AESE insight #38

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='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 #37 > 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/2021/05/Working-remotely-two-to-three-days-a-week-the-best-option.png' attachment='78584' attachment_size='full' align='center' styling='' hover='' link='manually,http://insightreports.iese.edu/en/a-sustainable-work-model/' 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='Working remotely two to three days a week, the best option' 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=''] Mireia Las Heras, Maria Barraza, Júlia Gifra, Charo Sáez e Leyre Octavio de Toledo, IESE Insight [/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/2021/05/How-Blockchain-Can-Simplify-Partnerships.png' attachment='78585' attachment_size='full' align='center' styling='' hover='' link='manually,http://hbr.org/2021/04/how-blockchain-can-simplify-partnerships' 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='How Blockchain Can Simplify Partnerships' 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=''] Fabrice Lumineau, Wenqian Wang, Oliver Schilke, and Laura Huang, Harvard Business Review [/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/2021/05/COVID-19’s-impact-on-the-media-in-10-charts.png' attachment='78586' attachment_size='full' align='center' styling='' hover='' link='manually,http://whatsnewinpublishing.com/covid-19s-impact-on-the-media-in-10-charts-2/' 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='COVID-19’s impact on the media, in 10 charts' 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=''] Damian Radcliffe, Whats New in Publishing [/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/2021/05/Crisis-could-be-the-mother-of-reinvention-for-business-schools.png' attachment='78587' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.ft.com/content/6e3cf7b8-f203-4568-a290-836eef41b515?shareType=nongift' 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='Crisis could be the mother of reinvention for business schools' 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=''] Andrew Hill, Financial Times [/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_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_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='Outros artigos da edição de 13 de maio do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' 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=''][/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/Marta-Lynce_AESEinsight_17.09.jpg' attachment='63201' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-38/' 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='Decidir eticamente em contexto de incerteza: duvidar e refletir' 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=''] Marta Lince Faria, Professora de Fator Humano na Organização e de Microeconomia na AESE Business School, Cátedra de Ética da Empresa e na Sociedade AESE / EDP [/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/2021/05/Diogo-Ribeiro-Santos_AESEinsight-13Mai.png' attachment='78583' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-38-2/' 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='Desafios do presente e desafios do futuro (Parte 1): A Dívida' 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=''] Diogo Ribeiro Santos, Professor de Finanças na AESE [/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/2020/08/Rafael-Lecea_aeseinsight_27AGO.jpg' attachment='61715' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-38-3/' 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='Protocolo Familiar: tiempos y decisiones' 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=''] Rafael de Lecea, 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_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_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_heading tag='h3' padding='10' heading='Próximos programas de formação ' 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_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/2020/08/2º-DEEP_instagram_1080px_01.jpg' attachment='77827' attachment_size='full' align='center' styling='' hover='' link='post,32290' 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='Programa online de formação diretiva (DEEP)' 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=''] Inscrições a decorrer para a 2.ª edição, com início a 17 de maio 2021 [/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/2021/04/3HBE-Hospital-Business-Enhancement_instagram_1080px_02.jpg' attachment='78048' attachment_size='full' align='center' styling='' hover='' link='post,29914' 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='Hospital Business Enhancement (HBE)' 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=''] Inscrições a decorrer para a 3.ª edição, com início a 31 de maio 2021 [/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/2021/04/21MBA_instagram_1080px_013.jpg' attachment='78049' attachment_size='full' align='center' styling='' hover='' link='post,6532' 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='Executive MBA AESE ' 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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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_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='6' 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 #37

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='A nossa Boa Esperança' 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 #37 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2020/08/Fátima-Carioca.jpg' attachment='71208' attachment_size='full' align='center' styling='' hover='' link='post,11583' 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='Fátima Carioca ' 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=''] Dean da AESE Business School [/av_heading] [/av_one_third][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=''] "Partidos dali, houveram vista daquele grande e notável cabo, ao qual por causa dos perigos e tormentas em o dobrar lhe puseram o nome de Tormentoso, mas el-rei D. João II lhe chamou cabo da Boa Esperança, por aquilo que prometia para o descobrimento da Índia tão desejada."  João de Barros, Décadas da Ásia.
A passagem do Cabo das Tormentas, ou Boa Esperança, dependendo da perspetiva, foi um momento marcante que, no seu tempo, fortaleceu a esperança e deu novo ânimo ao sonho de avançar na trajetória desejada, assim também a nova etapa de desconfinamento (“à terceira é de vez!”) reforça a esperança na oportunidade de desenharmos um futuro, não isento de tormentas e perigos, mas sobretudo repleto de novos caminhos a serem percorridos e aberto a possibilidades não sonhadas.
Tal como o Cabo não foi o início do caminho, também esta nossa nova realidade se iniciou há um ano atrás, se não antes. E, como apontado por Debora Revoltella, Economista-Chefe do BEI, em entrevista recente, “apesar das perturbações económicas causadas pela COVID-19, as empresas portuguesas têm a inovação no topo da sua agenda. As empresas afetadas pela crise económica causada pela COVID-19 aperceberam-se que a inovação e a digitalização poderão ser as melhores ferramentas disponíveis para fazer face à atual crise”.  Com efeito, e de acordo com o relatório 2020/2021 do BEI sobre o investimento, a digitalização e a transição climática (Building a Smart and Green Europe in the Covid-19 Era), cerca de metade das empresas portuguesas inovaram e investiram, desenvolvendo ou adotando novos produtos, processos ou serviços.
Estamos num momento empolgante, mas que, ao mesmo tempo, pode ser assustador. Nas empresas, a atenção necessita continuar a focar-se na recuperação, garantindo que o legado da pandemia não asfixia a atividade, o crescimento e a sustentabilidade. Neste sentido, as mudanças estruturais entretanto empreendidas continuarão a ser críticas, bem como a resposta a grandes desafios globais como as alterações climáticas, a digitalização, a industrialização e a inclusão social. Estes desafios talvez possam parecer demasiado abrangentes e são-no. Mas cada um deles exige respostas nossas, concretas, diárias, institucionais e pessoais.
A era pós-pandémica acelerará drasticamente a transformação que já está a acontecer na realidade física e digital. E ninguém está imune. O ambiente competitivo e a rápida evolução fazem-se notar, bem como a exigência de todos os stakeholders, nomeadamente clientes, colaboradores, acionistas, sociedade. Sem demoras, é tempo de 1. revisitar o mundo das tecnologias e 2. voltar a olhar a organização, a sua cultura, os seus processos e as suas pessoas.
Em relação às tecnologias, é bom lembrar que muitas inovações - desde a inteligência artificial, à robotização, à realidade aumentada, ao 5G, aos novos materiais, etc. - permitem uma visão enriquecida sobre o mundo, mais interconectada, mais informada, mais atuante e serão por isso mesmo grandes aliadas. Este é o momento de entender como cada uma das novas tecnologias, ou a criativa combinação de várias, pode contribuir para o negócio e para a empresa, criando valor, simplificando as operações e surpreendendo os clientes. É o momento de arriscar, porque aqueles que hesitam arriscam-se a um perigo maior: o de não sobreviver. E recordar a velha máxima: Don’t Panic; Don’t Wait; Get Help.
Entretanto, é também fundamental manter a organização sem receio de experimentar novas formas de trabalhar, de produzir, de inovar. Aliás, esta nova fase será decisiva na forma como incorporamos tudo o que aprendemos e vivemos neste ano. Depois de estarmos a trabalhar a partir de casa simplesmente porque tem de ser, chega a oportunidade de desenhar o futuro da organização e da vida de cada um. Cruzar onde e como melhor trabalhamos, com o quando e como melhor funcionamos coletivamente, como organização. Cada organização terá que pensar em como articular as dimensões do lugar e do tempo, em como equilibrar diferentes ambientes que potenciam a energia e o foco de cada um, com a coordenação e colaboração entre todos e, a partir daí, projetar formas híbridas de colaboração sem precedentes.
Deixando, contudo, opções em aberto. Não será estranho que muitos dos colaboradores que hoje escolherão não regressar, daqui a uns meses anseiem por uma maior sociabilidade, por estar face a face e partilhar o espaço com os colegas. Uma solução híbrida entre dias na empresa e outros fora da empresa pode funcionar, mas, neste caso, é necessário assegurar que a infraestrutura é fiável e intuitiva e, coletivamente, a solução é eficiente. Uma outra ideia poderá ser criar núcleos corporativos localmente, no bairro ou no concelho. Como se vê, as possibilidades são imensas e, por isso, há que dar tempo ao tempo para ir ajustando a configuração ideal.
Uma coisa é certa, a variedade de combinações possíveis de tempo e lugar exigirá líderes altamente competentes e motivados, comprometidos em fazer bem este trabalho, para a organização e para cada um. Tal significa procurar desenvolver a empatia e ouvir as necessidades individuais e, ao mesmo tempo, ser criativo no pensar e no desenvolvimento de soluções corporativas.
Mais uma vez, Don’t Panic; Don’t Wait; Get Help. Por outras palavras, não vale a pena entrar em pânico, é bom começar desde já a discussão sobre o futuro da organização e pedir a colaboração de todos no desenho e adoção de soluções que funcionem. Vamos lá! É tempo de olhar para as Tormentas e ver nelas a Boa Esperança.

