Competição, Competitividade e Inteligência Competitiva é na Revista Inteligência Competitiva

Sumário

Editorial

Editorial Janeiro – Março PDF
Alfredo Passos

Artigos

Comprometimento Organizacional: Estudo do Modelo Tridimensional em uma Cooperativa de Crédito na Capital Gaúcha PDF
Sheila Cristina Tavares de Oliveira Bassani, Flávia Camargo Bernardi, Mikael Dalberto, Maria Emilia Camargo, Uiliam Hahn Biegelmeyer 1-43
Qualidade sobre rodas: o nível de satisfação de consumidores sobre os serviços de alimentação em Food Trucks PDF
Pyetro Pergentino de Farias, Joelma Ferreira da Silva, Jammilly Mikaela Fagundes Brandão 44-71
Mercado de Transferências de Atletas de Futebol e o Processo de Globalização: Correlação entre os valores do Transfermarkt e do jogo eletrônico Football Manager PDF
Eric Matheus Rocha Lima, Ivan Wallan Tertuliano, André Luis Aroni, Afonso Antonio Machado, Carlos Norberto Fischer 72-90
Fusão entre ALL – América Latina Logística e Rumo Logística Operadora Multimodal: Uma Análise a partir da Visão Baseada em Recursos. PDF
Anderson Aquiles Viana Leite, Cristiane Teresinha Agnolin, Carlos Eduardo Carvalho 91-128
MAPEAMENTO DA PRODUÇÃO CIENTÍFICA BRASILEIRA SOBRE APRENDIZAGEM ORGANIZACIONAL: UM ESTUDO NA BASE SPELL PDF
Mayara Pires Zanotto, Juliano Uecker de Lima, Diego Luís Bertollo, Adrieli Pereira Radaeli, Fabiano Larentis, Eric Henry Charles Dorion 129-153
Perspectivas Teóricas do Mainstream da Administração Estratégica: Uma Meta-Síntese PDF
Jonathan Simões Freitas, Júlia Araújo Tiso Mudrik, Paulo Vítor Guerra, Lin Chih Cheng, Carlos Alberto Gonçalves 154-182

Estudo de Caso

IN SEARCH OF INNOVATION: LOOKING OUTSIDE THE COMPANY PDF (English)
Celso dos Santos Malachias, Luiz Carlos Di Serio 183-214

Relato Técnico-Científico

Notas críticas acerca das Estruturas Organizacionais Competitivas PDF
luciano augusto toledo, Guilherme de Farias Shiraishi, Conceiçao Aparecida Barbosa 215-231
EMPREENDEDORISMO DIGITAL: UM ESTUDO SOBRE O USO DA TECNOLOGIA COMO ALAVANCAGEM DE NEGÓCIOS EM UMA STARTUP EDUCACIONAL PDF
Alexandre Albuquerque Domingues, Kathryn Floyd-Wheeler 232-261
Balanceamento da remuneração estratégica da força de vendas como vantagem competitiva PDF
Viviana Beatriz Huespe Aquino Vieira, Claudio Antonio Rojo 262-273
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Chamada para publicação na Revista Inteligência Competitiva

A Revista Inteligência Competitiva recebe artigos, relatos técnicos, de experiências, de pesquisas, entrevistas, resenhas e estudos de casos em regime de fluxo contínuo, ou seja, os materiais são avaliados à medida que são recebidos.

A submissão é realizada por este link. CLIQUE AQUI.

Nós agradecemos muito a colaboração de todos e contamos com os autores que vêm contribuindo com pesquisas voltadas à Inteligência Competitiva.

Prof. Dr. Alfredo Passos
Editor Chefe

Revista Inteligência Competitiva

A Revista Inteligência Competitiva tem como proposta ser um veículo acadêmico para a produção na área de Inteligência Competitiva, Competição e Competitividade. Está aberta a professores, pesquisadores e estudantes de graduação e pós-graduação para a divulgação de artigos científicos, ensaios e estudos de caso didáticos, cujos temas sejam de interesse à Inteligência Competitiva, Competição, Competitividade tais como:
– Estratégia e Inteligência Competitiva
– Campos e Armas da Competição – CAC
– Análise da Cadeia de Valor
– Análise de Cenários
– Criação e implantação de Programas de Inteligência de Classe Mundial
– Fontes de Inteligência e Técnicas de Coleta
– Inteligência Tecnológica
– Pontos Cegos (Competitive Blindspots)
– War Game
A lista tem como objetivo ilustrar, não restringir. A revista abre espaço para artigos de discussão teórica, de caráter bibliográfico ou ensaístico, entendendo que a reflexão crítica na área é tão importante quanto a pesquisa empírica.
Pelo trabalho voluntário iniciado e premiado pela Strategic and Competitive Intelligence Professionals – SCIP em 2003 no Brasil, a revista disponibiliza os artigos à comunidade sem ônus para o leitor.
Os artigos submetidos sofrem avaliação de pares titulados pelo sistema blind review. A revista publicará artigos em Português. Esperando com isto contribuir com o aprofundamento da discussão nesse campo de estudos tão importante para o país, os editores e o comitê científico aguardam as submissões dos colegas da área.
Prof. Dr. Alfredo Passos
Editor Chefe

Inteligência Competitiva Empresas: Duratex apresenta receita líquida de R$ 952 milhões no primeiro trimestre de 2017

A Duratex anuncia os resultados financeiros do primeiro trimestre de 2017 (1T17). A empresa apresenta melhora da performance no comparativo com o mesmo período do ano anterior, consequência dos primeiros sinais de retomada da economia e das ações internas focadas em eficiência e gestão de custos. No 1T17, a Duratex teve receita líquida de R$ 952 milhões, montante 5,6% superior ao registrado no mesmo período de 2016. Já a margem EBITDA (lucro antes de juros, impostos, depreciação e amortização) foi de 15,6%.

“Notamos que os índices de confiança estão melhores e que há uma expectativa positiva de acelerar a retomada no segundo semestre”, afirma o presidente da Duratex, Antonio Joaquim de Oliveira.

No trimestre, a Deca teve um aumento de 25,5% de volume em comparação ao mesmo período do ano passado. A Divisão também cresceu 11,5% da receita no mercado interno em relação ao primeiro trimestre de 2016. O resultado deve-se à base de custos mais enxuta e maiores volumes, devido às iniciativas do Sistema de Gestão Duratex, que contempla redução de custos e ganhos de produtividade e eficiência, além dos ajustes de capacidades realizados ainda no segundo semestre do ano passado. 

