Management 3.0 and Its Contribution to Continuous Improvement in ATM and Cash Management

Andreia Vilas Boas Gomes; Marcos Aurélio Lopes

DOI: 10.22167/2675-6528-202602658

Article derived from a Course Conclusion Work (TCC), with content based on the student’s original work and adapted to the editorial format of the E&S Magazine with the support of the ResumeAI tool, an artificial intelligence solution developed by Instituto Pecege for textual synthesis and organization.

Summary

The growing need for organizations to adapt to dynamic and competitive environments has demanded the development of greater capacity for reinvention and continuous transformation. The objective was to analyze the relevance of Management 3.0 principles for strengthening the culture of continuous improvement in the ATM and Cash Management area of an organization. We sought to understand how aspects such as leadership, autonomy, engagement, and collaboration — central foundations of Management 3.0 — can influence the development of an environment focused on constant learning and evolution. The research was descriptive, with a quantitative and cross-sectional approach, and data were collected at a single point in time through a field survey. A structured online questionnaire was used, sent to collaborators in the ATM and Cash Management area of the studied organization. The data were organized and analyzed based on agreement indicators, which allowed for the identification of predominant perception trends related to the investigated principles. The results indicated recognition of the importance of participatory leadership, autonomy, and collaborative work, in addition to highlighting a willingness to contribute to process improvements. However, it was observed that the consolidation of the continuous improvement culture still required the strengthening of practices and greater internalization of shared responsibility in daily operations. The analyzed principles showed adherence to the context of this organization and demonstrated potential to consistently drive cultural transformation.

Keywords: Autonomy; Co-responsibility; Organizational Culture; Engagement; Participative Leadership.

1. Introduction

The contemporary organizational landscape is marked by increasing dynamism and complex challenges. For many years, the corporate environment was described by the VUCA concept (Volatility, Uncertainty, Complexity, and Ambiguity), which emphasized the speed of changes, the difficulty of predictions, and the multiplicity of causes and effects in strategic decisions (Borroni-Biancastelli and Machado, 2023). More recently, the BANI concept (Brittle, Anxious, Non-linear, and Incomprehensible) emerged, offering an even more realistic view of the current context by highlighting that small alterations can generate significant impacts, non-linear relationships, and limited understanding of complex events, increasing organizational anxiety and system fragility (Sanches, 2023). This scenario reinforces the need for more flexible management approaches centered on continuous learning (Silva et al., 2024).

Faced with this panorama of constant transformation, management models have also evolved significantly over time. Management zero point, for example, was based on the principles of Taylor’s Scientific Management and Ford’s mass production practices. From this perspective, the worker was seen as an extension of the machine, and motivation was predominantly financial, with the belief that salary increases would lead to satisfaction and, consequently, to higher productivity levels. The main focus of management was on efficiency, strict control, and task standardization, without considering the human, emotional, or social aspects of the work environment (Paladini, 1998).

In response to the rigidity and dehumanization of previous models, Management 2.0 emerged with a new, more people-centered vision. This approach was influenced by the Human Relations School, especially by Elton Mayo’s Hawthorne experiments (Mayo, 1933). Management 2.0 recognizes that psychological, social, and emotional factors strongly influence job performance. From this perspective, the worker ceased to be perceived merely as a cog in the productive machine and began to be considered a “social man,” driven by the need for recognition, belonging, and active participation (Bonome, 2009).

Management 3.0, proposed by Jurgen Appelo in 2010, represents an evolution that seeks to overcome the limitations of traditional leadership models in increasingly complex and dynamic organizational contexts. This approach is not configured as a prescriptive model or a rigid framework, but as a set of principles, practices, and tools focused on people management and organizational systems. It proposes a more collaborative and systemic way of managing, in which leadership is shared between managers and teams, based on the assumption that management is too important to be the sole responsibility of managers. In this context, Management 3.0 seeks to promote people engagement, strengthen team autonomy, and continuously improve organizational systems, structured around six fundamental principles: energize people, empower teams, align constraints, develop competence, grow organizational structure, and improve everything continuously (Appelo, 2010, 2020).

