process.

The sprint began not in the workshop room but weeks earlier. We worked with leadership to frame the challenge sharply: not “improve customer experience” but “reduce customer onboarding time by 40% in six months.” That clarity acted as the north star.

Then came the design of the journey. Each day was carefully planned: divergence when new ideas were needed, convergence when decisions had to be made. Each exercise wasn’t random; it was chosen for its ability to unlock a specific kind of thinking. And every artefact produced during the sprint —maps, canvases, prototypes— was linked directly to the decision-making process of the organisation.

The outcome? In five days, the team moved from abstract frustration to a concrete prototype tested with real customers. More importantly, they didn’t just “generate ideas”; they committed to decisions. The sprint had not been a playground, but a laboratory where strategy was accelerated.

This is the essence of a Konectica sprint: it looks dynamic and creative on the surface, but underneath it is rigorously designed. Speed without design is chaos. Design without speed is inertia. The power is in combining both.

👉 So the question for any leader isn’t “Can we run a sprint?” but: “Are we ready to design a sprint that actually moves the business forward?”