Artigo publicado no Dean's Corner do Jornal de Negócios [/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 29 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' 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=''][/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' 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[/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/2021/04/António-Vaz_AESEinsight-29ABR.png' attachment='78051' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-3/' 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='Indústria 4.0: O novo normal na Indústria será digital?' 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=''] António Vaz, Professor da AESE [/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/2021/03/Luís-Capão_AESEinsight_01ABR.jpg' attachment='76632' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-5/' 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 heading='Rede de Ecocentros num modelo de desenvolvimento sustentável' 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=''] Luís Capão, Presidente Cascais Ambiente e Alumnus do Executive MBA AESE [/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/2021/04/Four-Principles-to-Ensure-Hybrid-Work-Is-Productive-Work.png' attachment='78052' attachment_size='full' align='center' styling='' hover='' 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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=''] Eric J. McNulty, strategy+business [/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/2021/04/cookies.png' attachment='78054' attachment_size='full' align='center' styling='' hover='' link='manually,http://hbr.org/2021/04/say-goodbye-to-cookies' 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='Say Goodbye to Cookies' 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='' 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híbrido' 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=''] Íñigo Gallo e Cosimo Chiesa, Prof. 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=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/04/Are-You-Ready-to-Lead-Work-Without-Jobs.jpg' attachment='78056' attachment_size='full' align='center' styling='' hover='' 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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/2021/04/Tip-of-the-week.jpg' attachment='78057' attachment_size='full' align='center' styling='' hover='' link='manually,http://hbsp.harvard.edu/inspiring-minds/the-centennial-of-the-business-case-part-1?cid=organic-social%7Clinkedin%7Ccase-method-100-years-later%7Cnone%7Cinspiring-minds-article%7Cunknown%7Cinspiring-minds-article%7Capr2021' 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='Exploring the Relevance and Efficacy of the Case Method 100 Years Later' 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=''] HBP Editors, Harvard Business Publisihing Educators [/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=''] 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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_heading tag='h3' padding='10' heading='Próximos programas de formação ' 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_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/2020/08/2º-DEEP_instagram_1080px_01.jpg' attachment='77827' attachment_size='full' align='center' styling='' hover='' link='post,32290' 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='Programa online de formação diretiva (DEEP)' 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=''] Inscrições a decorrer para a 2.ª edição, com início a 18 de maio 2021 [/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/2021/04/3HBE-Hospital-Business-Enhancement_instagram_1080px_02.jpg' attachment='78048' attachment_size='full' align='center' styling='' hover='' link='post,29914' 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='Hospital Business Enhancement (HBE)' 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=''] Inscrições a decorrer para a 3.ª edição, com início a 31 de maio 2021 [/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/2021/04/21MBA_instagram_1080px_013.jpg' attachment='78049' attachment_size='full' align='center' styling='' hover='' link='post,6532' 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='Executive MBA AESE ' 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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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' 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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='6' offset='no_duplicates' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Alumni AESE ' 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heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third]

AESE insight #37

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Globalização 4.0' 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 #37 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/Luis-Cabral_AESEinsight_29Abr.png' attachment='78050' attachment_size='full' align='center' styling='' hover='' link='post,11942' 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='Luís Cabral' 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 Economia na NYU Stern, USA e na AESE [/av_heading] [/av_one_third][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=''] Terá a pandemia travado a globalização? Ou, pelo contrário, veio acelerar a sua versão mais recente? A que tem a ver com o movimento da informação e com atividades económicas não-espaciais
Vários analistas têm notado o ‘travão’ que a pandemia em curso representou no processo de globalização. Por exemplo, o meu colega Steven Altman escreveu recentemente que “a pandemia causou o maior e mais rápido declínio nos fluxos internacionais da história moderna, incluindo decréscimo nos níveis de comércio, investimento estrangeiro e transporte”.
Para compreender o futuro da globalização é preciso compreender o passado da globalização, o que tentarei nos parágrafos que seguem. É útil considerar os períodos que vão desde a globalização 1.0 até à globalização 4.0. Trata-se de uma divisão algo arbitrária, mas é uma divisão que me parece útil.
A globalização 1.0 corresponde aos Descobrimentos. Sem prejuízo do Marco Polo e outros pioneiros, até ao século XV o mundo divide-se em blocos relativamente estanques. Colombo, Gama, e os outros navegadores ibéricos fazem a ligação entre esses blocos. Do ponto de vista económico, esta fase da globalização limita-se a produtos raros e de luxo (ouro, pimenta, etc.).
A globalização 2.0 corresponde à Revolução Industrial. Relativamente à era anterior, o que a distingue é a massificação da produção e transporte de mercadorias. Pela primeira vez na história, encontramos de forma sistemática empresas, cidades e países cuja produção é principalmente exportada.
Antes de chegar à versão 3.0, devemos mencionar o estádio intermédio da globalização 2.5, que se caracteriza pela expansão internacional das empresas: a emergência da empresa multinacional. Isto por sua vez implicou a extensão da globalização ao movimento de capital, serviços, etc. Em certo sentido, a evolução de 2.0 para 2.5 reflecte a expansão do sector terciário (serviços) na economia mundial.
Graças ao Zoom e a outras tecnologias, em 2020 dei mais conferências internacionais e com maior número de assistentes do que em qualquer ano no passado
Se a globalização 2.0 (e 2.5) se caracterizam principalmente pela distinção entre local de produção e local de consumo, a globalização 3.0 caracteriza-se principalmente pela distinção entre local de produção e local de gestão do processo. Isto é mais difícil de compreender, pelo que o exemplo do iPhone talvez ajude. Segundo muitas medidas tradicionais, grande parte do valor do iPhone é criado na China. No entanto, a indicação que encontramos no produto final é “concebido nos EUA, montado na China”. É como se o iPhone fosse ‘feito’ por pessoas que vivem na Califórnia e estão ligadas por Zoom a vários pontos do globo. A localização física de cada tarefa é uma questão de pormenor: o controlo efectivo sobre todos os passos encontra-se nos gestores americanos. Exagero um pouco, mas não muito.
Chegamos assim ao século XXI. De um ponto de vista económico, o acontecimento mais importante das últimas décadas é indiscutivelmente a revolução digital em curso. Os diferentes aspectos desta revolução (computação, internet, inteligência artificial, etc.) merecem um artigo separado, que fica aqui prometido.
No que respeita à globalização, chegamos ao limiar da versão 4.0, que se caracterizará principalmente pelo movimento de ‘informação’, sendo grande parte da actividade económica não-espacial. Isto pode fazer confusão: quando pensamos em economia pensamos em fazer ‘coisas’, e as coisas têm peso e volume, ocupam espaço. No entanto, uma fracção cada vez maior da actividade económica corresponde a serviços, e, graças à revolução digital, muitos desses serviços correspondem ao fornecimento de informação, informação codificada em bits e bytes.
Um exemplo paradigmático da fase 4.0 é a telemedicina: não só a consulta em Zoom, que se vai tornando cada vez mais comum, mas também processos mais complicados como a cirurgia à distância, em que o corpo do paciente é cortado por robôs comandados por uma equipa médica localizada noutro local — ou, possivelmente, noutros locais.
Neste contexto, qual o impacto da pandemia no processo de globalização? Segundo uma leitura mais tradicional (como a da frase de Altman no primeiro parágrafo), 2020 foi um ano de retrocesso no processo de globalização. No entanto, segundo uma leitura alternativa, a pandemia foi um enorme empurrão na direcção da globalização 4.0. Se me permitem um exemplo pessoal: nos anos anteriores à pandemia, ‘coleccionava’ entre 50 e 100 mil milhas por ano de transporte aéreo com a United Airlines. Por motivos óbvios, em 2020 esse número foi próximo de zero. Segundo as medidas de Altman, temos aqui um enorme retrocesso no processo de globalização. No entanto, graças ao Zoom e a outras tecnologias, em 2020 dei mais conferências internacionais e com maior número de assistentes do que em qualquer ano no passado. Em certo sentido, 2020 foi um enorme salto para a frente no processo de globalização.

Artigo publicado no Expresso  [/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 29 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' 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av-small-font-size-title='' av-mini-font-size-title='' av-medium-font-size='' av-small-font-size='' av-mini-font-size=''] António Vaz, Professor da AESE [/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/2021/03/Luís-Capão_AESEinsight_01ABR.jpg' attachment='76632' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-5/' 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 heading='Rede de Ecocentros num modelo de desenvolvimento sustentável' 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=''] Luís Capão, Presidente Cascais Ambiente e Alumnus do Executive MBA AESE [/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/2021/04/Four-Principles-to-Ensure-Hybrid-Work-Is-Productive-Work.png' attachment='78052' attachment_size='full' align='center' styling='' hover='' link='manually,http://sloanreview.mit.edu/article/four-principles-to-ensure-hybrid-work-is-productive-work/?og=Home+Editors+Picks' 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='Four Principles to Ensure Hybrid Work Is Productive Work' 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=''] Lynda Gratton, MIT Sloan Management Review [/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' 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mobile_display=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/04/The-secret-recipe-for-organizational-culture-is-no-recipe.png' attachment='78053' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.strategy-business.com/blog/The-secret-recipe-for-organizational-culture-is-no-recipe?gko=514a4' 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 secret recipe for organizational culture is no recipe' 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=''] Eric J. 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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=''] Tim Glomb, Harvard Business Review [/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/2021/04/Podcast-IESE.png' attachment='78055' attachment_size='full' align='center' styling='' hover='' link='manually,http://soundcloud.com/ieseenespanol/el-vendedor-hibrido' 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='El Vendedor 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link='manually,http://sloanreview.mit.edu/article/are-you-ready-to-lead-work-without-jobs/?utm_source=newsletter&utm_medium=email&utm_content=work%20without%20jobs&utm_campaign=Enews%20BOTW%204/9/2021' 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='Are You Ready to Lead Work Without Jobs?' 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=''] John Boudreau and Jonathan Donner, MIT Sloan Management Review [/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='' 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[/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_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_heading tag='h3' padding='10' heading='Próximos programas de formação ' 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_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/2020/08/2º-DEEP_instagram_1080px_01.jpg' attachment='77827' attachment_size='full' align='center' styling='' hover='' link='post,32290' 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='Programa online de formação diretiva (DEEP)' 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=''] Inscrições a decorrer para a 2.ª edição, com início a 18 de maio 2021 [/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/2021/04/3HBE-Hospital-Business-Enhancement_instagram_1080px_02.jpg' attachment='78048' attachment_size='full' align='center' styling='' hover='' link='post,29914' 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='Hospital Business Enhancement (HBE)' 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=''] Inscrições a decorrer para a 3.ª edição, com início a 31 de maio 2021 [/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/2021/04/21MBA_instagram_1080px_013.jpg' attachment='78049' attachment_size='full' align='center' styling='' hover='' link='post,6532' 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='Executive MBA AESE ' 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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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_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='6' offset='no_duplicates' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Alumni AESE ' 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heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third]

