Archive for category: Artigo

AESE insight #67

[av_layerslider id='2920'] [av_layerslider id='2919'] [av_section min_height='' min_height_px='95px' padding='no-padding' shadow='no-border-styling' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='' bottom_border_style='' scroll_down='aviaTBscroll_down' custom_arrow_bg='#f37421' id='' color='main_color' custom_bg='#ffffff' src='' attachment='' attachment_size='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av_element_hidden_in_editor='0'][/av_section] [av_one_full first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_heading heading='When it makes sense to be a billionaire' tag='h1' style='blockquote modern-quote' size='48' subheading_active='subheading_above' subheading_size='12' padding='15' color='custom-color-heading' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] AESE insight #67 > Thinking ahead [/av_heading] [/av_one_full][av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/05/EVM_AESEinsight14out_.png' attachment='93291' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-67-2/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Eugenio Viassa Monteiro' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Professor de Fator Humano na I.I.M.Rohtak (India) [/av_heading] [/av_one_fourth][av_two_third min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_textblock size='' font_color='' color='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] After India’s Independence, the Soviet-style economic model, adopted to solve the pressing problems of poverty, hunger and underdevelopment, was the main cause of stagnation. It was partly due to the lack of preparation of the heads of the institutions of “production”, whether cooperatives or industrial companies in owned by the State. These leaders wasted resources, because of incompetence, with little knowledge of the business they were running, accumulating losses, in a country already left poor by the colonizers.
Because of the incapacity of the Government to solve all the problems detected throughout the post-independence period, notable personal initiatives emerged as:

• the Aravind Eye Care System, which grew from a very small 11 beds clinic to the point where it now with 14 hospitals. Where only 40% pays its bill, while the others are treated free of charge or with high discounts;
• the Barefoot College emerged in Tilonia, Rajasthan, among the poorest populations that are rapidly evolving, learning to install and maintain solar panels for power production, install and maintain pumps for water irrigation, etc.;
• the Jaipur foot that makes and fits prosthetic foot, for those who lost it, for a paltry amount, allowing them to live an almost normal life...;
• and Microcredit initiatives;
• of Self-help groups;
• the Federation of Milk Cooperatives based on Anand Model, with the brand AMUL, which was replicated many times all over the India, etc., etc.