Novamente, a Deca apresentou resultado superior à média de mercado, registrando volume e receita crescentes em um cenário em que a ABRAMAT mostrou uma retração no setor de 6,3%.

A Divisão Madeira registrou melhora de rentabilidade, acumulando no trimestre uma margem EBITDA de 15%, ante 11,6% no 1T16. O resultado foi obtido em um período em que há paradas programadas para manutenção das fábricas, procedimento anual e rotineiro para garantir a segurança e a qualidade da produção.

O desempenho da Divisão Madeira também está ligado ao mix de produtos vendidos no período. Ao analisar os três primeiros meses de 2017, nota-se uma concentração de venda de painéis de menor rentabilidade para a indústria moveleira.

Durante o primeiro trimestre, a Duratex investiu R$ 43,9 milhões destinados à manutenção das fábricas e R$ 54,5 milhões utilizados para atividades de reflorestamento, somando R$ 98,4 milhões.

Entre as prioridades de 2017 estão o foco na Agenda Interna, reforçando as iniciativas do Sistema de Gestão Duratex (SGD), que inclui redução de custos fixos, o Orçamento Base Zero (OBZ), redução dos custos variáveis e racionalização do Capital de Giro. A empresa também está colocando em operação um novo processo que tornará o planejamento de produção mais aderente à demanda, o S&OP (Sales and Operations Planning), trazendo melhorias na gestão de estoque, no atendimento aos clientes e na produtividade industrial.

Além dos resultados conquistados por meio das iniciativas de melhoria de produtividade, a Duratex segue com a jornada de transformação cultural, iniciada em 2015. “Estamos certos de que, com todo o trabalho desenvolvido internamente, somado à retomada da economia, teremos uma empresa ainda mais forte para manter a liderança de mercado”, diz Oliveira. 

Fonte: Assessoria Duratex.

AI is the new UI – Tech Vision 2017 Trend 1

Moving beyond a back-end tool for the enterprise, artificial intelligence (AI) is taking on more sophisticated roles within technology interfaces. From autonomous driving vehicles that use computer vision, to live translations made possible by machine learning, AI is making every interface both simple and smart–and setting a high bar for how future experiences will work. AI is poised to act as the face of a company’s digital brand and a key differentiator – and become a core competency demanding of C-level investment and strategy.

Source: Accenture Technology

Competitive Intelligence: Gartner Survey Shows 42 Percent of CEOs Have Begun Digital Business Transformation

IT-Related Changes Are No. 2 Business Priority; Highest Ranking Since Launch of CEO Survey

Figure 1: CEO Top Business Priorities for 2017 and 2018

Source: Gartner (April 2017)

An unsettled global political environment has not shifted CEOs’ focus on profits and growth in 2017. Growth is the No. 1 business priority for 58 percent of CEOs, according to a recent survey* of 388 CEOs by Gartner, Inc. This is up from 42 percent in 2016.

Product improvement and technology are the biggest-rising priorities for CEOs in 2017 (see Figure 1). “IT-related priorities, cited by 31 percent of CEOs, have never been this high in the history of the CEO survey,” said Mark Raskino, vice president and Gartner Fellow. “Almost twice as many CEOs are intent on building up in-house technology and digital capabilities as those plan on outsourcing it (57 percent and 29 percent, respectively). We refer to this trend as the reinternalization of IT — bringing information technology capability back toward the core of the enterprise because of its renewed importance to competitive advantage. This is the building up of new-era technology skills and capabilities.”

CEO Understanding of Digital Business Is Improving

While the idea of shifting toward digital business was speculative for most CEOs a few years ago, it has become a reality for many in 2017.

Forty-seven percent of CEOs are being challenged by the board of directors to make progress in digital business, and 56 percent said that their digital improvements have already improved profits. “CEO understanding of the benefits of a digital business strategy is improving,” said Mr. Raskino. “They are able to describe it more specifically. Although a significant number of CEOs still mention e-commerce or digital marketing, more of them align it to advanced business ideas, such as digital product and service innovation, the Internet of Things, or digital platforms and ecosystems.”

CEOs have also progressed in their digital business endeavors. Twenty percent of CEOs are now taking a “digital-first” approach to business change. “This might mean, for example, creating the first version of a new business process or in the form of a mobile app,” said Mr. Raskino. “Twenty-two percent are taking digital to the core of their enterprise models. That’s where the product, service and business model are being changed and the new digital capabilities that support those are becoming core competencies.”

Half of CEOs Have No Digital Success Metric

Although more CEOs have digital ambitions, the survey revealed that nearly half of CEOs have no digital transformation success metric. “For those who are quantifying progress, revenue is a top metric: Thirty-three percent of CEOs define and measure their digital revenue,” said Mr. Raskino.

CIOs to Help CEOs Set Success Criteria for Digital Business

Deeper transformation can only be achieved at scale if it is systematically driven. “CIOs should help CEOs set the success criteria for digital business,” added Mr. Raskino. “It starts by remembering that you cannot scale what you do not quantify, and you cannot quantify what you do not define. You should also ask yourself: What is ‘digital’ for us? What kind of growth do we seek? What’s the No. 1 metric and which KPIs must change?”

Many CEOs have recognized that being open-minded, entrepreneurial, adaptable and collaborative are the most-needed digital leadership mindsets. “It is time for CEOs to scale up their digital business ambition and let CIOs help them set and track incisive success metrics and KPIs, to better direct business transformation. CIOs should also help them toward more-abstract thinking about the nature of digital business change and how to lead it,” concluded Mr. Raskino. “The disruption it brings often cannot be dealt with wholly within existing frames of reference.”

More-detailed analysis is available for Gartner clients in the report, “2017 CEO Survey: CIOs Must Scale Up Digital Business.”

Gartner CIO Events

Mr. Raskino will share further details on the survey at the CIO & IT Executive Summit 2017, May 18-19 in Munich. Gartner analysts, and industry leaders will discuss key issues facing the CIO during Gartner’s CIO conferences taking place May 8-9 in Magaliesburg, South Africa and June 6-8 in Toronto. You can follow news and updates from the event on Twitter using #GartnerCIO.

Visit Gartner CIO Leadership Hub for complimentary research and webinars.

About the survey:

Gartner conducted a survey of 388 CEOs and senior business leaders in user organizations worldwide in the fourth quarter of 2016 to examine their business issues and some areas of IT technology agenda impact. Most responding organizations were those with annual revenue of $1 billion.