AESE insight #37

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Indústria 4.0: O novo normal na Indústria será digital?' 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 #37 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/António-Vaz_AESEinsight-29ABR.png' attachment='78051' attachment_size='full' align='center' styling='' hover='' link='post,26121' 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='António Vaz' 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 AESE [/av_heading] [/av_one_third][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=''] No contexto económico do final do século XX, muitos economistas acreditavam que o setor industrial não tinha forma de sobreviver no ocidente e o enfoque deveria ser a expansão dos serviços. A principal razão era de natureza pragmática: as empresas industriais mudar-se-iam para países de baixos salários.
Nos últimos anos, esta visão tem vindo a ser desafiada e o apelo à reindustrialização da Europa é crescente. O decréscimo do peso da Indústria no PIB Europeu, a perda constante de empregos no sector e a incerteza global sobre a política de trocas comerciais voltou a trazer o tema para o topo da agenda. A crise económica provocada pelo confinamento e o encerramento das atividades económicas no âmbito da pandemia COVID-19, expôs a forte dependência das economias desenvolvidas em relação às cadeias de valor globais.
É hoje consensual que o crescimento económico europeu, e por maioria de razão o português, deverá necessariamente ser também sustentado pelo investimento em unidades produtivas de bens transacionáveis, o que pressupõe um novo paradigma de produção industrial, com incorporação de produtos de valor acrescentado, inovação e tecnologia.
O sector industrial passou por várias fases de transformação, desde que no século XVIII se iniciou o que se designa por primeira revolução industrial, alavancada pela introdução da motorização a vapor. No final do século XIX, o recurso à energia elétrica como forma de motorização de máquinas deu origem ao que se considera ser a segunda revolução industrial, permitindo a introdução do conceito de produção em massa. Já em meados do século XX, inicia-se a Terceira Revolução Industrial com o aparecimento dos semicondutores, computação e a Internet.
Estamos hoje a viver o que consensualmente se designa por quarta revolução industrial, ou Indústria 4.0. Na sua génese está um novo paradigma baseado na digitalização do setor produtivo, integrando tecnologias disruptivas tais como a Internet das Coisas (IOT), Cloud Computing, Inteligência Artificial (AI), Fabrico Aditivo e Analytics. De acordo com um estudo recente da consultora Mckinsey, empresas que implementaram com sucesso estas tecnologias, registaram reduções de 30 a 50 por cento no tempo de indisponibilidade de máquinas, 15 a 30 por cento de incremento na produtividade, 10 a 30 por cento de incremento na produção e reduções de 10 a 20 por cento nos custos de qualidade. Estas inovações provocaram adicionalmente impactos em toda a cadeia de valor que, embora difíceis de medir, são ainda mais importantes: maior flexibilidade para responder à procura, maior rapidez no time-to-market e melhor integração da cadeia de abastecimento.
No entanto, implementar uma estratégia de digitalização não se trata apenas de investir em novas tecnologias e ferramentas para melhorar a eficiência da produção, mas sim revolucionar a forma como todo o negócio opera e se desenvolve. As estatísticas demonstram que 70% dos programas de transformação digital não atingem os seus objetivos, muitas vezes com consequências dramáticas para as organizações. Dos gestores não se espera que tenham o domínio das tecnologias, mas é critico que tenham a capacidade de articular o valor do digital para o futuro das suas organizações e consigam liderar de forma eficiente o processo de transformação. Apenas desta forma podemos evitar os erros do passado e contruir uma base produtiva verdadeiramente sustentável e capaz de competir no mercado global.
Artigo publicado no Dinheiro Vivo [/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 29 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' 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=''][/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/Fátima-Carioca.jpg' attachment='71208' attachment_size='full' align='center' styling='' hover='' link='post,78047' 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='A nossa Boa Esperança ' 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=''] Fátima Carioca, 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/2021/04/Luis-Cabral_AESEinsight_29Abr.png' attachment='78050' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-2/' 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='Globalização 4.0' 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=''] Luís Cabral, Professor de Economia na NYU Stern, USA e na AESE [/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/2021/03/Luís-Capão_AESEinsight_01ABR.jpg' attachment='76632' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-4/' 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 heading='Rede de Ecocentros num modelo de desenvolvimento sustentável' 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=''] Luís Capão, Presidente Cascais Ambiente e Alumnus do Executive MBA AESE [/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/2021/04/Four-Principles-to-Ensure-Hybrid-Work-Is-Productive-Work.png' attachment='78052' attachment_size='full' align='center' styling='' hover='' link='manually,http://sloanreview.mit.edu/article/four-principles-to-ensure-hybrid-work-is-productive-work/?og=Home+Editors+Picks' 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='Four Principles to Ensure Hybrid Work Is Productive Work' 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=''] Lynda Gratton, MIT Sloan Management Review [/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' 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av-mini-font-size=''] Eric J. McNulty, strategy+business [/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/2021/04/cookies.png' attachment='78054' attachment_size='full' align='center' styling='' hover='' link='manually,http://hbr.org/2021/04/say-goodbye-to-cookies' 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='Say Goodbye to Cookies' 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='' 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híbrido' 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=''] Íñigo Gallo e Cosimo Chiesa, Prof. 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=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/04/Are-You-Ready-to-Lead-Work-Without-Jobs.jpg' attachment='78056' attachment_size='full' align='center' styling='' hover='' 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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=''] HBP Editors, Harvard Business Publisihing Educators [/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=''] 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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_heading tag='h3' padding='10' heading='Próximos programas de formação ' 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_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/2020/08/2º-DEEP_instagram_1080px_01.jpg' attachment='77827' attachment_size='full' align='center' styling='' hover='' link='post,32290' 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='Programa online de formação diretiva (DEEP)' 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=''] Inscrições a decorrer para a 2.ª edição, com início a 18 de maio 2021 [/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/2021/04/3HBE-Hospital-Business-Enhancement_instagram_1080px_02.jpg' attachment='78048' attachment_size='full' align='center' styling='' hover='' link='post,29914' 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='Hospital Business Enhancement (HBE)' 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=''] Inscrições a decorrer para a 3.ª edição, com início a 31 de maio 2021 [/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/2021/04/21MBA_instagram_1080px_013.jpg' attachment='78049' attachment_size='full' align='center' styling='' hover='' link='post,6532' 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='Executive MBA AESE ' 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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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_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='6' offset='no_duplicates' tabs='aviaTBtabs' thumbnails='aviaTBthumbnails' heading_active='aviaTBheading_active' heading='Alumni AESE ' 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heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third]

AESE insight #37

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Rede de Ecocentros num modelo de desenvolvimento sustentável' 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 #37 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/03/Luís-Capão_AESEinsight_01ABR.jpg' attachment='76632' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.linkedin.com/in/lu%C3%ADs-almeida-cap%C3%A3o-6a074a2a/' 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='Luís Capão' 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=''] Presidente Cascais Ambiente e Alumnus do Executive MBA AESE [/av_heading] [/av_one_third][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=''] Tudo aquilo que tem potencial para ser valorizado e tudo o que não queremos que vá para o ecoponto normal pode agora ser depositado para reciclar na Rede de Ecocentros de Cascais. Esta nova rede para a separação e recolha de cabos elétricos, loiças, pequenos eletrodomésticos, entre outros 12 fluxos, acaba de ser implementada em todas as freguesias do concelho, com 8 equipamentos, e só foi lançada depois de o projeto-piloto se revelar um sucesso – nos primeiros 7 meses em que operou sozinho, o ecocentro móvel recolheu 14 toneladas de resíduos.
Antes dele, tínhamos identificado os principais tipos de resíduos utilizáveis que encontrávamos no lixo comum e, muitas vezes, nos ecopontos tradicionais onde o papel, o plástico e o vidro acabavam por perder valor por via da contaminação. Juntar estes novos fluxos aos dos ecopontos não se mostrava uma boa solução porque o espaço num concelho como Cascais não está preparado para o aumento do volume destes equipamentos, os recursos também são escassos. Por isso, optámos por inovar.
Tínhamos aqui um duplo objetivo para alcançar: por um lado, precisávamos de um instrumento eficaz para reduzir as taxas de contaminação dos materiais recicláveis já tradicionais, por outro queríamos diminuir o envio dos resíduos para aterro, focando-nos em primeiro lugar naqueles que tinham potencial de entrar novamente na economia. Esta é uma premissa do nosso trabalho diário na Cascais Ambiente e, sobretudo, no desenvolvimento de novos serviços para os munícipes: a valorização positiva. Não podemos lançar ideias e muito menos concretizá-las sem que esses projetos se reflitam positivamente no orçamento da empresa, do acionista (CMC) e dos cidadãos.
A ideia de que as boas práticas ambientais são caras cai todos os dias por terra, também pela nossa experiência. Felizmente, é possível identificar muitos mais stakeholders motivados para criar um mundo melhor. A sustentabilidade ambiental está cada vez mais no centro dos modelos de desenvolvimento viável, falemos nós de empresas, de municípios ou de países. Na Cascais Ambiente, temos uma equipa empenhada em pensar no futuro e isso implica pesquisa para encontrar soluções inovadoras, parceiros certos, nos quais se incluem empresas privadas e sociedade civil, acarreta conhecer bem o território em que atuamos e ouvir as necessidades dos nossos clientes: os cascalenses.
Criar o Ecocentro móvel e passar para uma Rede de vários equipamentos, que contempla pontos de recolha fixos e dois equipamentos itinerantes, só foi possível depois de aplicarmos este método para validarmos o potencial de valorização (com €/tonelada estimado) através do projeto-piloto. Se o lucro não nos move, temos a responsabilidade de encontrar soluções que se tornem ambientalmente mais viáveis e que reduzam o impacto orçamental dos resíduos no Concelho de Cascais. Às rolhas, às lâmpadas, aos livros, às caricas, desejamos longa vida e transformação em matéria-prima virtualmente mais barata para as indústrias e seguramente com menor impacto para o ambiente. [/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 29 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' 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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/2021/04/Luis-Cabral_AESEinsight_29Abr.png' attachment='78050' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-2/' 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='Globalização 4.0' 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=''] Luís Cabral, Professor de Economia na NYU Stern, USA e na AESE [/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/2021/04/António-Vaz_AESEinsight-29ABR.png' attachment='78051' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.aese.pt/aese-insight-37-3/' 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 heading='Indústria 4.0: O novo normal na Indústria será digital?' 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=''] António Vaz, Professor da AESE [/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/2021/04/Four-Principles-to-Ensure-Hybrid-Work-Is-Productive-Work.png' attachment='78052' attachment_size='full' align='center' styling='' hover='' link='manually,http://sloanreview.mit.edu/article/four-principles-to-ensure-hybrid-work-is-productive-work/?og=Home+Editors+Picks' 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='Four Principles to Ensure Hybrid Work Is Productive Work' 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=''] Lynda Gratton, MIT Sloan Management Review [/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/2021/04/The-secret-recipe-for-organizational-culture-is-no-recipe.png' attachment='78053' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.strategy-business.com/blog/The-secret-recipe-for-organizational-culture-is-no-recipe?gko=514a4' 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 secret recipe for organizational culture is no recipe' 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=''] Eric J. 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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=''] Tim Glomb, Harvard Business Review [/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/2021/04/Podcast-IESE.png' attachment='78055' attachment_size='full' align='center' styling='' hover='' link='manually,http://soundcloud.com/ieseenespanol/el-vendedor-hibrido' 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='El Vendedor 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link='manually,http://sloanreview.mit.edu/article/are-you-ready-to-lead-work-without-jobs/?utm_source=newsletter&utm_medium=email&utm_content=work%20without%20jobs&utm_campaign=Enews%20BOTW%204/9/2021' 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='Are You Ready to Lead Work Without Jobs?' 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=''] John Boudreau and Jonathan Donner, MIT Sloan Management Review [/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='' 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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=''] Inscrições a decorrer para a 2.ª edição, com início a 18 de maio 2021 [/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/2021/04/3HBE-Hospital-Business-Enhancement_instagram_1080px_02.jpg' attachment='78048' attachment_size='full' align='center' styling='' hover='' link='post,29914' 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='Hospital Business Enhancement (HBE)' 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=''] Inscrições a decorrer para a 3.ª edição, com início a 31 de maio 2021 [/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/2021/04/21MBA_instagram_1080px_013.jpg' attachment='78049' attachment_size='full' align='center' styling='' hover='' link='post,6532' 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='Executive MBA AESE ' 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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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_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' 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heading_color='orange' heading_custom_color='#ffffff' first_big_pos='top' admin_preview_bg=''] [/av_one_third]