In due course and as a lot of economic activity took off in India, starting in 1991, with the change from the economic model (of soviet type) to that of free initiative, many people launched very profitable projects in the fields of Information Technologies, Telecommunications, Pharmaceutical products, Food industries, Consumption goods, Automobiles, Tourist enterprises, etc., all that with enormous appreciation of the capital invested.
And many Foundations appeared then, with social purposes, as did Shiv Nadar (Founder of HCL), Azim Premji (Founder of WIPRO), the founding members of Infosys, each one with his Foundation. As Tata Sons owned by philanthropic funds. And many, many others.
The total number of Foundations promoted by Indian companies responding to  Corporate Social Responsibility now stands at 187. They will have a more limited scope. However, if there are leaders with vision, they can make these foundations to become instrument of good social transformation..
Being experienced entrepreneurs, it is not by chance that those Foundations have good activity in line with their objectives: Foundations to respond to health issues; for the basic, secondary or advanced education; for the improvement of the educational system; for the betterment of the training of Teachers; and carrying out R&D in the field of education, etc.
By chance I had opportunity to read parts of a report where it came as no surprise that India had the third largest volume of “billionaires”, after the US and China (Cfr. Knight Frank's 2022 Wealth Report). India had 145 billionaires in 2021.
If it is good to be there billionaires, who are the potential doers of good, they are worth at the extent that their assets are applied with a clear sense of purpose, in the improvement of educational and health infrastructures, or to ensure minimum living conditions for everyone... always keeping in mind the greater efficiency in the application of funds.
It is natural that the 145 billionaires, when amassing the huge sum, have made many philanthropic applications, through their own foundations or in support of the initiatives in progress, of others, or occasional donations to the thousands of NGOs and Charities that work for the poor populations. But if they did not so, still they can do now, as poor people is awaiting. And that they have also developed useful businesses/companies in the country, with millions of jobs.
In fact, hoarding and having a rich bank account to lead a luxurious life is offensive for those around them, who have little or nothing. The episode of poor Lazarus at the door of the rich man Epulon, so subtlely described by Jesus Christ, in the Gospels, is a good portrait that rich people and their families in India will not want to see reproduced in their lives, due to the choices already done to apply the assets to create wealth and employment..
Also according to the Wealth Report 2022, the number of Indian households with assets worth over $30 million has increased by 11% in the last year. It currently stands at 458,000.
The great asymmetries that still persist in the country, with an abundance of the poor and needy, will certainly be the target of immediate attention of those who have possessions and desire to apply them to help raise the level of well-being of all. Among them is a high percentage of undernourished children, and it will be very important for them not to be left with the consequences of insufficient nutrition, with inevitable reflexes  in their physical and intellectual development.
*** I read with pleasure and some eagerness a note of HURUM Report referring to the greatest philanthropist of the last century, Jamsetji Nusservati Tata, the founder of the Tata Group, who would have donated $102,500 million dollars, having also inspired the creation of philanthropic trusts that hold 66% of the Tata Sons, to continue actively contributing to humanitarianism in the country.
Tata Sons detains shares in the capital of the companies that make up the Tata Group, with values ranging between 25 and 100%, enough to be a reference and to to dictate the company's policies. And dividends earned by philanthropic trusts are channeled to charitable purposes.
“Jamsetji N. Tata, who founded the Tata Group in 1868, was a man of exceptional energy (…). He had grown a very successful textile business, starting with Empress Mills at Nagpur. He had put in place the blueprint for a world-class integrated steel plant for at Jamshedpur. He had planned clean electric energy for his city of Mumbai through an ambitious hydroelectric project. In 1892, he had founded an endowment for the education abroad of promising Indian students, the first of its kind. Thereafter, he had invested significant effort in evangelizing the country’s need for a university of higher education and research in science. And in 1903, the famous Taj Mahal Hotel in Mumbai, created by him, the finest hotel in the East, had opened its glistering doors” (in Tata Stories, Harish Bhat, Penguin Random House, India, 2021, p. 173).
Jamsetji died in 1904, but the leaders who followed at the Group's helm, mostly family members/descendants, began to interpret the country's needs, realizing the ideas of doing good, serving the citizens, as Jamsetji had done. Thus, the Tata Institute of Sciences, in Bangalore (in 1911), and the Tata Memorial Center (in 1952) in Mumbai, was born to treat cancer, with access to anyone, free of charge. Before Independence, the name Tata appeared on them to demarcate from the colonizer, in some of the important institutions, such as the Institute of Sciences, the Memorial Centre, etc., which after Independence no longer were needed..
Generous gestures committed to improving the standard of living of the citizens of their country, when known and remembered, are a permanent source of inspiration for people with a minimum of sensitivity and attention to others, from which new ideas, Foundations, NGOs, philanthropic institutions, social-type companies grow to benefit the country and, in the first place, the poorest populations.
Jamsetji will certainly receive deep thanks from the many millions who were the target of his acts of generosity: those who received a scholarship to study in the country; or go abroad to study in the best foreign institutions; or received health services and cancer treatment free of charge; or those who have worked for some period in one of the companies of the Tata Group.
Jamsetji is the strong humanitarian reference. Maybe, for this reason, the philanthropic tradition has expanded in India, awakening in the encounter with broad social strata that were long forgotten and lived in terrible conditions. When the colonial occupation came, it took everything it could and left the country plunged into hunger, starvation and misery. And now it the opportune time to eradicate poverty and make all children go to school to the maximum of their capacities and enjoy a very good healthcare scheme.

[1] Some ideas of this article were developed on “Quando faz sentido ser bilionário”, published on Diario de Noticias (Lisbon),