About Gartner

Gartner, Inc. (NYSE: IT) is the world’s leading information technology research and advisory company. Gartner delivers the technology-related insight necessary for its clients to make the right decisions, every day. From CIOs and senior information technology (IT) leaders in corporations and government agencies, to business leaders in high-tech and telecom enterprises and professional services firms, to supply chain professionals, digital marketing professionals and technology investors, Gartner is the valuable partner to clients in more than 11,000 distinct enterprises. Gartner works with clients to research, analyze and interpret the business of IT within the context of their individual roles. Gartner is headquartered in Stamford, Connecticut, U.S.A., and has almost 9,000 associates, including 1,900 research analysts and consultants, operating in more than 90 countries. For more information, visit www.gartner.com.

Source: Gartner

Competitive Intelligence – Global Perspective: The New Ways to Win in Emerging Markets

Plans for the Delhi-Mumbai Industrial Corridor are nothing if not ambitious. Eight new industrial “smart” cities will link New Delhi, India’s sprawling capital, with Mumbai, its premier business and financial center nearly 1,500 kilometers (about 900 miles) to the south — and that’s just in Phase One of four scheduled development stages. The mammoth endeavor, which the sponsoring state governments hope to complete in 2040 at a projected cost of US$100 billion, promises state-of-the-art technology, transportation, and infrastructure, all designed with environmental sustainability in mind. The largest of the satellite cities, Dholera, is expected to house 2 million inhabitants and employ 800,000 people by the time it’s completed.

All this makes the Industrial Corridor one of the most far-reaching urban projects in world history, and the most expensive ever within one country, though it is by no means the only mega-development that an emerging economy is undertaking.

The Chinese government expects to spend even more — the current estimate is $1.2 trillion — on its Belt and Road initiative, a plan to build a vast land and sea infrastructure network that will foster commercial, financial, and cultural ties across 65 countries. Malaysia’s Northern Corridor Economic Region, launched in 2007, is an initiative aimed at creating a world-class economic region in Malaysia’s four northwest states by 2025. It has already attracted more than $12 billion in private investments.

For anyone thinking about economic growth prospects over the next 10 years, projects like these are well worth studying. It’s true that parts of the grandiose plans might very well fall flat as a result of such impediments as capital shortages, legal issues involving land acquisition, or planning delays. Nevertheless, their sheer scope indicates the path that most leaders of emerging economies believe they have to take to catch up with their industrialized counterparts. As the U.S., the U.K., and Germany did 150 years ago, and Japan and South Korea did after World War II, today’s emerging markets laid the foundation for growth by developing a manufacturing sector — which itself led to the growth of cities, transportation technology, social institutions, and the service sector. But the world is so competitive and complex today that these economies need to be far more proactive in managing the next wave of growth, bringing broad areas along simultaneously and making tangible improvements in quality of life.

To accomplish these goals, emerging economies need investment and planning across three broad domains that are, in effect, the prerequisites for economic growth. A country (or an area within a country) can’t move forward until there is enough progress in each of the three domains:

• Human development: This domain includes the conditions that are essential to improving the standard of living of individuals, including the natural environment needed for human survival (the state of agriculture, the water supply, and sanitation) and the services necessary for human development (education and healthcare). As highlighted by the United Nations Development Programme, “development…is about expanding the richness of human life, rather than simply the richness of the economy in which human beings live.” At the same time, advances in a country’s standard of living help drive consumer spending and business opportunities.

• Institutional development: This domain includes the public and private sectors that are essential to the generation of economic value: the industrial base needed to produce goods and services, including those for export (energy and manufacturing) and the commercial value chain needed for a consumer economy (distribution and retail).

• Growth platforms: This domain includes the support base that makes it possible for other sectors to flourish, such as the physical infrastructure needed for transportation, communications, and energy, and the financial infrastructure needed to channel investment and savings. As these platforms develop, they provide resources essential for national growth and reduce the market inefficiencies that slow the pace of development.

In an established industrial community, these three domains have grown up over time, and it is easy to take them for granted. But in an emerging economy, they must be designed and developed in unison. Hard infrastructure, such as roads, must be matched by softer infrastructure, such as good hospitals and schools. Dependable power supplies and communication networks must be in place before manufacturers can set up efficient production facilities and distribution networks. Companies must be able to attract skilled labor with more than just jobs. They must offer an environment conducive not only to economic success but to good living as well.

The need for such development opens up any number of opportunities for business leaders, both foreign and domestic, to invest in the economies of Asia, Latin America, Central and Eastern Europe, the Middle East, and Africa as they advance to the next stage. These are regions where growth is rapidly shifting — and in some countries has already shifted — from industrialization to technology-fueled transformation. For that reason, we’ve stopped calling them emerging markets; the term growth markets is a better descriptor.

Investing in these markets is a very different game from going into an industrializing market in search of double-digit GDP growth or cheap labor. But thousands of opportunities beckon for all sorts of forward-looking companies, big and small, established and entrepreneurial, domestic and foreign.

Many global companies and investors have been discouraged from going into these markets over the past decade as overall GDP growth has slowed and emerging market equities have trailed those of developed countries. But withdrawal and retreat is a shortsighted strategy. It is shortsighted in part because growth economies are still expanding much faster than those of the developed world; they will account for almost two-thirds of global GDP growth by 2021. We expect, on the basis of trade, investment, and GDP growth data from the International Monetary Fund’s World Economic Outlook, to see the next major growth surge begin in the year ahead, and to return to the global economic heights experienced in 2011–12. Absolute gains in GDP — the actual growth in value — should reach 1.9 times that expected in developed markets by 2021.

Much of the decline in GDP growth has been a function of commodity prices, which despite some recovery last year have declined since China began to shift its emphasis from manufacturing to its technology and service sectors, causing a steep decline in demand for commodities. For that reason, looking at overall GDP growth doesn’t tell the full story of the specific sectors that are driving China — nor does it tell the full story of other growth economies, many of which have begun to diversify and become less dependent on commodities. And that brings us to the other reason that companies should not withdraw and retreat: Over the next five to 10 years, great opportunities will lie in the industry sectors that are propelling development in the areas where it’s most needed. Those sectors are the environment and human services; institutional development of manufacturing, retail, and consumer goods; and growth platforms such as financial services, transportation, and technology.