AESE insight #37

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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=''] Inscrições a decorrer para a 21.ª edição, early bird até 31 de maio 2021 [/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_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='6' 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 #36

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Business Model Innovation in times of uncertainty' 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 #36 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/Lorenzo-Massa_AESEinsight_15abr.jpg' attachment='77218' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.linkedin.com/in/lorenzomassa/' 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='Lorenzo Massa' 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=''] Full Professor, Aalborg University Business School, member of the expert network (innovation) at World Economic Forum and adjunct professor at EPFL-EMBA [/av_heading] [/av_one_third][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=''] VUCA, the acronym of Volatile, Uncertain, Complex and Ambiguous, may be a term that has its origins in the military, but seems to be characterizing increasingly well the world we currently live in. Whether due to technological advances, climate change, geopolitical shifts, faster industry cycles, or other types of changes, uncertainty is raising everywhere. The Covid-19 Pandemic, that has exploded in China and then progressively spread from Europe to the US all over the world, may have also contributed to increase the perception of the importance of learning how to deal with uncertainty. For companies and managers this has often manifested in the perception of the need to innovate one’s business model. In fact, there is increasing evidence that managers, in presence of uncertainty, tend to claim that a priority for them is to innovate their business model. Surveys from the Economist Intelligence Unit or IBM, and various forms of anecdotal evidence such as interviews with senior leaders, or case studies, all confirm that. In presence of uncertainty managers tend to agree that a priority for them is the innovation of their (companies’) business models. And yet, beyond the increasing use of this terminology, it often remains unclear what that means. What does it mean that a priority is to innovate the business model? I mean, not in general. I mean in specific terms. If business model innovation is a priority in presence of uncertainty, as it is claimed by many managers, we should find ways to think about it in specific and operational terms. Terms that would allow to think in an orderly fashion and, one the basis of that, identify the right moves. In this article I am offering three insights, from the study of business models, business model innovation, uncertainty and complexity, that, hopefully, would offer concrete ways of thinking about business model innovation and uncertainty and illuminate a path to action. My goal is not that one indicating a pathway that would offer precise recipes or answers to practical and or operational questions on how to approach business model innovation in presence of uncertainty for some specific firms. This would largely fall into the domain of “what to do”, which is more appropriate within the confines of a more focused advisory. Rather my goal is to inspire “How to Think” about business model innovation in relationship to uncertainty. In this sense, the insights offered in this article are consistent with Albert Einstein provocative say “If I had an hour to solve a problem, I'd spend 55 minutes thinking about the problem and five minutes thinking about solutions.” How to think (about the nature of the situation) may well be an important pre-condition to figure out what to do and how to do it.
Business Models and the theory of business There are two main ways to think about business model innovation.
The classic way to think about it is as innovating the logic – or the architecture - of value creation, delivery and capture that firms employ to do business. The underlying idea is that to be successful at innovation, companies need to contemplate innovating their business model in addition to more standard dimensions of innovation, such as products and processes. This way of thinking about business model innovation has two main characteristics. First, it assumes a proactive (as opposed to reactive) move. Call it a “Blue Ocean Strategy” type of approach. Second, it is centered around creating value, or even reinventing value for the customer (as opposed, for example, to innovating a business model to stay relevant, a reactive move).
Hilti, a Liechtenstein-based manufacturer of high-end power tools for the construction industry, is often quoted as a case study illustrating this understanding of business model innovation. Hilti understood that contractors don’t make money by owning tools; they make it by using them as efficiently as possible. Under the leadership of Pius Basquera as CEO, Hilti shifted from selling its tools, to sell tool use, which implies activities such as managing its customers’ tool inventory by providing the best tool at the right time and quickly furnishing tool repairs, replacements, and upgrades, all for a monthly fee. This implies a lot of changes in activities and processes, involving new profit formulas, new challenges (related to how customers treat tools they do not own), etc. Other examples that are often quoted in business writings include Ryanair (low-cost business model), Ikea (modular, build-it-yourself, furniture) or Apple (with iPod and iTunes), just to mention some popular and recurrent examples. They are used as examples of companies that were able to successfully undertake business model innovation and, in doing so, reinvented value for customers, creating fundamentally new value propositions and growing their business proactively.
However, this is not the most appropriate way to think about business model innovation in relationship to uncertainty.
Consider Sicpa, a Lausanne (Switzerland) headquartered company founded in 1927, developing and selling security inks for banknotes. For almost a century Sicpa has been one of the leading companies in this niche market. Today the company employees more than 3000 workers, between managers, staff and scientists (mostly in chemistry and chemical engineering) and has offices in more than 30 countries. Sicpa may well represent a case of a company in serious need of business model innovation. Digital payments are increasingly moving from niche to mainstream in many countries. Managers are Sicpa knows this, and they are also aware that such a change is particularly troublesome, as it will result in destroying the value of the company’s current competencies (for example in chemistry and chemical engineering) in relationship to the secure payment market. While change will most likely happen, there are many unknowns, or a lot of uncertainty. What to do with the current business? What will the dominant technology be? Who will control it? How central banks will regulate? Etc.
While the more standard way to think about business model innovation is as innovating the architecture of value creation, delivery and capture that a company employs, there is a second, rarely discussed and perhaps not even fully recognized, possible understanding, as the “known way of doing things”. In many cases, such as the one illustrated by Sicpa, the claim that “business model innovation is a priority” stands for a metaphor of the idea that “the known way of doing things is going to be probably no longer valid in the future, but we do not know how or when”. From a managerial standpoint, it is the surface manifestation of the perception of a challenging and perhaps even unpleasant situation. It refers to the situation in which management feels or perceives that – largely because of external changes - the known way of doing things is soon going to be no longer sufficient, but at the same time, that the timing and direction of change is highly unclear. While Sicpa may represent an extreme case, many companies across different industries, such as Maritime Shipping (Blockchain and multisided platforms potentially disintermediating shipping brokers), Banking (fin-tech), Insurance (Insure-Tech), find themselves in a similar situation. Managers know that “what the company knows” and the current way of doing business is potentially short lived. But what management does not know is the direction of change and when to change.
This is the appropriate way of thinking about business models in presence of uncertainty, which is as the “known way of doing things”, the (often implicit) theory of how to do business, that was inherited from the past until today. The future may be calling for a new way of doing things – different from the current one. And yet nobody knows which one or when.
Unlearn your business model
The idea that an existing business model may stand for the “known way of doing things” corresponds to the idea business model are not only manifested in the activities that a company does (what it sells, who it sells to, how customers are reached, how offerings are priced, how money are collected, etc.) but also as the overall “mental models” encapsulating, often in the form of rules of thumb, the wisdom of a company, what a company knows. You can think about this as a high-level aggregate on what a firm has learnt and, over time, retained about how business in a given market.
Because this knowledge is implicit and tacit (as opposed to explicit) and transmitted and constantly revitalized inside the company by mean of phrases and rules of thumb (for example, “the best software is the software we understand”), it is rarely questioned or evaluated. Even employees who have been working for a long time in the same organization may have forgotten the early days in which they had to socialize to the company and familiarize with the different rules capturing the “known way of doing things”. Because they were new to the company, they could more clearly distinguish the rules of thumbs, phrases and even assumptions beyond the way the company operated. But after some time in the company, these rules no longer look new. They become taken for granted.
This is an issue. It means that new opportunities are constantly evaluated using the mental model offered by the “known way of doing things”, which is never questioned. But if the known way of doing things is what is under pressure, then keep looking at the future using the same “pair of glasses” can be source of myopia.
Research in management has provided evidence of the power of this mental model, which is often referred to as the “dominant logic” or a “theory of the business”. Xerox, for example, failed to recognize the value in many of the inventions created at its Palo Alto research Center (PARC). In a study of 35 technology spin-offs that commercialized technology emanating from PARC over a period of 20 years, it was found that Xerox’s management consistently and implicitly evaluated the technical and economic potential of spin-off companies from PARC through its well-established business models, based on leasing, that had worked well for mechanical copiers. Technical inventions from PARC that did not fit Xerox’s core logic of doing business tended to be perceived as less promising, and were eventually rejected or underfunded. In many cases, however, these same inventions became success stories when their relative inventors and contributors attempted to exploit their market potential independently of Xerox.
Similalry, Polaroid—a successful chemical-based photography firm—failed in the face of digital photography because Polaroid management’s mental model were strongly influenced by the firm’s very profitable razor-and-blade business model for creating and capturing value in the chemical photography era (cheap cameras, expensive film). A seminal study by on incumbent failure, it was found that because of the attachment to the “known way of doing things”, the firm’s managers had a very difficult time making decisions that were favorable to the newer business models dictated by the newer and disruptive digital photography technologies (expensive cameras, no need for film), which was also in conflict with the old one.
These may be iconic, even extreme examples, but their message is clear. To innovate a business model one needs to unlearn the existing one to prevent the problems that arise when everything is contemplated through the “known way of doing things” which, by definition, corresponds to the “past way of doing things”. Thinking “out of the box”, may well require acknowledging the existence of the box, and question it. One way to do that, is by making the taken for granted knowledge, embedded in rules and relative assumptions, explicit and asking what if questions. For example, acknowledging that “we take it for granted that what customer want is X” or that “the way to make money is Y” or even that “the best software is the software we understand” and ask: what (do we see) if we reject such rules? There are several possible ways to do that. One is using tools to map the current business model so as to progressively bring to the surface the relative assumptions. More sophisticated approaches would require conducting research with the help of external observers or consultants that will come with fresh eyes to the company. Manage to “discover” the new business model
Unlearning your existing business model is only a necessary, non-sufficient condition. The next step it to figure out what to do. The problem is that many companies try to figure out what to do by using the same management approaches and operating models that the company uses to manage their current business. This is a problem because, to quote Professors Ian MacMillan and Rita McGrath, “you cannot manage what you do not know the same way you manage what you know”. And the reason is pretty simple. When you manage what you know, which is your current business, the ratio of knowledge to assumption is pretty high. In other words, you know a lot of things. Standard decision making, for example based on planning, projections and risk management, works decently well. However, this is not the situation one encounters in presence of high uncertainty.
Uncertainty means that one has a lot of assumptions (or unknowns) and relatively few facts. Standard operating models that work well in presence of facts and knowledge are in trouble. But many companies, at least in Europe, try to manage what they do now know the same way they manage their current business, often ignore the difference between the two. This creates a lot of dysfunctional behavior. For example, many organizations manage their businesses largely on the basis of an annual planning cycle. They decide things at the beginning of the fiscal year and then they manage in relationship to the established annual objectives and cost limits. But annual planning cycles work well when one can reliably predict the future. And this ability is directly related to operating within the boundaries of what one knows. When a company is moving outside the boundaries of what it knows, for example when Sicpa tries to figure out what to do in relationship to digital payments, standard operating models do not work well anymore. What a company needs to do is to identify the unknowns (a classic way being by asking questions such as “what would have to be true for this to be a good idea?”) and manage to move as many unknowns as possible into facts, by experimenting, conducting tests and engaging in what many have referred to as discovery driven planning. This is a fundamentally different way of operating.
Consider Barilla, the Italian family-owned multinational company, which is the world’s largest pasta producer, producing and selling pasta in more than 120 shapes and sizes. In 2017, Barilla introduced to the market the Legumotti—a new type of pasta made with flour from legumes, largely to meet parents unfulfilled need to find a way to feed their children with legumes without complains. Legumotti represented a successful case of innovation that did not involve challenging what Barilla knows, rather it capitalized on it. Barilla knew how to package, how to price, how to advertise and how to sell the product, mostly via grocery stores and grocery chains with whom Barilla had consolidated relationships over long time. Almost at the same time, a team in the company developed the idea of Cucina Barilla. Largely inspired by the model successfully deployed by Nestlé with Nespresso—an elegantly designed machine-and-pod coffee concept for making espresso—Cucina Barilla is based on a new oven, made by partner company Whirlpool, and a range of kits designed and produced by Barilla. The kits contain the ingredients for cooking many dishes, such as pasta, risotto, bread, pizza, focaccia, and cake. Each kit has an RFID barcode: after the sensor scans the label, the oven recognizes the kit and automatically sets the cooking procedure and timing. Kits are purchased online via a subscription model. Cucina Barilla offers tasty, extremely easy to cook dishes. Unlike Legumotti, however, Cucina Barilla challenges what the companies knows. As a matter of fact, the exploitation of Cucina Barilla introduces a lot of unknowns. For example, sales channels are different (online sales versus grocery chains), revenue streams are different (subscription model versus pay per product), and the product itself is very different (oven produced by third parties with kits produced by Barilla versus pasta products produced and sold by the company). Realizing the new offering for Cucina Barilla means facing a situation in which the cpmpany has relative few facts (knowns) and high amount of assumptions (unknowns). For example: How to sell online? How would customers respond to a subscription model? How to price? How to manage the relationship with Whirpool? In short, this corresponds to facing uncertainty. The example illustrates that even in the case of a proactive move to innovate, as it is with Cucina Barilla, a company may find itself having to manage what it does not know about. Uncertainty may be even stronger when change is projected in the future, as when realizing that the current business model is going to be, at some point, no longer valid.
Managing effectively in presence of uncertainty means to bring into place operating models that would allow to diligently formulate hypothesis relatively to the different unknowns and conduct tests and experiments to move as many of them as possible into facts to progressively discover what works. In short, it means to “fail fast and cheap” in order to maximize learning, while reducing the costs of being wrong, which one will certainly be given the high level of uncertainty.
As mentioned, this is difficult because many companies are not truly structured to do that. If the focal company is heavily relying on more normal operating models related to managing their traditional business, then chances are that the focal firm is not truly structured for effectively handling high uncertainty. A surface manifestation of what I am suggesting is perhaps represented by the recent virtual explosion of interest in techniques such as agile, lean startup, design thinking and startups in general. The reason companies are increasingly interested in these techniques is that they all have been developed, among other things, in relationship to innovation. And innovation brings uncertainty, by definition. Which is, these techniques work well in presence of uncertainty. In fact, that is common among them. is that, at the core, they are iterative method which put a premium on learning fast and cheap.
***

