The observation that led to Vistomet was simple: in Argentine SMEs, when something goes wrong, the most common response is to find someone to blame — and that response, however understandable, prevents the organization from ever fixing the actual problem.
Over years of working with operational teams in Argentine SMEs, a recurring pattern emerged. When an error occurred — a shipment that arrived wrong, a production batch that failed quality, a customer complaint that escalated — the immediate organizational response was almost always the same: identify the person responsible and hold them accountable.
This is not a character flaw in Argentine business culture. It is a rational response to the incentive structures that exist in most organizations. If errors are treated as personal failures, people learn to avoid being associated with errors. They hide problems, underreport incidents, and work around broken processes rather than fixing them.
The shift from blame to learning is not about being lenient. It is about being effective.
Most operational errors are not caused by carelessness. They are caused by processes that are ambiguous, resources that are insufficient, or instructions that are unclear. The person who made the error was working inside a system that allowed the error to happen.
For a team to honestly analyze what went wrong, people need to feel that their contribution to the analysis won't be used against them. Creating that safety requires deliberate facilitation — it doesn't happen on its own.
A conversation about an error, however good, evaporates if nothing is written down. The one-page format was designed to create a minimal but sufficient record that the team can return to — and that new team members can learn from.
The 30-day review session is what separates this approach from a one-off meeting. It creates accountability for the agreed changes and gives the team a chance to assess whether their analysis was accurate.
Quality management systems like ISO 9001 are valuable for organizations that need formal certification and have the resources to maintain a documented quality management system. That is not what most Argentine SMEs need when they are dealing with recurring operational errors and a blame-first culture.
Traditional consulting engagements often produce recommendations that the consulting firm owns — reports, frameworks, action plans that live in a folder and get referenced less and less over time. The organization becomes dependent on the consultant to maintain the system.
Vistomet's approach is different: we facilitate a process that the team learns to run themselves. After two sessions, the method belongs to the team. They can apply it the next time something goes wrong — without calling us.
"The goal is not to produce a report about your errors. The goal is to build a team that knows how to learn from them."
The discipline of helping organizations develop the capacity to learn from experience — a field with decades of research behind it, translated into practical tools.
The method was designed to be used by operational teams in the middle of a working week — not by quality specialists with dedicated time for process improvement.
Everything produced in the sessions — the analysis, the documentation, the action plan — belongs to the team. We don't retain copies or produce reports for external use.
Learn about the format, duration, and what happens in each of the two sessions.
Formats & Duration