Capabilities for the Future

Companies seeking to capture these opportunities will need to navigate the existing hurdles in each country: political instability in some cases, difficult cultural environments in others, limits on financing in still others, and low availability of skilled labor in most. The challenges will vary from one country to the next, depending in part on where they fall on the trajectory from frontier growth market to full participant in the global consumer economy (see Exhibit). And even then, there are differences between one growth economy and another. China has limited managerial talent and an underdeveloped capital markets system, while Brazil faces supply chain bottlenecks, the heavy-handed influence of trade unions, and a complex bureaucracy. Critical factors everywhere include the levels of inflation, government mismanagement, and corruption. And businesses must assess whether a particular market is merely hindered by temporary external factors beyond its control or is weakened by its own structural inadequacies.

These are the challenges corporate leaders and investors should be taking on, however, building their own capabilities for future growth.

One company can’t solve all the problems of the developing world, of course, but today it’s essential for a venture to understand how it will fill the gaps that exist in these markets and thereby contribute to growth. Otherwise it is going in without a clear-cut plan. In particular, every company needs a plan for establishing the capabilities of operational efficiency, innovation, and go-to-market excellence, adapted for each market where it does business.

• Operational efficiency can be achieved through a variety of elements, such as developing more short-term and flexible business strategies, using half-year and annual growth plans as opposed to the more familiar three- to five-year growth strategies seen in developed markets, and transferring more decision-making powers to local units or developing more efficient supply chains through technology adoption and local partnerships. As labor costs rise in many of these markets, companies must focus less on low-cost labor and more on improving productivity through technology enhancements and automation. Furthermore, they need to reevaluate their manufacturing footprint by considering new and emerging manufacturing centers such as India, Thailand, and Vietnam, while also taking into account evolving trade linkages and market integration efforts such as the ASEAN Economic Community in Asia or the Pacific Alliance in Latin America.

• Innovation is also critical as new product development, often tailored for specific markets, has become more of a necessity. It isn’t just product innovation, however; this capability can also involve finding innovative ways to reach untapped markets, and those product or process improvements might even work in the developed world.

• Go-to-market capabilities that are regularly reviewed and adapted enable a company to keep up with the evolving consumer trends and maturing business environment in these markets. These might include new technologies and sales channels, as well as an ecosystem of partners that includes cross-sector players, public sector entities, and social sector units. Companies might need to build that ecosystem by taking a proactive approach to local entrepreneurship, mentoring and funding small companies that might become their partners or acquisitions someday.

These capabilities will help businesses compete in a system that might require launching a new product almost overnight, or tapping a new customer base in a remote village, or knowing who can grant a local permit. In observing the social, technological, and institutional developments that now drive growth markets, we’ve also found that these capabilities are critical to success in six key sectors. Using data from the International Monetary Fund and BMI Research, we estimate that these six sectors represent 60 percent of the GDP of the top emerging economies across global regions: China from East Asia and the Pacific, Russia from Europe and Central Asia, Brazil from Latin America and the Caribbean, Saudi Arabia from the Middle East and North Africa, India from South Asia, and Nigeria from Sub-Saharan Africa.

Here is a look at how these capabilities will work in each sector.

Agriculture and Environmental Sustainability

Agriculture remains enormously important in most growth economies. In India, Pakistan, Indonesia, and Thailand, for example, more than one-third of the labor force remains agrarian. In China, more than 31 percent of the labor force works in agriculture, and the sector’s value-add to the overall Chinese economy has recorded double-digit growth since 2010.

Market developments and growth opportunities in the agricultural sector are spread across the value chain. On the production side, these opportunities enable farmers to become more efficient and productive. On the consumption side, food and drink preferences of consumers in growth markets are changing rapidly, quickly boosting demand for certain products.

This domain badly needs investments in better operational efficiency. In Nigeria, for example, a scant 1 percent of agricultural land is irrigated. India loses between 35 and 40 percent of its fruits and vegetables each year because of such factors as bad roads and unrefrigerated trucks and warehouses, according to local industry studies. We are seeing explosive growth in agricultural technology startups that have identified innovative ways to address such problems. In 2015, investment in these startups reached $4.6 billion, almost double the figure from a year earlier. Investments have targeted both the basics (irrigation and water technology) and the sophisticated (drones and robotics).

In Chile, sensors in the soil of blueberry farms are now monitoring irrigation needs. Researchers believe these sensors could cut water consumption by a stunning 70 percent. In India, device manufacturer Ossian Agro Automation launched a mobile-based remote control system for agricultural water pumps, so that farmers can use mobile phones to monitor the pumps and turn them on and off.

Food companies are going to find that increasingly, as incomes rise, consumer preferences change. Yet it’s also possible to establish a go-to-market capability that helps expedite the growth of a consumer class. That is how Groupe Danone has developed a surging market in Latin America; the company has set up partnerships with local NGOs and social impact organizations to promote research and education about nutrition, diet, and public health, but also helped lift underprivileged women out of poverty by training them to be sales and marketing representatives for Danone yogurt products. Danone Brazil and its local NGO partner Aliança Empreendedora, for example, co-created the “Kiteiras” project, which trains women from the poorest communities of Salvador de Bahia to be door-to-door vendors. Another Danone-funded project trains dairy farmers to increase their productivity and their income while providing Danone with a reliable local source for milk. Training the farmers in professional production techniques addresses another growing issue in maturing markets — the need for higher food safety standards. Public scandals, especially social media furor regarding food contamination, are becoming more commonplace, and a company that can position itself as having its own high standards is positioned to gain against both domestic and foreign competition.

Human Development (Health and Education)

Although growth market governments almost uniformly acknowledge the importance of health and education for social and political stability and economic prosperity, many know that they don’t have the capacity or the capabilities required to provide universal access without private investment. That realization opens doors to private players.

When it comes to social-sector investments, the gap between high-income and growth economies is dramatic. In 2014, for example, health expenditure in the U.S. was 17 percent of GDP, versus only 5.5 percent in China and 4.7 percent in India, according to the most recent data from the World Bank. Healthcare spending has grown faster than the overall economy in only a few growth markets, notably China, Egypt, India, Indonesia, Nigeria, Saudi Arabia, and Thailand. However, the World Economic Forum (pdf) expects health-related expenditures to grow by 10.7 percent per year in growth markets through 2022, compared to only 3.7 percent in developed economies. That translates to spending to the tune of $4 trillion in growth markets as of 2022.