From this evolution of management approaches, a shift in organizational focus is observed, moving from control and productivity to the inclusion of aspects such as engagement, collaboration, and human development. In this scenario, quality has assumed a central role, reflecting in customer expectations and business sustainability, which demands continuous investment in processes, people, and technologies (Lobo, 2020). However, building a culture of continuous improvement still represents a significant challenge, as excessive controls or authoritarian imposed changes can generate resistance and demotivation in teams (Appelo, 2020).

In this context, the application of the principles of Management 3.0 becomes especially relevant in operational and sensitive areas, such as ATM and Cash Management. This area is responsible for planning, controlling, and ensuring the availability of physical cash in ATMs and branches, an activity that demands a high level of precision, security, and efficiency. The performance of this management directly impacts customer experience, the institution’s image, and business profitability. Thus, promoting more collaborative management, which values engagement and autonomy, can contribute to transforming an operational environment into a space for innovation and continuous improvement.

Given the complexity and criticality of ATM and Cash Management, and considering the potential of the principles of Management 3.0 to drive cultural transformation consistently, this study is justified by the need to understand how these fundamentals can strengthen the culture of continuous improvement. Thus, the objective was to analyze the relevance of the principles of Management 3.0 for strengthening the culture of continuous improvement in the ATM and Cash Management area of a single organization, seeking to understand how aspects such as leadership, autonomy, engagement, and collaboration can influence the development of an environment focused on constant learning and evolution in the specific context of this organization.

2. Material and Methods

The present study was characterized as a descriptive research, with a quantitative approach and transversal nature. Descriptive research was employed with the purpose of characterizing collaborators’ perception of the principles of Management 3.0 in the organizational context, as recommended by Gil (2019). The quantitative approach, in turn, enabled the systematic measurement and analysis of the collected data, while the transversal nature indicated that data collection occurred at a single moment.

The research strategy adopted was the field survey, known as “survey”, justified by its ability to systematically collect data through a structured questionnaire (Malhotra, 2012). The empirical object of the research consisted of collaborators from the ATM and Cash Management area of a single organization. This area is part of a services and operations company with administrative headquarters in Piracicaba, founded in 2022 as a “spin-off” from a multinational bank.

Data collection was carried out during the month of December 2025. For this purpose, a structured online questionnaire, composed of 23 questions, was used, which was made available through the Google Forms application. The questionnaire remained accessible throughout the entire collection month, being sent to 65 collaborators from the ATM Management and Cash area of the studied organization.

At the end of the collection period, 34 responses were obtained, which corresponded to approximately 52.3% of the invited audience. All participants belonged to the same organization and worked in the ATM and Cash Management area, ensuring that the perceptions collected reflected the specific organizational context analyzed. The questions were structured on a five-point Likert scale, ranging from 1 (Strongly Disagree) to 5 (Strongly Agree).

The questionnaire was divided into five thematic blocks. The first block addressed the sociodemographic profile of the participants, with five questions about gender, age group, education level, position held, and time working in the field, aiming to contextualize the group. The four subsequent blocks were developed based on the principles of Management 3.0, according to the approach of Appelo (2010, 2020).

The second block, with five questions, focused on leadership and autonomy, seeking to measure the recognition of leaders as trustworthy and encouraging. The third block, with four questions, investigated work motivation, considering elements such as purpose and recognition. The fourth block, with four questions, assessed the improvement culture, exploring openness to experimentation and learning from mistakes.

Finally, the fifth block, with five questions, sought to investigate the levels of collaboration and engagement among team members, understanding the degree of cooperation and the sense of belonging. This structure allowed for the relationship between the theoretical foundations of Management 3.0 and the practices observed in the ATM and Cash Management area, identifying aspects that could favor or limit its application.

For the data analysis, the MS Excel® program was used. Responses were grouped by categories and profiles, in addition to the creation of supporting tables. Basic statistical procedures, such as calculating averages, were applied to identify the average level of agreement and the response patterns of the participants in each question. The results were analyzed descriptively, aiming for their presentation and comparison (Lopes et al., 2019).

Regarding ethical considerations, the research design, data collection, statistical analysis, and interpretation of results were carried out entirely by the author. According to Art. 1, item I, of Resolution No. 510/2016 of the National Health Council, and the result of the Ethical Considerations Form (ECF), there was no need to submit to the Research Ethics Committee (CEP). The participation of collaborators was voluntary and anonymity was guaranteed, with the acceptance of the free and informed consent term being implicit in responding to the electronic Questionnaire.

