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7 AutoData | July 2018 By Vicente Alessi, filho Suggestions, criticisms, comments, offenses and the like for this column can be directed to the email vi@autodata.com.br MODERNITIES “Oh!!!! The company now has compliance policies”, he told me, very enthusiastic, a high-level executive. “It is clear now to everyone how far we can go and with what tools. Everyone knows how to behave in the face of circumstances that eventually emerge.” Many levels of management of this company dedicated themselves to the compliance issue for more than a year and another point of politically correct has been conquered. A few years later the news emerge: fraud-smelling attitudes, cluttered sales, questionable quality, illegal evidences regarding payments to dealers , crisis in internal relations, fight for power, super-salaries, infernal competition for promotions, results at any cost. The last one: the crisis that already separated supervisors, managers and directors gets to the shop floor. MODERNITIES 2 But... what about the compliance, which foresaw ready-made answers to all the questions? Oh, well. What should have been the attitude from internal regulations chosen by the company itself couldn’t make it a better place. I tried to understand the descending process, and I was not surprised to realize the strength of the relation of human factor with power: compliance was worth to many down there and nothing to the big guys above. In other words, these policies, when are not respected by a company as a whole, are an excellent recipe for the disaster - and seriously endanger the result. DISTINCT REFERENCES During the AutoData Review of Perspectives Seminar, a conversation with an automaker director with one of his dealers was caught in the act. After greetings, the dealer recognizes that he does not understand the reactions to the reality of the economy and politics in Brazil: the movement in his store in Jardins (a noble area) lost, in two months, 40% of movement, and his East Zone store (poor region) had only lost 5%. DISTINCT REFERENCES 2 The dealer credited the different situations to the quality of information of both publics. In the Jardins, afraid of the future ahead, took some kind of consumption out of their necessity basket. And the customers of the East Zone of the city, less informed in theory, would not feel their job at risk and, consequently, maintained their plans for purchasing a 0 KM car. DISTINCT REFERENCES 3 Probably the heart of the question is the interpretation of the information released by several means in our day to day. The increase of dollar, for example, stops sales in Jardins and does not say much thing to the residents of the East Zone neighborhoods, presidential race so far without perspectives embarrasses car sales in Jardins but still does not sensitize the future of the customer of the East Zone.