By: Luis Manuel Hernández G.
It is more important to do great things well than to do small things perfectly.
When I led a national association, many of the ideas brought to the table, just like in any company, first required me to understand who would criticize them, how they would criticize them, and then identify those who would support them. This is neither black magic nor a secret for a select few; any leader knows that the moment you take that role, you will be questioned, and that different groups will try to dim your light. This is where the art of the Chief Marketing Officer comes into play, whose work often goes unnoticed.
The person in charge of marketing within a company must have total custody of the customer. This means that the responsibility for many strategic decisions originates from the interactions marketing teams have with the market. That is where trend knowledge is integrated in a comprehensive way.
Semiconductors: The Silent Driver of Transformation
Let’s imagine a business environment where, amid frustration and uncertainty, key issues are discussed. While most adopt a “wait and see” attitude, others decide to take risks with capital. Decisions between physical investments and digital investments are becoming increasingly blurred: the former offering tangible assets, and the latter, immediate scalability.
In this context, application-specific semiconductors stand out. Unlike generic ones, these are designed to consume less energy, generate less heat, operate faster, and be more cost-effective depending on their use. This sector is transforming how products are sold and how companies integrate, which in turn is reshaping business ecosystems. And although these changes are already happening, they often go unnoticed or are mistaken for smaller phenomena like rising wages or reduced labor flow.
Silently, in Tijuana, a model has been created in certain industries that only a few leaders can experience and interpret. While some still cling to traditional investment and attraction models, the integration of application-specific semiconductors is generating context interpretation models, breaking the barrier between those who operate algorithms and those who create them.
For example, let’s assume a company achieves an 85% accuracy rate in forecasting customer demand for the next two years. While this may seem positive, the remaining 15% margin of error, at a state or national level, raises questions about how resources are being allocated. In Baja California, employment growth may not be significant, but talent growth is, and it is scaling rapidly.
Authentic Vocations for a Resilient State
Each municipality in Baja California faces the challenge not only of addressing traditional issues like infrastructure and business models, but also of attracting talent, shaping investment policies, and executing tasks effectively.
Culturally, countries are moving quickly toward a solidarity of voices, but at the risk of drifting away from the authenticity of ideas and their execution. If we want to thrive through our vocations, it will not happen solely with internal capital, since much of it waits for external investment. Tijuana’s people and offerings are so authentic that they demand diverse perspectives and different execution timelines. And while strengthening value chains is attracting new companies, not just because of the border or square footage, but due to the quality of services provided, we must also recognize that digitalization and application-specific semiconductors already allow many of these services to be delivered remotely.
Entrepreneurs, leaders, and chambers that have demonstrated true leadership have done so through creativity and paradigm shifts, always by knowing their audience. Knowing your audience is very different from merely creating one.
Recognizing our state and its strengths must make us solid enough to represent ourselves abroad. Internal and external actors will always be different, and not everyone has to excel at everything. The key lies in combining each talent in the right place to build a Baja California that is ever more competitive and resilient.