Businesses across industries increasingly find themselves in need to constantly innovate their business model. The need to innovate has always been part of the conduct of business. But while in the past innovation may have been better characterized as an episodic event, today it has become a daily activity. The Covid-19 Pandemic may have accelerated the process, creating even more uncertainty and making it more evident that hoping for continuing business as usual, now or in the future, at least for some sectors and/or areas of business, may be potentially risky. Perhaps more importantly, it can preclude the ability to identify innovation opportunities coming from the new state of affairs. Knowing upfront what will be the new way, the new business model, is very difficult if not even impossible. What you can do it to start thinking rigorously about business model innovation, unlearn your current business model and integrate the capabilities, techniques and methods to progressively discover your new business model.

In reality there are three possible interpretations for business models, not two. These are business models as properties of real firms, as mental models and as formal models. This distinction is discussed in Massa, L., Tucci, C. L., & Afuah, A. (2017). A critical assessment of business model research. Academy of Management Annals, 11(1), 73-104. For the purposes of the present manuscript it is sufficient to simplify to two. This will also avoid complicating things, by entering into the discussion of formal and visual representation of the business model, for example see: Massa, L., & Hacklin, F. (2020). Business Model Innovation in Incumbent Firms: Cognition and Visual Representation. In Business Models and Cognition. Emerald Publishing Limited. E.g., see Johnson, M., Christensen, C., & Kagermann, H. 2008. Reinventing your business model. Harvard Business Review, 86(12): 51–59. Massa, L., & Tucci, C. (2021). Innovation and Business Models: None. In Oxford Encyclopedia of Business and Management. Oxford University Press. Oxford Encyclopedia of Business and Management Prahalad, C. K., & Bettis, R. A. 1986. The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7: 485–501. Drucker, P.F. (1994). The theory of the business. Harvard Business Review, 72, pp. 95–104. Chesbrough, H. W., & Rosenbloom, R. S. 2002. The role of the business model in capturing value from innovation: Evidence from Xerox corporation’s technology spin-off companies. Industrial and Corporate Change, 11: 529–555. Tripsas, M., & Gavetti, G. 2000. Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21: 1147–1161. [/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 15 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' 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=''][/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='' 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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=''] Cristina Ferreira, Managing Partner at PAHLCONSULTING e Alumna Executive MBA AESE/IESE [/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/2021/04/Ricardo-Reis_AESEinsight_15abr.jpg' attachment='77221' attachment_size='full' align='center' styling='' hover='' link='manually,http://expresso.pt/opiniao/2021-04-01-O-sucesso-das-empresas-72290319' target='' 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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/2021/04/Patrícia-Relvas_AESEinsight_15abr.jpg' attachment='77223' attachment_size='full' align='center' styling='' hover='' link='manually,http://mkt.news.trustinnews.pt/vl/b578-d9ae4fd00-c669f0401176690a-2671b6835ewUePCdQe241te42d08b515c' 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='Nunca a importância da Ciência foi tão clara para a população quanto no último ano' 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=''] Patríca Relvas, Iberian Region Business Controller Cereal Partners Worldwide, Nestle & General Mills e Alumna do Executive MBA AESE/IESE [/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/2021/04/MITSloan_AESEinsight_15Abr.jpg' attachment='77224' attachment_size='full' align='center' styling='' hover='' 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animation='no-animation' admin_preview_bg=''][/av_image] [av_heading tag='h3' padding='10' heading='NFTs Explained: What They Are and Why They’re Selling for Millions of Dollars' 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=''] Luke Heemsbergen, SingularityHub [/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/2021/04/Carlos-Folle_Podcast_AESEinsight_15Abr.jpg' attachment='77227' attachment_size='full' align='center' styling='' hover='' link='post,76339' 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='Strategy, Disruption and Digitalization' 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=''] Carlos Folle, Professor do IEEM e 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/2021/04/StrategyBusiness_AESEinsight_15Abr.jpg' attachment='77230' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?gko=38ba7&utm_source=itw&utm_medium=itw20210204&utm_campaign=resp' 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='Building a culture of learning at work' 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=''] Adam Grant, strategy+business [/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' 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[/av_one_third]