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AESE insight #66

[av_layerslider id='2889'] [av_layerslider id='2890'] [av_section min_height='' min_height_px='95px' padding='no-padding' shadow='no-border-styling' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='' bottom_border_style='' scroll_down='aviaTBscroll_down' custom_arrow_bg='#f37421' id='' color='main_color' custom_bg='#ffffff' src='' attachment='' attachment_size='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av_element_hidden_in_editor='0'][/av_section] [av_one_full first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_heading heading='Os artigos e as recomendações de leitura' tag='h1' style='blockquote modern-quote' size='48' subheading_active='subheading_above' subheading_size='12' padding='15' color='custom-color-heading' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] AESE insight #66 > Thinking ahead [/av_heading] [/av_one_full] [av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/07/Fátima-Carioca_JUN2021.png' attachment='81679' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-66/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='A Sustentabilidade no Mundo do Trabalho' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Maria de Fátima Carioca, Professora de Fator Humano na Organização e Dean da AESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/03/Jorge-Ribeirinho-Machado_AESEinsight.jpg' attachment='90662' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-66-2/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Compatibilidade dos clientes' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Jorge Ribeirinho Machado Professor e Responsável Académico da Área de Operações, Tecnologia e Inovação da AESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/02/Francesco-Costigliola_AESEinsight04FEV.jpg' attachment='72642' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-66-3/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Quais os dados que suportam esta decisão? O caminho para uma organização data-driven' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Francesco Costigliola Head of Business Intelligence & Analytics na EDP Comercial e Professor da AESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/05/China-Vision.jpg' attachment='92917' attachment_size='full' align='center' styling='' 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custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [/av_section][av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/05/Untitled-design.jpg' attachment='92918' attachment_size='full' align='center' styling='' hover='' link='manually,http://voxeu.org/article/monetary-policy-and-financial-stability-implications-central-bank-digital-currencies' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='Monetary policy and financial stability implications of central bank digital currencies' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Jean-Francois Jamet, Arnaud Mehl, Cyril Max Neumann, Fabio Panetta, Vox EU [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/05/Hidrogen.jpg' attachment='92919' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.energypolicy.columbia.edu/research/commentary/hydrogen-hot-commodity-lacking-sufficient-statistics' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='Hydrogen: A Hot Commodity Lacking Sufficient Statistics' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Anne- Sophie Corbeau, Columbia | SIPA [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/05/IESE_toribio.jpg' attachment='92920' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.linkedin.com/video/live/urn:li:ugcPost:6925500540063764480/' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='La guerra de Ucrânia há acelarado la defensa de "campeones nacionales" ' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Juan José Toribio, Emeritus Professor de Economía, IESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] 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AESE insight #66

