Klaus Hochstetter Deputy Manager of New Businesses: “The big challenge is to start doing things differently”

Klaus Hochstetter Deputy Manager of New Businesses: “The big challenge is to start doing things differently”
Klaus Hochstetter, subgerente de nuevos negocios DCV

 

Klaus Hochstetter, Deputy Manager of New Businesses at the Depósito Central de Valores (DCV) is currently responsible for executing new business development plans for DCV and its affiliates.

The Business Administrator of Universidad André Bello, who also holds a master’s degree in Innovation of the Universidad Católica, a specialist in Innovation Management, Project Management, CRM and Business Strategy, here provides details, methodologies and the vision of this new stage.

- What does DCV understand by innovation? And why?

DCV, through its management plan, defined that innovation is the creation of everything that adds value to the organization and that is perceived as new and better by its workers and clients. This is because the new business area has been oriented to generate services that allow for diversifying revenues and generating new sources of income for the Company, leveraging our technical and commercial capabilities. The objective is that in this way we can generate innovation of an adjacent type for our organization.

- How is the innovation process going on inside DCV?

It is a great challenge since it requires us to start doing things differently, working with new methodologies and often leave biases and paradigms aside. But without a doubt you feel the help and support that the whole organization is putting on these issues. Thus, allowing us as an area, to open doors that did not exist before and showing that there is a genuine interest in collectively doing well in this new path that we are taking as an organization.

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- What are the principal challenges for an organization like DCV when facing an innovation process like this?

The biggest challenge that established (and successful) companies have is to generate the capacity to be two handed. In the sense of being able to continue exploiting our Core business, with the excellence that defines and identifies us. Likewise, build the capacity to explore new businesses, which requires operational speed instead of operational excellence, where processes that can be iterated are established. In this sense, they change course many times, but they will eventually stabilize and become part of our Core business, generating a virtual cycle in innovation and new businesses.

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- What industries or sectors are considered attractive for eventual businesses or associations?

We mainly want to leverage new businesses to DCV’s current clients. But we also want to broaden this spectrum to the academic world and other companies classified as large (which are not necessarily issuers or current clients of DCV’s services).

Therefore, the capacity of being “double handed”, working with new methodologies, leaving biases and paradigms aside (to be able to generate innovation for DCV) marks the direction of the new business area in this new stage.

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