AESE insight #36

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Estudio del IESE sobre el impacto de la COVID-19 en el sector de alimentación y bebidas' 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 #36 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/Adrian-Caldart_AESEinsight_15abr.jpg' attachment='77219' attachment_size='full' align='center' styling='' hover='' link='post,28278' 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='Adrián Caldart' 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=''] Presidente do Conselho Académico da AESE Business School e Professor de Política de Empresa do IESE Business School [/av_heading] [/av_one_third][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=''] Más de la mitad de las empresas del sector de alimentación y bebidas cree que aumentarán las alianzas entre empresas
  • El 40% de las empresas cree que se producirá un proceso de consolidación y, el 55%, un incremento de las alianzas.
  • La seguridad alimentaria, los productos saludables y las compras online, las tres tendencias más valoradas por los consumidores.
  • El 50% de los encuestados del canal horeca revelaron reducciones de más del 20% de los empleados.
Barcelona, 8 de marzo de 2021. Los directivos del sector de alimentación y bebidas prevén movimientos corporativos. Un 40% se muestra de acuerdo o muy de acuerdo con que se producirá un proceso de consolidación y el 55% con que se producirá un incremento de las alianzas entre empresas. Además, apenas un 10% se muestra en desacuerdo en que se acortarán las cadenas de abastecimiento de la industria, probablemente porque la COVID-19 ha dejado claro que las largas cadenas de abastecimiento que han caracterizado a muchas industrias durante los últimos años resultan muy frágiles ante las restricciones al movimiento internacional de mercaderías e insumos.
Así lo refleja el estudio La crisis de la COVID-19 en el sector de alimentación y bebidas. Impacto y futuro del profesor del IESE Adrián Caldart, junto con Júlia Gifra (IESE) y Anna Akhmedova (Universitat Internacional de Catalunya). El informe recoge la opinión de los líderes empresariales de 185 empresas relacionadas con la alimentación y bebidas acerca del impacto de la COVID-19 en el sector y sus empresas, así como su visión de los retos anteriores y los nuevos planteados a raíz de la pandemia. Ocho tendencias de consumo Los autores interpelaron a los líderes del sector acerca de qué aspectos valora más el consumidor tras el impacto de la COVID-19 y les pidieron que los puntuaran del 1 al 7. Según las respuestas de los encuestados, vamos a ver a usuarios cada vez más interesados en:
  1. Seguridad alimentaria (5,83): la sensibilidad de los consumidores a la seguridad alimentaria no constituía una prioridad explícita y significativa para el consumidor pre-COVID, quizá porque la daba por descontada
  2. Productos saludables (5,61 puntos): se trata de una tendencia reforzada por el interés en que la dieta fortalezca el sistema inmunológico.
  3. Compras online (5,58 puntos): la pandemia también ha dado un gran impulso al comercio electrónico y se espera que su peso relativo como canal siga creciendo.
  4. Precio y reducción de gastos (5,52 y 5,42, respectivamente): pese a la confianza en la persistencia de los valores asociados a la salud y la sostenibilidad, los encuestados están convencidos de que la retracción económica asociada a la COVID-19 persistirá hasta al menos 2023.
  5. Tiendas de proximidad (5,40): la compra en tiendas de proximidad con mayor frecuencia y asiduidad ha llegado para quedarse.
  6. Cuidado del medioambiente (5,39): los clientes parecen priorizar las propuestas sensibles al cuidado del planeta
  7. Compromiso con la comunidad (5,13): los consumidor se decantan por las marcas de fabricante y de cadenas de distribución en las que reconozcan un claro compromiso con la comunidad en la que desarrollan sus operaciones.
  8. Marcas nacionales (5,06 puntos): el consumidor las prefiere a las importadas.

Aunque los encuestados dudan de que se produzca un cambio de hábitos de ocio que lleve a nueva preferencia por las reuniones en el hogar (4,02 puntos), la hostelería es la gran fuente de preocupación del sector. La encuesta revela que los directivos del sector no ven claro que, a corto plazo, los consumidores retomen de modo muy activo sus hábitos de salida (4,65). Así, indican una mayor probabilidad de incremento de reuniones en casa (5,26), debido a una combinación de una mayor preocupación por la seguridad (5,33 puntos) y por razones económicas (5,24).
Impacto desigual de la COVID-19 El sector de alimentación y bebidas se ha visto afectado de modo muy desigual por la pandemia. Nuestros datos revelan estas fuertes diferencias.
A nivel de facturación, más del 50% de las empresas encuestadas reportan caídas significativas de ventas (esto es, superiores al 5%) en el mercado local, y más del 25% sufrieron retracciones por encima del 20%. En el otro extremo, un 27% de las compañías manifestó incrementos significativos en su facturación en España. Finalmente, un 20% señaló que no había sufrido variaciones apreciables en sus ventas.
Otro ámbito destacado de nuestra encuesta guarda relación con el impacto de la COVID-19 en el comercio exterior, que se vio claramente afectado, aunque también de forma desigual. Así, las exportaciones del sector sufrieron un fuerte impacto, con más del 45% de las empresas que realizan ventas internacionales reportando caídas significativas, y un 25% reportando incrementos. Por otro lado, solo un 24% de los directivos se muestra de acuerdo o muy de acuerdo con que se producirá un incremento de las exportaciones españoles de productos del sector.
A nivel de importaciones, casi el 46% de las compañías del sector que habitualmente importan insumos y productos revelaron una caída significativa en sus compras, contrapuesta por solamente un 15% de las que reportaron un incremento de sus compras en el extranjero. Además, solo un 3% declara estar de acuerdo o muy de acuerdo con que se vaya a producir un aumento de las importaciones en el sector.
En nuestra encuesta, más del 60% de las empresas del sector han reportado que no alteraron significativamente sus plantillas durante los meses de confinamiento total, mientras que alrededor de un 15% ha señalado incrementos del 5% o más en el tamaño de sus plantillas para responder a los incrementos de demanda y un 20% ha manifestado reducciones. De hecho, un 10% de las compañías informaron de reducciones superiores al 20% de la plantilla. Este porcentaje incluye al 42% de los encuestados de canal horeca, que revelaron las reducciones más drásticas. A nivel salarial, más de dos tercios de las empresas no alteraron las remuneraciones, mientras que, aproximadamente, un 10% reportó bajas, y un porcentaje similar informó de subidas salariales.
Por su parte, las inversiones en formación se vieron claramente impactadas por la pandemia, aunque de modo desigual: mientras que un 30% de las empresas reportó recortes en este capítulo, más de un 20% optó por reforzarlas, aprovechando la ventaja de la mayor disponibilidad de tiempo de muchos empleados como consecuencia del confinamiento.
Otro ámbito relevante del análisis de nuestra encuesta es el relativo a las inversiones. Aquí destacan las inversiones y los avances producidos en transformación digital. Casi un 39% de las empresas del sector de alimentación y bebidas reforzaron sus inversiones en proyectos ligados a la transformación digital, mientras que tan solo un 17% las redujo.
Respecto la innovación en producto, aun estando lejos de los registros obtenidos en transformación digital, cabe remarcar que también observamos un sesgo levemente positivo: aproximadamente un 30% de las empresas reportó incrementos significativos en sus inversiones previstas respecto a las del 2019, frente a un 20% que optó por reducirlas de forma considerable.
El segmento de bienes de capital fue el más castigado por las decisiones de ajuste de las empresas. En concreto, un 38% de ellas declara haber aplicado recortes significativos, y tan solo un 17% optó por incrementar sus inversiones respecto a las efectuadas en el 2019; de ellas, casi un 8% declaró que dicho aumento consistió en un pequeño porcentaje situado entre el 5% y el 10%.
Por último, cabe destacar que los directivos del sector de la alimentación y bebidas se mostraron de acuerdo o muy de acuerdo con que la sostenibilidad seguirá siendo una prioridad para ellos (50%) así como que los agentes locales, como la comunidad o los proveedores, ganarán peso en su toma de decisiones (36%).
Puede consultar el estudio completo de La crisis de la COVID-19 en el sector de alimentación y bebidas. Impacto y futuro haciendo click aquí. 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animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='NFTs Explained: What They Are and Why They’re Selling for Millions of Dollars' 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=''] Luke Heemsbergen, SingularityHub [/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/2021/04/Carlos-Folle_Podcast_AESEinsight_15Abr.jpg' attachment='77227' attachment_size='full' align='center' styling='' hover='' link='post,76339' 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='Strategy, Disruption and Digitalization' 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=''] Carlos Folle, Professor do IEEM e 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/2021/04/StrategyBusiness_AESEinsight_15Abr.jpg' attachment='77230' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?gko=38ba7&utm_source=itw&utm_medium=itw20210204&utm_campaign=resp' 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='Building a culture of learning at work' 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=''] Adam Grant, strategy+business [/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='' 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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='6' 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' 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AESE insight #36

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Portugal e os Fundos Europeus, afinal o que vem aí para as empresas? ' 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 #36 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/Cristina-Ferreira_AESEinsight_15abr.jpg' attachment='77220' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.linkedin.com/in/cristina-ferreira-b71508/' 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='Cristina Ferreira' 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=''] Managing Partner at PAHLCONSULTING e Alumna Executive MBA AESE/IESE [/av_heading] [/av_one_third][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=''] Os sistemas de apoio e financiamento público nacionais e internacionais têm como finalidade promover o investimento em projetos inovadores e de coesão nacional, com impacto na competitividade e internacionalização da economia portuguesa, promoção da educação, empregabilidade, inclusão social e crescimento inteligente e sustentável. É nesse sentido que o novo Quadro Financeiro Plurianual (QFP) da União Europeia para o período de 2021 a 2027 (vulgo Portugal2030), em paralelo com o mecanismo de recuperação extraordinário NextGenerationEU de resposta aos efeitos da crise pandémica (em Portugal, Plano de Recuperação e Resiliência – PRR), apresenta uma visão de recuperação e convergência económica e social de Portugal com a União Europeia, dando o mote à promoção do investimento público e privado na próxima década. Assim, através do Quadro Financeiro Plurianual e do NextGenerationEU, a UE disponibilizará nos próximos sete anos um financiamento aos Estados Membros de cerca de 1,8 mil milhões Euros. O Quadro Financeiro Plurianual e o NextGenerationEU estão organizados em torno de 7 domínios de intervenção da estrutura orçamental, onde cada um deles tem adstrita uma verba para a sua dinamização.