The private sector can carve a niche in the healthcare value chain especially by providing low-cost alternatives for life sciences companies, medical device manufacturers, pharmaceutical companies, healthcare providers, and insurers. The adoption of technology-driven services in particular is also expected to grow, with an emphasis on low-cost and less resource-intensive options designed to bridge existing gaps. Health insurance is an area where growth markets desperately need coverage that the bulk of the population can afford. In Nigeria, for example, the National Health Insurance Scheme has made affordable insurance available to lower-middle-income customers, particularly in rural areas, through an alliance with financial-services aggregator Salt & Einstein MTS and mobile phone operator MTN Nigeria to launch Y’ello Health Cover. Y’ello is a mobile health insurance product that allows automatic online registration that gives subscribers unlimited visits to hospitals and a choice of provider from more than 6,000 registered partners nationwide.

Higher education, similarly, is an area in which governments alone won’t be able to fill all the gaps. In many growth markets, including China, India, and Mexico, almost two-thirds of prospective students don’t have access to tertiary education. E-learning is proving to be one way to reach populations that might be widely dispersed — and participating companies stand to gain a share of a global market that is projected to reach $126 billion by 2020, with the Asia-Pacific region leading the growth, according to TechNavio Research. In China, one online education company alone, Hujiang, boasted more than 110 million users enrolled in 20,000-plus language-learning courses as of July 2016, many of them using mobile devices to access the courses. Hujiang has established go-to-market excellence partly by entering into partnerships with some of the world’s top educational organizations, including Oxford University Press, Cambridge University Press, and McGraw-Hill, and providing teacher training. The company also uses technology that allows it to deliver content at lower costs to customers in smaller cities.

Manufacturing

Manufacturing is a major provider of productive employment in the early growth stages of an economy. However, countries that have been able to significantly increase their GDP per capita levels have done so through making structural shifts in the manufacturing sector, by boosting the share of high-tech manufacturing at the expense of the low-tech sector.

In Asia leading manufacturing centers such as China and India are looking to move further up the value chain by focusing on high-tech segments of industries including automotive, aerospace, electronics, and medical devices, often through partnerships with foreign companies that have proven capabilities.

Meanwhile, although new manufacturing technologies are expected to improve operational efficiency, foster product innovation, and improve customer interactions, the social implications of these technologies in terms of their impact on employment opportunities and the investments required to develop new skills remain an area of concern.

The Danish company Universal Robots, in a partnership with India’s Bajaj, the world’s third-largest motorcycle manufacturer, has managed to put technology to work in a way that boosts production and simultaneously supports women in the workforce. Collaborative robots, or cobots, designed to mimic the human arm, are deployed alongside the assembly line workers, most of whom are women, to carry out the physical and high-end precision tasks. From 2015 to 2016 alone, Bajaj witnessed productivity growth of almost 60 percent thanks to the use of 120 cobots.

Some growth markets are making a play to be regional hubs for specific industries. Bangladesh is concentrating on textiles and apparel. Poland has made a push in food and beverages. Turkey specializes in machinery and commercial vehicles. Thailand, Indonesia, and Mexico are focused on the automotive sector.

In setting up facilities in industrial hubs like these, however, foreign companies will need to consider whether such factors as trade policies, free trade agreements, and shipping costs work in their favor. How will a local manufacturing presence boost operational efficiency and go-to-market excellence? Will it help a company target local consumers and save on exporting costs? Can the company serve multiple regional markets from one manufacturing hub? If company leaders decide that having a presence in the hub makes sense, they will need to build or acquire the necessary skills to manage vendors and partners across a series of complex value chains. To develop those capabilities it will be very important to identify the right local partners, create and enforce appropriate compliance processes, and negotiate suitable contractual terms.

In Thailand’s automotive manufacturing hub, where almost 80 percent of the output is exported, GM Thailand spent $1.4 billion on a manufacturing facility and another $200 million on a state-of-the-art powertrain plant to assemble vehicles that it exports to more than 60 countries. But GM also relies on dozens of suppliers, including big names like Delphi, Mitsubishi, and Bosch. Many of these suppliers have their own plants in Thailand, and others have facilities in other ASEAN countries including Indonesia, Singapore, and the Philippines.

Retail and Consumer Goods

The strength of a growth market’s retail sector is a good measure of its economic potential, because most developing economies depend on domestic consumption to drive economic growth. Most growth markets are eager to facilitate domestic spending, particularly within the new emerging middle class, which is expected to grow from 1.8 billion people worldwide in 2010 to 4.9 billion by 2030, with almost 70 percent of the world’s middle class living in these markets by 2020, as detailed in the report “Rising Middle Class, Global Outlook and Growth Potential,” by PwC and Switzerland Global Enterprise. These emerging consumers are often willing to pay a premium for quality and will drive opportunities across retail, particularly in discretionary and aspirational product categories, including consumer durables, clothing, entertainment and leisure, and automobiles. Increasingly, they are shopping at specialty retail stores. Home and garden retailers, the fastest-growing specialty segment in the top growth markets, has grown by a phenomenal $200 billion since 2009 according to a Euromonitor study from January 2015.

Outsiders trying to develop a retail consumer following in these markets, however, have to be aware of the social and cultural norms that are inevitably going to collide with consumer buying habits. In the competitive consumer products market, companies should be prepared to engage new customers in ways that show them how well the product fits into their lives. For the home goods retailer IKEA, for instance, growth countries were the fastest-growing markets in 2016, but it took a lot of planning to achieve local go-to-market excellence. To serve China, for example, IKEA set itself up as an aspirational brand for the growing middle class — as opposed to the mass market that the retailer targets in other parts of the world. Even so, IKEA needed to bring its prices down for Chinese consumers, so the company opened factories in China, increasing local sourcing to 65 percent of volume sales. That local content solved the problem of high import taxes. The company steadily expanded outlets while mounting campaigns on social media and microblogging platforms, building a brand image of family-friendly customer service. These efforts, along with extra-large stores to accommodate China’s large crowds, have created a perception of IKEA, with its inexpensive but fashionable furniture, as practically synonymous with moving into new homes.

Even though disposable income levels are increasing, a number of institutional voids are impeding the growth of the retail sector. Weak transport infrastructure and logistical gaps will restrict many brands to key urban centers, missing out on major swaths of geography — IKEA, for example, has had to keep its stores close to urban public transportation systems. But there is a growing market for e-retailers that are able to innovate by offering must-have products and convenient service to customers far away from major cities. The B2C online retail market in the six largest growth markets — China, India, Indonesia, Brazil, Russia, and Mexico — is predicted to more than triple from 2015 to 2025, topping $2.5 trillion, according to a 2016 survey from Credit Suisse Research (pdf), and much of that growth will come from rural and semi-urban areas.

Transport and Communication

In many growth markets, the scale and quality of both transportation and communication infrastructure is below what is needed to facilitate and sustain high growth. The Asian Development Bank (pdf) estimates that in Asian economies, a 10 percent increase in road density and paved roads would result in a 1 percent increase in trade flows and a 5 percent improvement in economic growth.

