Colombia Points Loyalty Strategies

1. Introduction and context

JULY: Welcome to a new episode of Coffee Break with Magneto. Today we are going to talk about a topic that we are passionate about: organizational culture as an engine of transformation. For this, I have a guest who has led truly inspiring cultural processes. Nati, welcome.

BORN: Thank you, Juli. Happy to be here and to be able to share what we have experienced at Puntos Colombia.

2. Origin of Poutos Colombia and the birth of culture

JULY: Let's start from the beginning. Punto Colombia was born as a very ambitious commitment in the country, but at the same time the question arises: how do you build culture in something that is just beginning?

BORN: That's the way it is. Imagine that we were born as a company while defining strategy and culture. It wasn't that strategy existed first and then we wondered about culture. They were simultaneous processes, because we knew that if there was no coherence from the beginning, it would be very difficult to sustain ourselves over time.

JULY: In other words, literally everything was designed in parallel: the business model, the strategy and the values.

BORN: Exactly. And that allowed us to experience culture not as “something additional”, but as the very heart of what we are.

3. Culture and strategy hand in hand

JULY: We often see that companies talk about culture on an aspirational level, but then in practice it is not reflected. How did you make sure that didn't happen?

BORN: It was a very coherent work. The management team decided that culture should be a strategic axis. That meant that everything we did — hiring, development, projects — had to be reviewed under that filter.
If we said that one of our values was innovation, we couldn't have internal processes that blocked ideas. If we were talking about collaboration, we couldn't have silos. That coherence was the key.

4. Cultura Genial: Identity and Programs

JULY: Tell us about “Cool Culture”. What is this concept and how was it born?

BORN: When we were looking for a way to express what we wanted to be, we realized that people were already using the word “great” a lot to describe what was happening in the company. So we decided to appropriate that and turn it into our flag: Genius Culture.
From there, very specific programs emerged, such as the Way of Genius, which accompanies each employee from the moment they enter, and the Leadership School, where we train leaders as guardians of that culture.

JULY: So it didn't just stick to a striking name, but it was translated into real programs.

BORN: Exactly. Genius Culture has living practices: how we welcome someone new, how we recognize those who embody our values, how we give ourselves feedback. Everything is connected.

5. Transformational Leadership and Leadership Training

JULY: What was the role of leadership in this process?

BORN: Fundamental. We have always believed that leaders are the main guardians of culture. This is why we are committed to a transformational leadership model: leaders who inspire, who accompany, who develop.
We created a program called Leading is Great, where each boss goes through modules of self-knowledge, communication, team management and decision-making aligned with culture.

JULY: And what difference did you find compared to more traditional leadership models?

BORN: That here it's not about controlling or giving orders, but about building trust. The leader ceases to be “the one who knows everything” and becomes someone who makes it easier for their team to shine.

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6. Attraction, Selection and Guardians of Culture

JULY: I imagine that attracting and selecting talent under these principles was also a challenge.

BORN: Yes. We design selection processes where we not only evaluate technical competencies, but also cultural affinity.
We have what we call an “interview with guardians of culture”: collaborators from different areas participate in the final interview to ensure that the person fits what we are. That has saved us a lot of headaches, because from the beginning you can feel if someone really vibrates with the Genius Culture.

7. Loyalty, measurement and indicators

JULY: And how do they measure if all of this really works?

BORN: We measure several things:

• Climate surveys, where satisfaction with culture always appears as one of the most valued differentials.

• Internal Net Promoter Score: we asked if they would recommend working at Punto Colombia, and we have very high results.

• And something key: rotation. In a sector where it is usually high, we have managed to keep it very low, because people feel proud to belong.

JULY: In other words, they have indicators that show that it is not just discourse, but that it has a direct impact on talent retention.

BORN: That's the way it is. And that translates into productivity, innovation and, of course, business results.

8. Closure and learning

JULY: To close, if a company that listens to us today wants to start working on its culture, what would you recommend?

BORN: First, don't see it as an isolated project, but as part of the strategy. Second, make it consistent: it's not about saying beautiful values, but about living them. And third, that it involves everyone, not just the area of human talent. Culture is built every day by all people.

JULY: Nati, thank you for sharing this experience. I think that many leaders and businessmen are going to learn very valuable things.

BORN: Thanks to you, Juli, for opening these spaces. Talking about culture is always a reminder that companies are, first and foremost, people.

JULY: That's the way it is. With this we close this episode of Coffee

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