Esta combinação de fundos europeus permitirá a Portugal aceder a cerca de 45 mil milhões Euros entre 2021 e 2029, considerando apenas as subvenções.
O NextGenerationEU é o mecanismo de recuperação extraordinário para enfrentar o impacto da pandemia Covid-19, de forma a apoiar as gerações futuras, e que mobilizará um valor total de 750 mil milhões de euros, sendo constituído por 7 fundos europeus, o mais preponderante é o conhecido Plano de Recuperação e Resiliência (PRR), o qual assenta em três pilares:
  • Pilar 1 – Apoio na Recuperação dos Estados Membros - prevê um conjunto de instrumentos destinados a apoiar os esforços dos Estados-membros tendo em vista a recuperação das suas economias. O principal instrumento será o Mecanismo de Recuperação e Resiliência, que irá absorver a maior parte do financiamento;
  • Pilar 2 – Relançamento da economia e apoio no investimento privado - prevê o apoio ao relançamento da economia e o incentivo ao regresso do investimento privado;
  • Pilar 3 – Recolha das lições da crise - prevê o reforço dos principais programas europeus, tendo em vista tornar o mercado único mais forte e mais resiliente.

A Estratégia Portugal 2030 consubstancia a visão do governo para a próxima década e é o referencial para os vários instrumentos de política, como o Plano de Recuperação e Resiliência e o próximo quadro comunitário de apoio 2021-2027 (Portugal 2030).
O Plano de Recuperação e Resiliência é um amplo documento estratégico, onde estão plasmadas reformas estruturais fundamentais para assegurar a saída da crise pandémica e garantir um futuro resiliente para Portugal. O PRR beneficia de um envelope financeiro de 16.643 milhões de euros (M€), composto por 13.944 M€ em subvenções e por 2.699 M€ em empréstimos, com o investimento centrado em três grandes áreas temáticas: Resiliência, Transição Climática e Transição Digital. Cada uma delas tem diversas componentes, subdivididas
De acordo com o PRR, a dimensão da resiliência está centrada nas pessoas e no desenvolvimento do território e integra várias componentes, que abrangem da Saúde às Respostas Sociais, passando pela Habitação, Inovação, Infraestruturas, Qualificações e Competências, entre outras.
A dimensão Transição Climática trata-se de uma agenda de sustentabilidade, que altera significativamente o panorama da mobilidade, da descarbonização, da bioeconomia da eficiência energética, acelerando a transição para a utilização de energia limpas e renováveis, desenvolvendo a economia circular e alterando o paradigma da mobilidade, tendo em conta a necessidade de preservar o futuro das novas gerações e a redução de situações de pobreza energética, que, no presente, afetam milhares de famílias.
A dimensão Transição Digital foca-se no investimento nas pessoas e na capacitação como motores para o desenvolvimento de uma economia cada vez mais assente no digital, um pilar estrutural do país, evidenciado agora ainda mais pela pandemia. É uma aposta focada nas escolas, nas empresas e na Administração Pública, que visa contribuir para aumentar a competitividade do país e de reduzir os custos de contexto, em linha com as orientações da Comissão na Comunicação sobre a Construção do Futuro Digital da Europa e com o Pacto Ecológico Europeu.
O Acordo de Parceria para o Portugal2030, ainda em fase de negociação com a União Europeia, assenta em quatro Agendas Temáticas centrais para o desenvolvimento da economia, da sociedade e do território, e que são:
Estas agendas temáticas preveem um conjunto de prioridades agrupadas em torno de oito eixos, que visam responder aos principais constrangimentos ao desenvolvimento do país:
  • Inovação e Conhecimento - Assegurar as condições de competitividade empresarial e o desenvolvimento da base científica e tecnológica nacional
  • Qualificação, Formação e Emprego - Assegurar a disponibilidade de recursos humanos com as qualificações necessárias ao processo de desenvolvimento e transformação económica e social nacional
  • Sustentabilidade demográfica - Travar o envelhecimento populacional e assegurar a sustentabilidade demográfica, assegurando simultaneamente a provisão e bens e serviços adequados a uma população envelhecida
  • Energia e alterações climáticas - Assegurar as condições para a diminuição da dependência energética e de adaptação dos territórios às alterações climáticas, nomeadamente garantindo a gestão dos riscos associados
  • Economia do Mar - Reforçar o potencial económico estratégico da Economia do Mar, assegurando a sustentabilidade ambiental e dos recursos marinhos
  • Competitividade e coesão dos territórios do litoral - Assegurar a dinâmica económica e a coesão social e territorial dos sistemas urbanos atlânticos
  • Competitividade e coesão dos territórios do Interior - Reforçar a competitividade dos territórios da baixa densidade em torno de cidades médias, diversificando a base económica para promover a sua convergência e garantindo a prestação de serviços públicos
  • Agricultura/florestas - Promover um desenvolvimento agrícola competitivo com a valorização do regadio, a par de uma aposta estratégica reforçada na reforma florestal

Com o que é que as empresas podem contar? De acordo com os últimos dados oficiais disponíveis, do Boletim Informativo dos Fundos da União Europeia, de 31 de dezembro de 2020 o Portugal 2020 fechou o ano com uma taxa de execução de 57%, o que significa que tem agora mais três anos para executar os restantes 43% do atual quadro comunitário de apoio, ou seja, 11,11 mil milhões de euros, no entanto não se prevê a abertura de novos concursos ao abrigo deste quadro, apenas a execução de verbas já aprovadas, uma vez que os fundos já se encontram comprometidos.
Até ao final de 2020 tinham sido apresentadas 517 mil candidaturas, que representam intenções de investimento de 88,6 mil milhões de euros, dos quais 56% foram destinados ao domínio da competitividade e internacionalização. Foram apoiadas no total 19,2 mil empresas, mais de 6,5 mil empresas em ações de internacionalização e 52,2 mil trabalhadores em ações de formação em contexto empresarial. Foi também neste âmbito que foram financiadas as medidas do programa APOIAR para suportar a tesouraria das micro e pequenas empresas que atuam nos setores mais afetados pelas medidas de confinamento COVID19.
O PRR será composto maioritariamente por investimentos a serem desenvolvidos pela Administração Pública ou Empresas no domínio do Estado e como tal estes fundos chegarão à economia através dos processos aquisitivos destas entidades. Não vai ser um processo rápido e estará condicionado às regras da contratação pública e à celeridade dos organismos para desenvolver os projetos.
Resta-nos aguardar pelo Portugal2030… A expectativa é muita pois as empresas estão a viver um momento muito difícil e os fundos tão necessários à recuperação, modernização e reconversão tardam em chegar. Espera-se que o programa que por excelência apoia diretamente as empresas, o Compete - Programa Operacional Competitividade e Internacionalização venha a abrir avisos para projetos nas áreas da modernização dos processos produtivos, inovação, desenvolvimento de novos negócios, internacionalização, parcerias para o desenvolvimento, entre outros, mas tal só irá acontecer depois da assinatura do Acordo de Parceria para o Portugal2030 e respetivos regulamentos. São cerca de 29,8 mil milhões em subvenções no âmbito do Quadro Financeiro Plurianual 2021-2027 para empresas privadas e Administração Pública.
Por último os financiamentos previstos para Portugal pressupõem uma execução anual de 6 mil milhões de euros por ano. Só para termos uma ideia o anterior Quadro Comunitário contemplava uma execução de 3 mil milhões por ano e chegámos ao final de 2020 com apenas 57% de execução. Portanto um grande desafio que os organismos que gerem estes Fundos vão enfrentar é a capacidade, flexibilidade e celeridade com que vão lançar os concursos e analisar as respetivas candidaturas para fazerem estes fundos chegar à economia e às empresas, com a celeridade que se impõe.
Assim não posso deixar de terminar este artigo com duas sugestões:
  1. Para as entidades que gerem os fundos – coloquem avisos na rua o mais rapidamente possível para as empresas, associações, universidades, entre outros, apresentarem os seus projetos e os mesmos serem analisados e aprovados com maior celeridade. Sabemos do passado que entre a abertura de um aviso e a aprovação de um projeto podem decorrer mais de 6 meses. Não temos tempo a perder.
  2. Para as empresas – comecem já a pensar que projetos querem desenvolver com o apoio dos fundos comunitários. Trabalhem nos projetos e nas condições de sustentabilidade dos mesmos. Os projetos devem ser robustos e bem pensados e contribuir para alguma das 4 agendas temática acima citadas. Quanto mais cedo melhor!
[/av_textblock] [/av_two_third] [/av_section] [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_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='Outros artigos da edição de 15 de abril do AESE insight' tag='h3' style='blockquote modern-quote' size='' subheading_active='' subheading_size='15' padding='10' color='' custom_font='' av-medium-font-size-title='' av-small-font-size-title='' av-mini-font-size-title='' 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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=''] Adrián Caldart, Presidente do Conselho Académico da AESE Business School e Professor de Política de Empresa do 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=''] [av_image src='https://www.aese.pt/wp-content/uploads/2021/04/Ricardo-Reis_AESEinsight_15abr.jpg' attachment='77221' attachment_size='full' align='center' styling='' hover='' 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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=''] Patríca Relvas, Iberian Region Business Controller Cereal Partners Worldwide, Nestle & General Mills e Alumna do Executive MBA AESE/IESE [/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/2021/04/MITSloan_AESEinsight_15Abr.jpg' attachment='77224' attachment_size='full' align='center' styling='' hover='' 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animation='no-animation' admin_preview_bg=''][/av_image] [av_heading heading='NFTs Explained: What They Are and Why They’re Selling for Millions of Dollars' 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=''] Luke Heemsbergen, SingularityHub [/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/2021/04/Carlos-Folle_Podcast_AESEinsight_15Abr.jpg' attachment='77227' attachment_size='full' align='center' styling='' hover='' link='post,76339' 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='Strategy, Disruption and Digitalization' 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=''] Carlos Folle, Professor do IEEM e 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/2021/04/StrategyBusiness_AESEinsight_15Abr.jpg' attachment='77230' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.strategy-business.com/article/Building-a-culture-of-learning-at-work?gko=38ba7&utm_source=itw&utm_medium=itw20210204&utm_campaign=resp' 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='Building a culture of learning at work' 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=''] Adam Grant, strategy+business [/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='' 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AESE insight #36