From now until 2020, the Asia-Pacific region is expected to spend $3.5 trillion on transport infrastructure, or about 60 percent of all global spending between 2016 and 2020, according to PwC’s projections. Latin America and Africa are coming on strong as well. During this period, the investment in infrastructure projects across growth markets will offer innumerable opportunities for engineering and construction companies as well for those that service these contractors.

The logistics sector is another area where growth markets lag, and as a result have not been able to keep up with the surge in demand for trade, especially in South Asia and Africa. This imbalance, coupled with local complexities, has helped spur the growth of so-called third-party logistics providers, or 3PLs. These third-party services can provide companies with the chance to expand their market reach as well as lower costs in markets where the logistics infrastructure isn’t well developed. The growth of e-commerce is expected to stimulate these outsourced services, which include domestic and international transportation, warehousing, freight forwarding, and customs brokerage, as well as more advanced tasks such as supply chain consultancy, inventory, and fleet management and IT services.

Indonesia provides an example of how 3PL providers have stepped into the breach, especially when it comes to last-mile connectivity. The provider JNE, for example, delivered on average 4 million e-commerce packages per month in 2014–15, 40 percent of which were delivered outside Jakarta. To reach the remote corners of this nation of 17,000-some-odd islands, JNE use 7,000 motorcycles and 2,000 vans, as well as hired trucks and boats.

Likewise, telephone and Internet connectivity improves GDP growth in low-income and middle-income markets. Opportunities for network infrastructure companies will grow, thanks in part to national governments’ greater focus on expanding digital connectivity. The gap between urban and rural penetration of mobile telephones is dramatic. In rural India, for example, there are only 51 subscriptions for every 100 people, whereas in urban India, the subscription rate was 148 per 100 people as of April 2016, according to figures from the Telecom Regulatory Authority of India. This demonstrates not only that developing markets are still far from being saturated in terms of mobile connections, but also that mobile operators need to devise new operating models to maximize earnings from the lesser-tapped rural market. They will need to offer value-added services and partner with companies in other sectors, such as financial services or retail, to lessen the entry risks and cross-sell products.

Within ecosystems such as rural India are myriad cultural considerations that present challenges to efficiency but that also offer opportunities to visionary companies. In India itself, one of the shortcomings behind the lack of Internet penetration to date is that providers haven’t made content available in all of the several hundred languages spoken there. A significant majority—88 percent—of Indians are non-English speakers, yet slightly less than half of this segment of the population are Internet users. According to estimates made by the Internet and Mobile Association of India, enabling content in local languages could increase the current Internet user base by 39 percent, three-fourths of that growth coming from rural areas.

Financial Services

Financial services play an important role in promoting economic growth and in reducing poverty and social inequality at the grassroots level. However, although the financial-services sector in many of these markets has grown at double-digit levels since 2010, much work needs to be done to expand access, especially for people who remain excluded from the formal banking system owing to their inability to provide formal documentation, their remote location, or just their lack of awareness. There are enormous opportunities for banking and non-banking companies alike to tap into the informal consumer and small business sectors, particularly through the use of technology that makes it easier and less expensive to use banking services. The most competitive companies are those that come up with the business models and technology to fit local needs.

Grupo Famsa, a large Mexican retailer of household goods, has initiated a novel approach to expand credit to consumers who wouldn’t be likely to apply on their own initiative. Famsa staff target districts within a specific distance from each store. They knock on doors, explaining that they can provide credit and assess creditworthiness using key questions captured via a mobile device. An evaluation is made within 72 hours, so the customer quickly knows how much credit is available at a local Famsa store. Door-to-door credit assessments now drive about 10 percent of the company’s revenue.

In India, solar-powered ATMs and non-banking entities that operate as so-called white-label ATMs are critical when it comes to reaching those who have been excluded. The power grid is insufficient for all of the country’s needs, and the vast network of far-flung Indian villages is ill-suited for traditional bank branch networks. Vortex Engineering is a leader in the field of solar-powered ATMs, offering machines that can operate in temperatures up to 122 degrees Fahrenheit without air conditioning, consuming one-sixth the power of traditional ATMs at around half the operating cost.

In Brazil, banks are focusing on alliances with grocery stores, drugstores, and gas stations, employing point-of-service machines, barcode scanners, PC-enabled systems, and ATMs to lower entry costs and risks. In 2016, Banco do Brasil, the country’s largest bank, faced with the need to shut down 400 branches in the midst of the country’s recession, launched a mobile application that uses voice recognition, enabled by advanced artificial intelligence, to work as a bank assistant. This was a first step in the bank’s plan to focus on digital innovation to increase profitability. Already, some 40 percent of Banco do Brasil’s client transactions are made through mobile phones.

However, although mobile payments led by the private sector have gained strong acceptance in markets including Kenya, Uganda, Bangladesh, and Pakistan, participating companies face the challenge of converting largely over-the-counter transactions into stored value wallets so that they can provide a wider spectrum of banking services, such as credit or insurance, on these mobile-linked accounts. For this to happen, the growth markets need to improve both their digital infrastructure and their online literacy — a need that opens opportunities for companies with the foresight to go into such markets and provide these advances.

HQ on the Ground

When we look at the plans for 21st-century mega-development such as the Delhi-Mumbai Industrial Corridor, then at outlying villages where people are still farming in much the same ways their grandparents did, we see a world in which the needs are complex, varying from region to region and even village to village, and rapidly changing in ways that aren’t always easily predictable. Companies have to be on the ground to identify where there’s a gap, how they can fill it, and at what price they can do so.

We see senior executives at larger companies in developed markets and even in the growth markets themselves grappling with the best ways to deploy their capabilities in these diverse, unpredictable markets. But the executives in corporate headquarters from Boston to Beijing have an evolving role to play in adapting capabilities to conditions. No one can assume that a last-mile delivery strategy that works in India will automatically work in Brazil, but headquarters can be a value-added player in identifying the best practices in one market so that the company can adapt the strategy to other growth markets. Of course, that means headquarters executives have to be strategists themselves, and spend many hours flying around the globe.

Unilever is a company that has been able to cross-share lessons and best practices across different parts of the world. Its pioneering Shakti initiative in India, which trained and employed rural women as sales agents, was adapted to other global markets including Pakistan, Bangladesh, Vietnam, Sri Lanka, and Egypt. When Unilever introduced audio entertainment with product advertisements on mobile phones in rural India, the campaign successfully pushed sales of its detergent product, so it is now planning to run similar — though culturally adapted — mobile ad campaigns in Pakistan and Bangladesh as well as several African countries.

