Chilean companies are managing the present well, but they have not yet built sufficient capacity to compete in the future
A groundbreaking study of management practices in Chilean companies, conducted by SummaPartners and Unegocios FEN at the University of Chile, reveals that top business performance does not depend on having more management practices, but rather on proactively developing the capabilities needed to shape the future.
Chilean companies demonstrate a high level of development in basic management practices, such as financial planning, cybersecurity, and sales monitoring, but are making slower progress in areas related to talent, data, innovation, and adaptability. That is the main conclusion of the 2026 Study of Management Practices in Chile, conducted by SummaPartners and Unegocios FEN at University of Chile, which analyzed 41 practices across 40 companies in 13 industries.
The study concludes that the companies with the best financial performance are not distinguished by having more management practices, but rather by developing capabilities aimed at building the future.
The difference between the highest- and lowest-performing organizations reaches 0.84 points on the strategic orientation index and is statistically significant (p = 0.017).
Basic practices—those required by clients, regulators, or banks—score an average of 3.05 out of 4. In contrast, intermediate practices score 2.61 and advanced practices 2.44, reflecting that companies react quickly to environmental demands but invest less in developing capabilities before they become urgent.
“The real challenges in business management lie in the focus: the priority must be to build the future by properly managing the present,” explained Rodrigo Fuentes, director of the FEN Business Management Diploma program.
Among the practices that show significant differences between top-performing and underperforming companies are:
Continuous evaluation of funding sources
Periodic updating of strategy
Translating strategy into projects and KPIs
Strategic talent management
La evaluación activa de fuentes de financiamiento presenta el mayor diferencial entre empresas que superan y no superan el benchmark de su industria (+0,71 puntos) y la mayor correlación con el margen EBITDA (r = +0,41).
The study also shows that size helps to formalize management, but does not necessarily transform it. Companies with sales exceeding USD 500 million score an average of 2.90, compared to 2.51 for smaller companies. However, there are no significant differences in practices such as artificial intelligence applied to processes, continuous improvement, or knowledge management. In fact, smaller companies report greater use of data for decision-making (3.38 versus 3.18).
“The companies that achieve the best results can play two games at once: managing the present while building the future through their strategy, talent management, and use of data and AI,” added Ricardo Sonneborn, a partner at SummaPartners.
Another relevant finding is that industry accounts for more differences than company size. Sectors subject to greater regulatory or competitive pressure exhibit more developed management practices, while industries with less competitive pressure show lower levels of maturity.
The study also identifies three discrepancies in the agendas of boards of directors and executive teams. Although strategic talent management sets top-performing companies apart, only 10% consider it one of their top three priorities for 2026. Furthermore, there is a gap between the importance attributed to data and the analytical capabilities actually in place, as well as a strong focus on the short term: 52% of executives cite “increasing sales” as their top priority for 2026, thereby sidelining investments that strengthen future competitiveness.
For SummaPartners and Unegocios FEN Universidad de Chile, the results show that Chilean companies’ productivity gaps stem not only from technology or investment, but also from their ability to institutionalize management practices that allow them to anticipate changes in the business environment.
The study will remain open to include new companies and industries and to establish a national benchmark that will allow for continued monitoring of management trends in Chile. Apply to participate here [Spanish].
About the Study
The 2026 Study of Management Practices in Chile was conducted jointly by SummaPartners and Unegocios FEN, University of Chile. The research included a sample of 40 medium and large companies across 13 industries, evaluating 41 management practices grouped into six managerial dimensions: strategy and business model; sales and customers; organization; processes and operational efficiency; technology and innovation; and finance and risk. Fieldwork was conducted between November 2025 and April 2026.