[av_layerslider id='2084'] [av_layerslider id='2085'] [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='Podemos produzir eletricidade para o resto da Europa' 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 #36 > 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_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_image src='https://www.aese.pt/wp-content/uploads/2021/04/Pedro-Amaral-Jorge_AESEinsight_15abr.jpg' attachment='77222' attachment_size='full' align='center' styling='' hover='' link='manually,http://www.linkedin.com/in/cristina-ferreira-b71508/' 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='Pedro Amaral Jorge' 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=''] Presidente APREN e Alumnus Executive MBA AESE [/av_heading] [/av_one_third][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=''] A Península Ibérica é a região com maior potencial renovável da Europa, diz Pedro Amaral Jorge, presidente da Associação Portuguesa de Energias Renováveis – sobretudo agora que a energia solar começa a tornar-se a fonte mais barata.
Durante muito tempo, a energia eólica teve um enorme crescimento. Mas os anos 2020 serão a década da fotovoltaica. “Há dez anos, tínhamos painéis de 120, 150 watts por metro quadrado e hoje estamos nos 450, 500, 600 watts, pelo que, com a mesma área, transformamos a mesma radiação solar em mais eletricidade”, justifica o presidente da Associação Portuguesa de Energias Renováveis (APREN). Mas Pedro Amaral Jorge reivindica mais incentivos e crédito ao consumo, para que as pessoas com menos recursos possam comprar painéis para as suas casas.
A central a carvão de Sines fechou em janeiro, a do Pego fecha até ao final do ano. 2021 é um ano simbólico na transição energética? O fim do carvão faz todo o sentido. Não há viabilidade económica em produzir eletricidade a carvão, além de não haver qualquer viabilidade ambiental. O preço da eletricidade renovável, eólica e fotovoltaica, anda abaixo dos €30 por MW/h. O carvão não consegue competir no mercado, ainda para mais incorporando o preço da tonelada de CO2: ontem [4 de fevereiro], batemos os €40, quando há um ano e meio andávamos nos €16 ou 17 euros. Isto significa que, cada vez que se emite uma tonelada de CO2, tem de se pagar, e justificadamente, 40 euros.
Em 2019, as alterações climáticas eram o tema central do debate mediático, e deixaram de ser. A Covid-19 travou os investimentos nas renováveis? Não só não travou como as renováveis são um dos pilares da saída da recessão provocada pela Covid. Dos €1,8 biliões disponibilizados pela União Europeia, 30% serão dedicados ao combate às alterações climáticas e à neutralidade climática, sendo que a transição energética é o primeiro vetor de descarbonização.
A energia fotovoltaica parece ter crescido timidamente nos últimos 20 anos, apesar de Portugal ser um país de sol. Porquê? Há dez, 12 anos, o LCOE (levelized cost of electricity) do fotovoltaico estava na casa dos €380 por MW/h. Portugal apostou inicialmente nas eólicas, porque estas tinham um LCOE à volta dos €100, tornando a sua massificação mais apetecível. Mas, nos últimos dez anos, aconteceram duas coisas: primeiro, aumentou a eficiência do fotovoltaico – há dez anos, tínhamos painéis de 120, 150 watts por metro quadrado e hoje estamos nos 500, 600 watts, pelo que transformamos a mesma radiação solar em mais eletricidade; segundo, o equipamento ficou muito mais barato. Portanto, só começámos a olhar para a implementação massiva do fotovoltaico nos últimos dois anos, quando a sua curva chegou aos €20 ou €30 por MW/h. Daqui para a frente, a solar será a fonte de energia mais barata, seguida da eólica. Mas uma não substitui a outra: elas são complementares, porque normalmente quando há muito sol há pouco vento, e vice-versa.
A geração de energia nas cidades tem vantagens, uma vez que leva a menos perdas na distribuição. Porque é que ainda não vemos os telhados dos edifícios cobertos de painéis? Já temos muitos telhados com painéis. O problema é que, num prédio de dez andares, a área de cobertura não é suficiente para abastecer na íntegra o consumo do edifício. A produção fotovoltaica distribuída vai acontecer em polígonos industriais, agrícolas e comerciais, e edifícios da administração pública, além de residências unifamiliares e prédios de três ou quatro andares, onde as áreas de cobertura são suficientemente grandes para o consumo. Mas vai ser uma tendência. Eu, por exemplo, estou a fazer um investimento para pôr painéis fotovoltaicos em casa, uma vez que tenho tudo elétrico, exceto o fogão. Há que criar incentivos para as famílias terem acesso à aquisição dos equipamentos, sobretudo as mais carenciadas.
Porque é que não podemos comprar painéis como compramos um carro? Sendo que, do ponto de vista do investimento, o carro não se paga a si próprio, e os painéis, sim. Tenho a mesma dúvida. Talvez seja porque não temos um mercado de segunda mão dos painéis. O passo que falta para financiar um painel é assegurar que os equipamentos têm um valor secundário. E o sistema financeiro tem, aqui, uma oportunidade: devia aumentar a oferta de crédito para painéis solares, até porque as pessoas deixam de pagar eletricidade e podem pagar o equipamento a prestações.
Há preocupações com o fim de vida dos painéis. Podemos garantir um desmantelamento sustentável dos equipamentos, ou daqui a 20 anos vamos ter milhares de toneladas de painéis em aterros? A economia circular já impede a deposição em aterro desses materiais, que têm de ser reutilizados. Mas ainda estamos longe disso. Se calhar, os primeiros que podemos reutilizar são aqueles de 2007 e 2008 do primeiro programa de microgeração. Portugal já está a incorporar as diretivas da Comissão Europeia que obrigam ao reaproveitamento desses materiais.
Está previsto um grande aumento da capacidade instalada de energia eólica. Mas a eólica offshore, no mar, ainda não é viável a grande escala… A eólica offshore já é viável, Portugal é que não tem condições de ter estacas presas aos aerogeradores [devido à profundidade da plataforma continental]. Mas pode disponibilizar um sistema floating, de fixação em flutuação das turbinas eólicas.
Já há um projeto. Sim, o Windfloat, de 24 MW. Os flutuadores só são mais caros porque ainda não têm economia de escala. Quando industrializarmos a manufatura destes equipamentos, acontecerá o mesmo do que com o fotovoltaico. A minha expectativa é a de que os 300 MW previstos no Plano Nacional de Energia e Clima [PNEC] para o eólico offshore em 2030 passem, pelo menos, para 700 MW ou mesmo 1 GW. O offshore, aliás, tem tido uma queda acentuada do LCOE, até porque no mar temos mais horas de funcionamento por ano do que onshore [em terra], pelo que a unidade de eletricidade fica mais barata.
Ainda assim, a maior fatia será o onshore. Como vamos crescer de 5,2 GW para 9 GW nesta década? Teremos de construir muitos mais parques eólicos, quando o território já começa a ficar saturado? O que está previsto no PNEC é que haja uma substituição de turbinas por outras mais eficientes, nos parques já existentes. Provavelmente, vamos ter menos turbinas do que hoje nos parques, porque estas têm maior capacidade.
Que medidas têm sido aplicadas para reduzir o impacto das eólicas nos ecossistemas, sobretudo nas aves e nos morcegos? Portugal já tem muitos casos de sucesso na preservação das espécies. Temos servido de exemplo.
Conseguimos impedir que as aves morram nas hélices? Não conseguimos evitar que as aves, de vez em quando, tenham um acidente. O que conseguimos é criar as condições em torno dos parques eólicos para, pelo menos, garantir a estabilidade das populações dos animais. A nossa preocupação não é com um elemento individual – apesar de a morte de uma ave ser uma lástima –, mas com a preservação das espécies.
Qual a importância para Portugal da abertura das interligações entre a Península Ibérica e França? A interligação elétrica é fundamental. A região europeia com maior potencial renovável é a Ibéria: tem, de longe, o maior potencial solar e o terceiro eólico. Portanto, Portugal e Espanha podem produzir eletricidade para o resto da Europa: como temos, no inverno, mais horas de radiação solar, podemos produzir eletricidade que é escoada para o mercado europeu. E, para que isso esteja em equilíbrio, temos de aumentar a capacidade das interligações entre a Península Ibérica e França. É um problema que tem de ser resolvido ao nível da Comissão Europeia.
E acredita que acontecerá a curto prazo? Não sei se a curto prazo, mas estou otimista de que acontecerá até 2030. 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