3. Results and Discussion

The research results revealed perceptions of collaborators from the ATM and Cash Management area regarding the relevance of Management 3.0 principles for strengthening the continuous improvement culture. The data analysis, collected through a structured questionnaire, allowed the identification of predominant trends related to leadership, autonomy, motivation, improvement culture, and engagement. Overall, the findings indicated significant adherence of Management 3.0 principles to the context of the studied organization, pointing to a considerable potential to drive a more participatory and collaborative cultural transformation. Subsequently, the results are presented and discussed in thematic blocks, according to the structure of the collection instrument.

Block 1 – Sociodemographic profile

The research sample consisted of 34 participants from the ATM and Cash Management area. Regarding gender, it was found that 62.0% of the respondents were male. Although this demographic predominance is notable, it is important to emphasize that the Masculinity-Femininity (MAS) dimension, according to Hofstede (1984), refers to cultural values and not to gender distribution. Thus, the majority presence of men in the sample does not necessarily imply a masculine organizational culture, which would be characterized by values such as competitiveness and emphasis on material success, as discussed by Eccel and Grisci (2011).

Regarding the age group, 85.3% of the participants were between 30 and 59 years old, indicating a predominance of individuals of economically active age. This concentration in intermediate age groups is traditionally associated with greater participation in the formal labor market, which aligns with data from the Continuous National Household Sample Survey (PNAD Contínua) by the Brazilian Institute of Geography and Statistics (IBGE, 2026). This convergence reinforces the suitability of the sample’s age profile to the occupational context analyzed, lending greater representativeness to the results obtained.

The analysis of the positions held revealed that 70.60% of respondents worked as collaborators, evidencing the predominance of operational roles in the sample, with less representation of strategic and management positions. Regarding the time of experience in the area, 58.82% had more than seven years of experience, while 41.18% were in the initial phase of their careers, with up to six years. This panorama suggests that the sample integrates both professionals with consolidated trajectories and those at the beginning of their careers, which can enrich the diversity of perspectives on management and continuous improvement practices.

Regarding the educational level, the sample demonstrated a high educational profile, with 82.35% of participants holding a bachelor’s degree or higher. This predominance of respondents with higher education and the significant presence of postgraduate degrees may positively influence participants’ perception of organizational and management practices. A higher educational level may be associated with a greater capacity for critical analysis and understanding of complex concepts, such as the principles of Management 3.0, favoring the interpretation of results.

Block 2 – Leadership and autonomy

The collaborators’ perception of leadership and autonomy practices in the ATM and Cash Management area showed positive recognition. Regarding the recognition of effort and deliverables made by leadership, 76.48% of respondents agreed or fully agreed with the statement. This data suggests that the organization’s leaders adopt effective recognition practices, a crucial factor for team motivation and engagement, in line with the principles of Management 3.0 which aim to energize people.

The openness to dialogue with leadership was widely perceived, with 85.30% of participants agreeing or strongly agreeing. This result indicates that employees consider leadership accessible and available for exchanging ideas and discussing workplace difficulties. Such openness is fundamental for strengthening trust relationships and team engagement, aspects that Appelo (2010) highlights as essential for collaborative and effective management.

The research also revealed that 82.35% of participants perceive a high stimulus for participation in decisions, suggesting that leadership actively encourages team involvement in decision-making processes. This finding is in line with the Management 3.0 model, which advocates for a facilitative leadership, delegating authority and promoting employee autonomy. This approach aims to strengthen engagement and co-responsibility for organizational results, transforming management into a shared process (Appelo, 2010).

Leadership’s confidence in employees’ decision-making ability was positively perceived by 82.36% of participants, who agreed or fully agreed with the statement. This shows that the majority of employees recognize that their leaders demonstrate confidence in the team’s autonomy and discernment. Bianchi, Quishida, and Foroni (2017) emphasize that employee involvement in organizational decisions contributes to strengthening commitment, trust, and the quality of decisions. Furthermore, Spreitzer (1995) defines psychological empowerment by dimensions such as meaning, competence, self-determination, and impact at work, highlighting the role of leadership in creating environments that favor individual autonomy. Rocha et al. (2024) add that leadership practices based on confidence and dialogue promote psychological safety and collective learning.