[av_layerslider id='2889'] [av_layerslider id='2890'] [av_section min_height='' min_height_px='95px' padding='no-padding' shadow='no-border-styling' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='' bottom_border_style='' scroll_down='aviaTBscroll_down' custom_arrow_bg='#f37421' id='' color='main_color' custom_bg='#ffffff' src='' attachment='' attachment_size='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av_element_hidden_in_editor='0'][/av_section] [av_one_full first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_heading heading='Compatibilidade dos clientes' tag='h1' style='blockquote modern-quote' size='48' subheading_active='subheading_above' subheading_size='12' padding='15' color='custom-color-heading' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] AESE insight #66 > Thinking ahead [/av_heading] [/av_one_full] [av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/03/Jorge-Ribeirinho-Machado_AESEinsight.jpg' attachment='90662' attachment_size='full' align='center' styling='' hover='' link='post,11552' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h5' padding='10' heading='Jorge Ribeirinho Machado, Professor e Responsável Académico da Área de Operações, Tecnologia e Inovação da AESE Business School' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''][/av_heading] [/av_one_fourth][av_two_third min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_textblock size='' font_color='' color='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] As filas são sempre desagradáveis. Filas para no supermercado, filas nos correios, filas no check in dos hoteís… e, o que é o mesmo, esperar um ano pelo carro novo, esperar uma hora por uma refeição comprada online, ou esperar três meses por aquela porta da casa de banho que a arquiteta decidiu que tinha que ser lacada…
As filas são causadas pela falta de capacidade do sistema operativo para responder aos pedidos dos clientes. Umas vezes, o sistema não tem processadores suficientes para responder à procura, mesmo com uma procura constante, mas as mais das vezes o problema reside na variabilidade da procura. Isto é um problema para as empresas, porque ficam com os clientes insatisfeitos, e por isso podem perdê-los ou, pelo menos, ganhar menos com eles.
Como é que os dirigentes podem resolver – ou, pelo menos, minimizar – este problema?
Em primeiro lugar, entendendo a origem: há 6 tipos de variabilidade, e cada um pode ser tratado de forma diferente. São eles a variabilidade de chegada (quando é que as pessoas vão a um balcão dos correios), de pedidos (quando se compra um automóvel, a quantidade de escolhas que se têm de fazer define a variabilidade), de capacidades (um utente que vá à reparticção de finanças pode perceber rapidamente o problema que tem ou não, e nunca se sabe quanto é que o seguinte percebe); de esforço (o cliente pode querer esforçar-se ou não a devolver carrinhos de supermercado ao seu lugar); e a variabilidade de preferências (a RitzCarlton chama clientes pelo nome, mas há os que preferem ser tratados de outra forma).
A variabilidade resolve-se através da sua redução (que pode ser até à eliminação), como por exemplo a marcação de consultas no dentista; ou da acomodação, como por exemplo abrindo mais uma ala de um armazém quando os clientes querem armazenar mais do que o habitual.
No entanto, considerar a variabilidade só do ponto de vista do fornecedor pode ser redutor, já que a própria empresa também pode obrigar os clientes a sofrerem com ela: a variabilidade é uma estrada de dois sentidos, e quando o dirigente está a passar por ela não se pode esquecer disto, com o perigo de aumentar o desagrado dos seus clientes.
Quando um restaurante diz a um cliente que não tem mesa naquele momento, o cliente impos uma variabilidade de chegada, mas o restaurante também. Assim, ou o cliente espera, o que reduz a variabilidade; ou se vai embora, o que acomoda a variabilidade. No entanto, se o restaurante aceita o cliente que chegou sem reserva, a operação terá que acomodar a variabilidade criada pela chegada imprevista do cliente.
Ryan Buell [1] explica que é a altura de a empresa gerir, mais do que a variabilidade, a compatibilidade dos clientes: se a empresa e o cliente estão disponíveis para reduzir a variabilidade, então temos uma compatibilidade entre os dois; se os dois precisam de acomodar, então são incompatíveis; se o cliente está disponível para reduzir a variabilidade, e a empresa para acomodar, então é o cliente que tem que mudar o que pede para ser servido; e, por fim, se a empresa está disponível para reduzir a variabilidade, e o cliente para acomodar, a empresa mudará para servir o cliente. Os dirigentes teráo, assim, de procurar ter o maior número de clientes compatíveis, o menor número possível de incompatíveis, e procurar que os outros alterem os seus comportamentos para se tornarem compatíveis. E como os tornar mais compatíveis?
Há duas hipóteses, que podem ir juntas: através de maior eficiência na entrega do serviço, o que implica maior estandardização do que se faz; e através da experimentação, através da multiplicação de tentativas de melhoria da experiência do serviço. Quanto mais eficiente e mais apropriado às necessidades dos clientes, mais a empresa e os clientes são compatíveis, e, consequentemente, mais fidelizados ficam os clientes.
[1]  Buell, Ryan W. and Campbell, Dennis and Frei, Frances X., The Customer May Not Always Be Right: Customer Compatibility and Service Performance (January 28, 2020). Harvard Business School Technology & Operations Mgt. Unit Working Paper No. 16-091 [/av_textblock] [/av_two_third][av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [/av_section][av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/07/Fátima-Carioca_JUN2021.png' attachment='81679' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-66/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='A Sustentabilidade no Mundo do Trabalho' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Maria de Fátima Carioca, Professora de Fator Humano na Organização e Dean da AESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/02/Francesco-Costigliola_AESEinsight04FEV.jpg' attachment='72642' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-66-3/' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Quais os dados que suportam esta decisão? 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AESE insight #65

[av_layerslider id='2857'] [av_layerslider id='2856'] [av_section min_height='' min_height_px='95px' padding='no-padding' shadow='no-border-styling' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='' bottom_border_style='' scroll_down='aviaTBscroll_down' custom_arrow_bg='#f37421' id='' color='main_color' custom_bg='#ffffff' src='' attachment='' attachment_size='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av_element_hidden_in_editor='0'][/av_section] [av_one_full first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_heading heading='Os artigos e as recomendações de leitura' tag='h1' 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min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/04/IESE_AESE-insight_28sbr_.jpg' attachment='92527' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.ieseinsight.com/doc.aspx?id=2505&idioma=1' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='Una buena relación con los colegas mejora la vida familiar. Y a la inversa. ' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Jakob Stollberger, Mireia Las Heras y Yasin Rofcanin IESE insight [/av_heading] [/av_one_fourth][av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [/av_section][av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/04/Brookings_AESE-insight-28abr.jpg' attachment='92528' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.brookings.edu/podcast-episode/the-ukraine-wars-impact-on-developing-countries/' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='The Ukraine war’s impact on developing countries' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Indermit Gill and David Dollar Brookings [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/03/What-Peter-Drucker_AESE-insight-31abr.jpg' attachment='91369' attachment_size='full' align='center' styling='' hover='' link='manually,http://hbr.org/2009/11/why-read-peter-drucker' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='Unless commitment is made, there are only promises and hopes; but no plans.' tag='h3' style='blockquote modern-quote' size='' subheading_active='subheading_below' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] Peter F. Drucker [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [/av_one_fourth][av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [/av_section][av_one_third first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [av_magazine link='category,72' items='5' offset='5' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Leia outras edições' heading_link='post,64984' heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third] [av_one_third min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [av_magazine link='category,226' items='5' offset='no_duplicates' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Alumni AESE ' heading_link='post,8847' heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third] [av_one_third min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [av_magazine link='event-categories,27' items='4' offset='1' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Short Programs' heading_link='post,8847' heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third]