Far-flung field office managers aren’t in a position to coordinate such projects, but headquarters can take the lessons of individual business units and devise a strategy for exporting innovative projects and efficient processes from one market to another. And as the world’s growth engines speed up their pace, more and more of the strategies that work in maturing markets will also be adaptable to developed economies.

Author Profile:

  • David Wijeratne is a managing director with PwC Singapore. He leads PwC’s Growth Markets Centre, a team of experts in Singapore gathered from across PwC’s global network to assist companies with successful entry and profitable expansion  in emerging markets.
  • Gagan Oberoi, a manager with PwC Singapore, is a specialist in industrial products at PwC’s Growth Market Centre. He previously worked in India with Strategy&, PwC’s strategy consulting business, with industrial manufacturing and aerospace and defense clients.
  • Shashank Tripathi, is a partner with PwC India. He leads the Strategy& practice in Mumbai, where he works with the team of experts at PwC’s Growth Markets Centre, specializing in growth strategies for the industrial products and aerospace and defense industries.

Source: strategy+business, Published: April 24, 2017

Inteligência Competitiva Tecnológica 2: “O controle está nas mãos do humano”

Mais do que implementar processos tecnológicos que fiquem mais próximos das novas gerações, os gestores de RH precisam confiar que os algoritmos funcionam e podem ajudá-­los a fazer o trabalho que eles já conhecem.

Depois disso, precisam convencer toda a organização a pensar desse jeito. Gretchen Alarcon, vice­-presidente de estratégia de gerenciamento de capital humano da Oracle, que emprega 140 mil funcionários, falou ao Valor sobre os novos desafios da gestão de pessoas:

Valor: Como a tecnologia pode ajudar a construir a reputação do profissional? Gretchen Alarcon: Muitas companhias estão tentando usar a tecnologia para tornar mais visível o que as pessoas sabem. Como empregado, você mostra como pode contribuir além da sua função. A tecnologia pode rastrear vídeos, perguntas que você respondeu e ajudar a construir a sua reputação. Da próxima vez que eu for montar um time para algum projeto vou saber que aquela pessoa pode ter uma habilidade para estar nele.

Valor: Como convencer a pessoa de que assim não acaba ganhando mais trabalho?

Gretchen: Você vai criar a sua marca e dizer o que quer que a companhia saiba. Você pode ser bom em fazer folha de pagamento mas odiar, então não fala. Você pode construir a reputação em algo que você é mais interessado e não é reconhecido por isso. A questão não é levantar a mão para pedir mais trabalho, mas moldar o trabalho que você faz para algo mais alinhado com os seus pontos fortes e com o que você gosta. Assim, você vai ter um empregado mais engajado.

Valor: O uso de algoritmos no recrutamento pode prejudicar a diversidade ou mascarar algum tipo de preconceito?

Gretchen: Esse é um dos desafios na hora de equilibrar a tecnologia e a interação do gestor. Eu estou tentando substituir alguém que saiu e quero uma pessoa com o mesmo perfil, o sistema pode olhar toda a organização e concluir que se você continuar recrutando esse tipo de pessoa não vai ter uma população diversa. É possível ranquear os funcionários dividindo por performance versus potencial, depois pegar o mesmo grupo e separar por idade, gênero e outros tópicos que indiquem a diversidade. Será que tem algum preconceito escondido? Todo mundo que tem 45 anos desempenha melhor, será que isso é verdade ou essa pessoa tem mais familiaridade com o negócio? Dá para ir rastreando o preconceito inconsciente.

Valor: Quem vai ser o gestor de RH do futuro?

Gretchen: Eu acho que o RH tem que pensar que com as novas gerações entrando no mercado precisamos separar um tempo para rever as práticas de gestão e ver como essa força de trabalho usa a tecnologia. Hoje, os “millennials” estão com quase 30 anos, e já estão gerenciando pessoas que são nativas digitais. O que fazemos de diferente em termos de processos para atingir essas pessoas? Eles se sentem mais confortáveis falando com os outros por meio da tecnologia, como os ajudamos a capacitá-­los para serem gestores? O RH tem que pensar que o executivo de hoje vai sair e um outro tipo vai entrar. Uma área importante que está sendo mexida é a do feedback em tempo real e o coaching. O e­learning vai ser pelo mobile. Temos que entender a forma como as pessoas consomem a informação.

Valor: Como equilibrar a gestão mais tecnológica entre todas as gerações na empresa?

Gretchen: Se quem está na linha de frente adotar, vai dar certo. Talvez isso exija mais engajamento do RH, mas é preciso dividir a tecnologia pelo tipo de trabalhador. Um dos desafios é fazer as pessoas entenderem que podem confiar nos dados e que os algoritmos vão se encaixar naquilo que elas já fazem. Eu era cética sobre tecnologia medir produtividade, me perguntava como um sistema poderia prever um “top performer“ou um funcionário insatisfeito melhor do que uma gestora que conhece o time. O que fizemos foi rodar o algoritmo com informações de dois anos atrás, e vimos que ele realmente previu esses casos. Mais do que reagir a um problema, o sistema vai me dar informações que podem servir de guia. Mas o controle está nas mãos do humano

Fonte:  Stela Campos, Valor, 24/04/2017,­ 05:00

Inteligência Competitiva Tecnológica: O RH encara robôs e inteligências artificiais

Divulgação

Erica Dhawan, CEO da Cotential, defende conexões mais inteligentes nas empresas. Foto: Divulgação.

A tecnologia hoje pode ajudar os departamentos de recursos humanos a reunir dados que traçam o perfil dos funcionários e os comportamentos que melhor se adaptam à organização.

Com isso, podem ter um recrutamento mais assertivo e direcionar treinamentos para as necessidades individuais dos empregados.

Novas ferramentas podem estimular ainda o trabalho em equipe e oferecer a oportunidade do profissional gerenciar a própria reputação na empresa. Tudo isso representa um grande avanço para a gestão de pessoas.

Mas os desafios dos RHs passam por questões que vão além de ter que aprender a interpretar dados, e que requerem novas competências como gestores.

A chegada da geração nascida nos anos 80 aos cargos de chefia e a entrada dos nativos digitais exigem um novo olhar para a atração, retenção e desenvolvimento de talentos.

Além disso, a discussão sobre o uso de inteligência artificial, a robotização e a as novas funções que sobrarão para os humanos já começa a tirar o sono desses executivos.