However, the perception of leadership’s exclusive responsibility for continuous improvement showed a more heterogeneous distribution. Although 47.06% of respondents disagreed or strongly disagreed with the statement, indicating an understanding of improvement as a shared process, 52.94% were neutral, agreed, or strongly agreed. This division suggests that a significant portion of the sample still holds a more traditional view, centralizing responsibility for improvement on leadership or perceiving it indefinitely. This scenario points to the need to strengthen practices that promote team empowerment and co-responsibility, aligning with the principles of Management 3.0 of “empowering teams” and “continuously improving organizational systems” (Appelo, 2010). The active participation of all involved is essential for the sustainability of improvements, according to the principles of Kaizen (Imai, 2014).

In summary, the results of this block indicate a predominantly positive perception of leadership performance, characterizing a participatory style that encourages autonomy, collaboration, and team empowerment. However, the heterogeneity of responses regarding responsibility for continuous improvement suggests that, although the principles of Management 3.0 are present, the internalization of co-responsibility still requires further consolidation. This highlights the importance of reinforcing practices that promote a more distributed view of responsibility for improvement, actively engaging all collaborators.

Block 3 – Motivation at work

The analysis of motivation at work revealed that 91.18% of participants agree or fully agree with the statement that their work is important for the results of the ATM and Cash Management area. This perception reinforces the importance of task significance as a significant motivational factor, contributing to greater engagement and commitment to team objectives, as highlighted by Bergamini (2018). The sense of purpose is a fundamental pillar for energizing people, one of the principles of Management 3.0 (Appelo, 2010).

The autonomy to propose improvements in daily work was positively perceived by 85.30% of respondents, who agree or fully agree with the statement. This finding indicates that the majority of collaborators feel free to suggest innovations in their work processes. Bergamini (2018) recognizes autonomy as an essential element for engagement and active participation in continuous improvement, which directly aligns with the “empower teams” principle of Management 3.0, which seeks to delegate power and responsibility to teams.

Regarding the recognition of good ideas by the team, 85.30% of participants agree or strongly agree. This positive assessment of recognition practices among team members favors internal motivation, strengthening individual initiative and the utilization of each collaborator’s strengths (Bergamini, 2018). Mutual recognition creates a supportive and valuing environment, encouraging proactivity and the search for innovative solutions, crucial elements for continuous improvement.

The motivation to seek new ways of performing work was evidenced by 79.41% of participants, who agree or strongly agree with the statement. This disposition to innovate and propose improvements is enhanced in contexts that promote autonomy, active participation, and recognition, according to Bergamini (2018). Such results are aligned with the principles of Management 3.0, especially “energize people”, by demonstrating high levels of motivation and sense of purpose, and “empower teams”, by reflecting the perception of autonomy and the encouragement of active employee participation in continuous improvement processes (Appelo, 2010).

In summary, the results of this block indicate a broadly positive perception regarding employee engagement and freedom to propose improvements. The high levels of agreement on items related to the importance of work, autonomy, recognition of ideas, and motivation for innovation suggest an organizational environment conducive to innovation. Individuals feel encouraged to contribute ideas and improvements in their activities, positively impacting the organization’s results, in full accordance with the fundamentals of Management 3.0 (Appelo, 2010).

Block 4 – Improvement Culture

The collaborators’ perception of the improvement culture in the organization, previously named innovation culture, revealed that 91.18% of respondents agree or fully agree that improvement and innovation initiatives are valued. This finding highlights that the organization recognizes and encourages the pursuit of enhancements. Environments that value such initiatives tend to stimulate innovative behaviors, the utilization of collaborators’ knowledge and intellectual capital, strengthening their participation in processes (Bruno-Faria and Fonseca, 2014), which is vital for continuous improvement.