AESE insight #65

[av_layerslider id='2857'] [av_layerslider id='2856'] [av_section min_height='' min_height_px='95px' padding='no-padding' shadow='no-border-styling' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='' bottom_border_style='' scroll_down='aviaTBscroll_down' custom_arrow_bg='#f37421' id='' color='main_color' custom_bg='#ffffff' src='' attachment='' attachment_size='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av_element_hidden_in_editor='0'][/av_section] [av_one_full first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_heading heading=' Los aseguradores y la guerra' tag='h1' style='blockquote modern-quote' size='48' subheading_active='subheading_above' subheading_size='12' padding='15' color='custom-color-heading' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] AESE insight #65 > Thinking ahead [/av_heading] [/av_one_full] [av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2020/08/Rafael-de-Lecea_AESEinsight-13Mai.png' attachment='78875' attachment_size='full' align='center' styling='' hover='' link='post,5440' target='' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Rafael de Lecea' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Professor da área de Política de Empresa na AESE Business School, na Fundación Bravo Murillo, no Instituto Internacional San Telmo e na Universidad Carlos III [/av_heading] [/av_one_fourth][av_two_third min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_textblock size='' font_color='' color='' av-medium-font-size='' av-small-font-size='' av-mini-font-size='' admin_preview_bg=''] En tiempos de incertidumbre, y también cuando todo parece estar bajo control, resulta de gran utilidad para la gestión de las empresas, y para valorar los condicionantes de la “elección del futuro”, escuchar a las organizaciones del mundo del seguro. A las reaseguradoras, desde su visión global, les preocupa sobre todo lo que desconocen, lo que no consiguen calificar y medir. Pueden hacerlo estadísticamente, con la ayuda de cálculos actuariales, pero siempre que cuenten con la suficiente información: se trata de valorar el mayor daño posible, en términos económicos, junto a la probabilidad de que ocurra.
A veces esto no es posible.
Como ejemplo de reflexión anticipada, asistí una vez a una conferencia sobre: “¿Qué les preocupa hoy a los reaseguradores?”. Lo desconocido.
Y hablaron de tres temas de sorprendente actualidad: los Automóviles, que es el seguro particular mayor del mundo y la primera aportación de ingresos de las compañías (la energía futura, los avances tecnológicos, la propiedad). Y, sobre todo, ¿Cuánto valdrá el seguro de coches que no chocan?
La segunda reflexión fue sobre los Fenómenos atmosféricos y las Catástrofes naturales. No dedicó ni un minuto a reflexionar o filosofar sobre el origen humano, divino, los ciclos... En términos muy prácticos, dijo: suceden, cada vez más, y más imprevisibles... y sus consecuencias económicas son muy relevantes, y van creciendo. Venía a decir: lo que cuesta un huracán en el Caribe lo conozco, tengo muchos años de experiencia, pero, ¿Y todo lo nuevo, como las grandes inundaciones (que afectan hoy, 2021, a un tercio de la población mundial)?
El tercer factor de riesgo que les preocupaba nos va a resultar muy familiar: “una infección, ampliamente dispersa entre la población, cuya mutación sea mucho más rápida que la capacidad de los laboratorios del mundo para descubrir, fabricar y distribuir los antibióticos adecuados a cada cepa sucesiva”. Esto era mucho antes de la pandemia, claro.
Intentan ir por delante y las reflexiones sobre esas cuestiones que les inquietan pueden muchas veces dar también pistas a los gestores que deben tomar decisiones sobre el futuro.
¿Y que les preocupa hoy, de qué hablan?
De la guerra, claro.
La realidad es que la cobertura de los seguros en caso de guerra es muy limitada, en la mayoría de las pólizas están excluidos expresamente los daños causados por un conflicto bélico. En 2001 se añadió como exclusión el terrorismo.
La única excepción destacable, pactada en Londres un poco antes de la II Guerra Mundial, y que se mantiene, es el transporte internacional, barcos, mercancías y aviones.
Tampoco cubren las pólizas de Vida. Sólo existen algunas muy especiales para las Fuerzas Armadas que sí cubren el fallecimiento por cualquier causa (incluyendo el suicidio), la invalidez permanente y absoluta, y la incapacidad profesional por accidente.
Por eso los aseguradores hablan en estos días de algunos de los efectos en los países que no están siendo directa, militarmente, afectados:

