Sngular Advisors Team: Félix Lozano

Sngular Advisors Team: Félix Lozano

With the view that companies should aspire to be places of learning and contributors to the betterment of society, the planet, and the companies themselves, Felix Lozano has always sought new approaches and perspectives that add to his experience building and managing companies. This quest has led him to specialize in organizational culture and, most recently, to found TeamLabs.

As founding partner and CEO of TeamLabs, Felix and his team spearheaded a disruptive learning project based on the prestigious Finnish Team Academy method, which pushes teams to gain real-world experience by doing while learning about Leadership, Entrepreneurship, and Innovation (LEINN). 

At the same time, Felix is part of Sngular's Board of Advisors. We had the opportunity to learn more about his role as Strategic Advisor and ask about this new phase and what’s led him to join this Sngular team. 

After many years directly linked to the world of culture and learning, why did you decide to become an advisor to a tech company like Sngular?

Since its creation, Sngular has always been the place where you could look to get a vision of the future of work and organizations. It’s a community of hackers and mavericks improving the world with technology, as well as a place to learn how to do things differently — things we couldn't do before and now we can, thanks to technology.

On the other hand, Sngular is also an organization of teams that converge with our obsessions at TeamLabs: team leadership, team entrepreneurship and team innovation. We are a hub for this type of collective intelligence. Now, we are already integrating some members of our community into different Sngular projects and teams. We aim to double that figure year after year. Why not have 1,000 entrepreneurial and innovative leaders (LEINNers) in Sngular in the next 10 years?

Why Sngular? What is so different or interesting about it compared to other companies in its sector?

Sngular is a humanist organization with a well-established culture and good values. A project in which people and the culture of the organization really come first. This is easy to say and tremendously difficult to do. Many companies today have this discourse but very few manage to do what they say and lead by example.

I sometimes say that I view Sngular as a new cooperative model for the digital era that doesn’t attract a workforce, but instead people who are talented, restless, participative and passionate. Sngular reshapes the conventional labor and partnership relationships. This is the ideal context to be a genuine learning organization.

Have you talked to the other advisors? Can you give us the lowdown on what’s brewing at Sngular?

I have already collaborated with some of them in the past, and I am starting to work with others now. We have the challenge of becoming another high-performance team in the Sngular ecosystem, closely accompanying the organization to understand the challenges it faces and its daily practices. At the same time, we need enough distance to observe organizational behavior and the needs of society, with a perspective that is as fresh and unbiased as possible.

I believe that what’s to come from Sngular is that it will keep growing its community of teams that share both a way of fitting into the world and the strong purpose of improving societies with technology. 

Keeping in mind the current situation and the rapid changes in the industry, what would you say Sngular should focus on right now? What aspects can be improved?

I really like the ambitious vision conveyed by our colleague Ricardo Forcano: "We are heading towards a decentralized, decarbonized and more conscious world, transcending current social structures and economic incentives..." In this decentralization process that Ricardo predicts, technology and the digital mental model will have a lot to do with the fundamentally ethical point of view of "seeking human freedom, ecological wisdom and integral consciousness.”

I believe the discipline of team leadership will be an essential part of the architecture of collective intelligence that’s integrated into the whole of this urgently challenged society. It will require learning to collaborate more than to compete and to significantly increase the depth, scale and speed of that learning.

If, with the experience you have today, you could give advice to your younger self, what would you say?

I would say: "Come on, Felix, take risks!" and would insist on making myself see what in psychology is called temporal distance: time heals everything and makes even the greatest of sufferings bearable. I would also tell myself that the word “want” has more to do with will and commitment than with emotions — wanting to want.  Finally, I would explain the need to find the perfect balance between self-esteem and arrogance. Healthy self-esteem makes us humble and, therefore, aspiring to wisdom. Unhealthy self-esteem, by excess or defect, triggers our ego and makes it impossible to aspire to wisdom.

Regardless of what I just said, I think it has been very good to learn this all the hard way, with my own life experience and with some scars I’ve picked up along the way.

What final message would you like to send to the rest of the team?

I want to reiterate that I feel very lucky and grateful to have the opportunity to learn in Sngular and on this Advisory Team. I would also encourage the team with one of the mantras we use in TeamLabs: "we didn't come this far to only come this far".

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