*By Ary Silveira Bueno
The companies need in solutions practical and agile to meet Governance and the Management – G&G, as effective responses to a "sea" of demands important and urgent matters concerning your business, especially your core business.
To meet the demand for a new G>he company can also search in 2026 strategic connections and therefore relying on solutions High-quality, faster, and more innovative.
Challenge: Choosing who to rely on and which solutions to use in order to plan actions that meet the needs of a new G&G (Global Marketing & Operations) environment.
The company must express that seeks a new culture, in order to be better able to meet the demands of your G&G. Managers must have a clear understanding of this, seeking to... solutions Integrated, systemic, and pragmatic. That is essential!
To that end, the company must establish the different themes and solutions it requires to define the planning, such as:
- Which topics will be covered by your own professionals?
- What are the deadlines for implementing the different themes and stages?
- Which topics will be addressed with external advice and/or consulting services; and
- What are the levels of these solutions, whether to meet basic, intermediate and/or advanced demands, in terms of their technical aspects and relevance to the client?
I will summarize some themes that the company can and/or should consider in order to define the points mentioned above.
- Themes to help mobilize and stimulate professionals towards a new G&G.
- To promote the awakening of consciousness. — translate concepts of G&G for the day-to-day work of the company's professionals, regarding ethics, transparency, clarity and trust;
- To inspire and collaborate to empower professionals. — to show that G&G It's an attitude, even before it's structured;
- To help engage professionals. — to support internal communication, via internal marketing for example;
- To encourage a culture of continuous learning. — support the creation of development pathways (leadership, ethics, Digital Technology, new business models) ESG etc.); and
- To help translate the complexity of the business, to facilitate alignment. in relation to the company's purpose — to do the G&G understood, accepted and lived.
The people The company's starting point gives G&G Long live them — they are the ones who transform value into culture and vice versa.
In summary, help transform to shape mindsets and raise awareness among leaders and teams about the importance of G&G how instrument A valuable asset, providing trust for greater sustainability and longevity of the company.
- Themes for systematically articulating the relationship between company professionals and various stakeholders to meet a new G&G (Governance & Governance) approach.
- Map and connectThe company, with actors from the quadruple helix, offers mature and robust solutions, solutions without financial burden, solutions supported by incentives, etc.
- Orchestratewith the respective areas of the company, various events are possible, creating spaces for co-creation, sharing of best practices and lessons learned;
- PromoteTrust networks — based on transparency, shared goals, and joint metrics; and
- To generatefor the company visibility and institutional recognition for its practices of G&G successful.
In short, connect the company and its professionals with organizations of the quadruple helix: academia, businesses, governments, and civil society entities, united around common purposes, ideals, achievements, and results — promoting the G&G and the coopetition interorganizational.
- More advanced technical topics—such as solutions for a new G&G
- Apply maturity diagnosticsin G&G, identifying gaps and opportunities;
- Implement practical structuresAdvisory boards, policies and decision-making rituals;
- Empowering leaders and teams — transforming concept into applied competence;
- Integrating people, processes, and technology — Connecting systems, data, and reports for real-time decision-making; and
- Monitor results and ensure continuous improvement., with key indicators, dashboards, regular reviews, and performance panels.
They can help transform diagnoses and plans into measurable results, using method, discipline, and technology — ensuring that... G&G answer 5 CsThey are: Çcomplete, ÇConscious, ÇConvergent, Çconsistent and ÇTrust.
These are themes and steps that can contribute to making to happen the strategy and catch up The company's purpose and mission.
The reality of businesses around the world. VUCA
Companies are living through a crucial phase. of unprecedented challenges and opportunities, owing regularly:
- Resize its size;
- Sustain exponential growth – in some cases;
- Define your ideal core business and their business models;
- To know The challenges and opportunities of tax reform; and
- Support People – learning, performance and knowledge management.
Because of this, companies are eagerly demanding:
- People with skills and competencies suited to your business;
- Law Suit well designed – implemented and validated;
- Technologies digital technologies suited to their realities; and
- Solutions Simplified, accessible, and pragmatic solutions to meet your needs for a new... G&G.
In summary, the definitions of themes and stages implementation and with which strategic connection, They aim to:
- Reduce risks and increase financial predictability;
- Prepare the business for expansion, succession and/or M&A;
- Accelerate and qualify executive maturity and culture of G&G;
- Strengthen the perception of the company's value by its professionals and stakeholders; and
- Integrate G&G innovation, T. Digital and ESG in a single, collective, and evolutionary movement.
In conclusion
These themes together are some of the elements that form the "engine" that can lead companies to a new G&G (Governance & Growth).transforming challenges in achievements and opportunities with good results.
Understanding this by the entire team is a key factor. determinant, what makes it easier the construction of journey for a new G&G culture and can define your success, especially for the averages companies.
Founder and Director of ASPR
Vice-President of the Brazil Digital Institute
Chairman of the Board of Sineco – National Ecosystem System of Digital Brazil
Notice: The opinion presented in this article is the responsibility of its author and not of ABES - Brazilian Association of Software Companies
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