Todas essas questões foram discutidas na quarta edição do HCM World, evento promovido pela Oracle, que reuniu em Boston mais de 2 mil gestores de RH, de vários países.

Em três dias, foram mais de 60 palestras de executivos da área e de pensadores da gestão. “Parece que o RH está sempre correndo atrás”, diz o sócio da Deloitte, John Bersin.

Em um estudo da consultoria, que reuniu dados de 10 mil pessoas da área, em 140 países, nos últimos três anos, apenas 17 % dos gestores disseram que se sentem prontos para gerenciar uma força de trabalho com pessoas, robôs e inteligências artificiais.

“Eles estão praticamente sendo empurrados para ajudar as organizações a se tornarem digitais.” O brasileiro Fábio Fukuda, diretor global de RH da Cummins, foi responsável pela implementação de um de programa de gerenciamento de talentos na nuvem que envolveu os 55 mil empregados da companhia, em 50 países.

“Foi uma grande mudança cultural para os líderes de RH acostumados a fazer os processos manualmente”, diz. O programa teve início em 2015 e terminou no fim do ano passado. A área de RH da Cummins tem 1.7 00 profissionais.

“O aumento por mérito, que antes era indicado pelo gestor de cada área em um processo que durava até três meses, agora leva duas semanas”, explica Fukuda. Antes, o RH coletava manualmente o quanto cada gestor gostaria de conceder de aumento para a equipe.

O novo sistema indica esses valores e o RH só faz a “calibração” com o executivo para entender se os valores estão corretos e por que um empregado vai ganhar mais que o outro.

“O trabalho ficou mais inteligente e o gestor de pessoas passou a atuar como um consultor especializado em remuneração.” Para o CEO da Oracle, Mark Hurd, não dá para pensar só em aplicativos para RH, é preciso falar de processos. Com 140 mil funcionários em mais de 100 países, ele conta que usa em casa a plataforma que criou para o gerenciamento de capital humano na nuvem, a HCM. “Recrutamos mais de 20 mil pessoas por ano”, diz.

Mas mesmo em uma empresa de tecnologia novas soluções são implementadas aos poucos. “Estamos chegando a um nível de sofisticação em que os gestores terão todo o fluxo de trabalho da organização no celular.” “Como faremos todos os trabalhadores confiarem em algoritmos?”, questiona Steve Denton, presidente da Collective(i), rede global que usa inteligência artificial para analisar as compras das empresas e orientar profissionais de vendas. A resposta não é fácil e divide os ouvintes em sua palestra.

“A melhor combinação para se ganhar músculo e agilidade é ter pessoas que contam com o suporte dos números”, diz. Ele concorda que ninguém vai mudar de comportamento em um minuto, mas diz que o engajamento dos empregados com as inteligências artificiais é possível.

“Todos usamos alguma IA, o Waze é um exemplo.” “A questão é obter vantagens competitivas com os números”, diz José Francisco da Silva, diretor de capital humano da empresa de call center TeleTech, que tem 48 mil empregados em 23 países.

No Brasil, onde reúne 3 mil funcionários, a companhia contrata cerca de 120 pessoas por mês. Silva conta que adotou ferramentas para identificar o perfil dos melhores candidatos no recrutamento. “Alimentamos o algoritmo com o perfil dos mais bem sucedidos”, diz.

Com a medida, ele aumentou os acertos na seleção. “Em 3 anos, nosso turnover caiu de 8% para 3,5%”, diz. Outra ferramenta tecnológica que pode ajudar o RH a aumentar a produtividade nas empresas é a que ajuda a divulgar a reputação dos funcionários em fóruns, mídias sociais internas e e­mails.

Nesses espaços, os funcionários promovem habilidades que podem ser usadas em projetos de outras áreas. Andrew Fulton, presidente da Inoapps, desenvolvedora de aplicativos, diz que esse tipo de ferramenta só funciona quando existe alinhamento entre as motivações pessoais dos funcionários e os objetivos da companhia.

Para Erica Dhawan, CEO da Cotential e co­autora do best­seller “Inteligência Conectiva” (Editora Gestão Plus), a chave do sucesso é justamente conhecer os funcionários e promover conexões inteligentes entre eles.

“Aproveitamos pouco o networking informal da empresa”, diz. Segundo ela, um terço do valor agregado ao negócio por meio de colaboração vem de apenas 3% dos empregados.

A tecnologia ajuda a encontrar experts e facilita a interação longe das reuniões e teleconferências formais, diz a autora. Poucos gestores, no entanto, conseguem entender o trabalho em rede. Segundo Erica, um estudo da HBR mostra que apenas 21% dos líderes admitem ter habilidade para construir times multifuncionais.

Ela lembra que 36% dos funcionários com alta performance possuem fortes laços internos. Como exemplo de trabalho multifuncional, ela cita o caso da Oreo que, em 2013, em menos de quatro minutos após o início de um blackout no Superbowl, publicou uma mensagem no Twitter dizendo que era possível saborear a bolacha no escuro.

A rápida resposta fez com que o anúncio fosse considerado um dos melhores daquele ano, com custo zero. “Isso só foi possível porque executivos, advogados, publicitários e equipes de mídia social aprenderam a trabalhar juntos em tempo real anos antes.”

Os jovens são naturalmente familiarizados com trabalho em equipe e tecnologia. “Hoje o primeiro acesso de quem procura emprego é pelo mobile”, diz Lindsay Stanton, da Digi­Me, que produz conteúdo digital para recrutamento.

Ela conta que 60% dos candidatos que acessam as vagas são da geração Y e preferem vídeos do que textos sobre os empregos. Se por um lado a nova geração é viciada em tecnologia, por outro, como os demais profissionais, ela sabe que por isso está trabalhando demais.

O uso de tecnologia cresceu nos últimos anos, enquanto a produtividade despencou. “Nunca foi tão baixa desde a Revolução Industrial”, afirma John Bersin da Deloitte.

Ele diz que 48% dos jovens americanos gostariam de ter mais dias de férias, enquanto 86% dos trabalhadores, em geral, dizem que o fato de serem “mártires”do trabalho prejudica suas famílias.

A razão para esse cenário devastador, segundo ele, é que ainda não estabelecemos regras de como as organizações devem operar na era digital. Portanto, é certo que o RH terá um papel fundamental para definir o nosso futuro.

Fonte: Stela Campos, Valor, 24/04/2017, ­ 05:00, A jornalista viajou a convite da Oracle.