• Cuando las empresas reciben el impacto económico de la guerra, la tentación del fraude, por experiencia estadística, se multiplica exponencialmente.
• Cuando los ciberataques son un arma diaria en el conflicto, el “ecosistema” se desarrolla extraordinariamente y las probabilidades de que suframos uno se multiplican. Imaginemos esta amenaza en un entorno de teletrabajo.
• La inflación (España, INE, IPC 9,8%, Portugal INE IPC 5,39%, marzo 2022) va a hacer que las primas de los programas de seguros de nuestras empresas (con efecto transversal en todos los sectores de la economía) se incrementen al hacerlo los costes para las compañías.

Todos ellos son riesgos reales, inminentes. En este caso no son ejercicios de anticipación a medio y largo plazo.
Y, efectivamente, nos dan a los gestores pistas sobre decisiones a tomar. [/av_textblock] [/av_two_third][av_hr class='invisible' height='70' shadow='no-shadow' position='center' custom_border='av-border-thin' custom_width='50px' custom_border_color='' custom_margin_top='30px' custom_margin_bottom='30px' icon_select='yes' custom_icon_color='' icon='ue808' font='entypo-fontello' av-small-hide='aviaTBav-small-hide' av-mini-hide='aviaTBav-mini-hide' admin_preview_bg=''] [/av_section][av_section min_height='' min_height_px='500px' padding='default' shadow='no-shadow' bottom_border='no-border-styling' bottom_border_diagonal_color='#333333' bottom_border_diagonal_direction='scroll' bottom_border_style='scroll' scroll_down='' custom_arrow_bg='' id='' color='main_color' custom_bg='' src='' attach='scroll' position='top left' repeat='no-repeat' video='' video_ratio='16:9' video_mobile_disabled='' overlay_enable='' overlay_opacity='0.5' overlay_color='' overlay_pattern='' overlay_custom_pattern='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av_element_hidden_in_editor='0'] [av_one_fourth first min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/03/Angel-Proano_Pedro-BAgua_-Adrian-Caldart.jpg' attachment='91364' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-65/' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='La desafíos de la Dirección General en la actual coyuntura ' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Ángel Proaño Profesor part-time de Dirección Estratégica, IESE Business School Pedro Borda de Água Profesor de Gestión General en la Escuela Naval Militar de Portugal y profesor de Política de Empresa en AESE Business School Adrián Caldart Associate Professor of The Practice of Strategic Management, IESE Business School and AESE Business School [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/04/EU-climate-goals_AESE-insight-28abr.jpg' attachment='92526' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.nature.com/articles/d41586-022-00920-y' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='The EU can simultaneously end dependence on Russia and meet climate goals' color='' style='blockquote modern-quote' custom_font='' size='' subheading_active='subheading_below' subheading_size='15' custom_class='' admin_preview_bg='' av-desktop-hide='' av-medium-hide='' av-small-hide='' av-mini-hide='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] Nature Editorial [/av_heading] [/av_one_fourth][av_one_fourth min_height='' vertical_alignment='' space='' custom_margin='' margin='0px' padding='0px' border='' border_color='' radius='0px' background_color='' src='' background_position='top left' background_repeat='no-repeat' animation='' mobile_breaking='' mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2022/04/IESE_AESE-insight_28sbr_.jpg' attachment='92527' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.ieseinsight.com/doc.aspx?id=2505&idioma=1' target='_blank' caption='' font_size='' appearance='' overlay_opacity='0.4' overlay_color='#000000' overlay_text_color='#ffffff' animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='Una buena relación con los colegas mejora la vida familiar. Y a la inversa. 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