The existence of space to test new ideas, even if not all are successful, was favorably perceived by 88.24% of participants, who agree or strongly agree. This perception indicates a culture that favors experimentation, creativity, autonomy, and employee engagement, contributing to the continuous improvement of activities (Bruno-Faria and Fonseca, 2014). The permission to make mistakes and learn is a pillar of continuous improvement and skill development, aligned with Management 3.0 (Appelo, 2010).

Regarding the stimulus for sharing ideas within the organization, 85.29% of participants agree or fully agree. However, the presence of neutral responses suggests that the perception of incentives for idea exchange may not be uniform among all collaborators. Bruno-Faria and Fonseca (2014) emphasize that encouraging knowledge sharing fosters collaboration, collective learning, and the construction of innovative solutions, which are crucial elements for adapting to dynamic contexts.

Regarding organizational learning from errors, 67.65% of participants agree or fully agree that the company learns from failures and uses them to improve. Although this perception is positive, the level of agreement is more moderate compared to other items. This suggests that, despite recognizing the importance of this process, it is not yet fully consolidated, highlighting the need to strengthen structured reflection and sharing practices to transform failures into opportunities for continuous improvement (Nonaka and Takeuchi, 2008). This aspect is directly related to the principles of Management 3.0 of “developing competencies” and “continuously improving everything,” which presuppose learning from experimentation and errors as the basis for the evolution of teams and organizational systems.

In summary, the results of this block indicate high levels of agreement in three of the four dimensions analyzed, with a predominance of positive responses ranging between 85.29% and 91.18%. This highlights a favorable perception regarding the valuing of improvement initiatives, the existence of space for experimentation, and the encouragement of idea sharing. These aspects are aligned with the principles of Management 3.0, especially concerning “develop competencies”, “improve everything continuously”, and “energize people”, by promoting a motivating environment for idea generation and active employee participation (Appelo, 2010).

Block 5 – Collaboration and Engagement

The collaborators’ perception of cooperation, knowledge sharing, participation, and pride in relation to the team and the organization was predominantly positive. Regarding the incentive for cooperation among colleagues in the ATM and Cash Management area, 73.53% of respondents agree or fully agree. This data shows that cooperation is perceived as an encouraged element in the work environment, contributing to the strengthening of teamwork, the improvement of communication interactions, and the collective construction of knowledge, essential aspects for organizational learning and adaptation to dynamic contexts (Franco and Santos, 2011).

Regarding the exchange of knowledge among team members, 76.47% of participants agree or strongly agree. This result highlights a favorable perception of information circulation and knowledge sharing. The sharing of experiences, according to Nonaka and Takeuchi (1997), enables the conversion of tacit knowledge into explicit knowledge, expanding the organization’s capacity to learn, innovate, and adapt to changes. This is crucial for continuous development and organizational resilience.

The team’s active participation in decisions that impact work was perceived by 73.53% of respondents, who agree or strongly agree with the statement. This indicates that the majority perceive the existence of participation spaces in decision-making processes. However, the presence of neutral and occasionally dissenting responses points to opportunities for strengthening co-responsibility and collective involvement. The decentralization of decisions favors engagement, autonomy, and the protagonism of teams, promoting continuous learning and the improvement of organizational results (Appelo, 2020).

The feeling of pride in being part of the team was expressive, with 82.36% of participants agreeing or strongly agreeing. This sense of belonging to the team is associated with intrinsic motivation and the meaning of work, strengthening collective commitment and the identification of collaborators with the group’s objectives and values (Bergamini, 2018). Such pride is an indicator of a healthy and collaborative work environment, where individuals feel valued and an integral part of something larger.

Regarding pride in belonging to the organization, 94.12% of respondents agree or strongly agree. This positive psychological bond with the company reinforces engagement, satisfaction, and commitment, promoting alignment between personal and institutional values and contributing to the consolidation of an engaged organizational culture (Bergamini, 2018). This high percentage demonstrates a strong identification of employees with the institution, which is a valuable asset for talent retention and the promotion of a positive work environment.

The results of this block indicated a predominantly positive perception by collaborators regarding cooperation, knowledge sharing, participation in decisions, and the feeling of belonging to the team and the organization. The agreement percentages, ranging between 73.53% and 94.12%, highlight a favorable environment for collaborative work, engagement, and building trusting relationships among team members. These findings reflect characteristics of a cohesive and collaborative team, aligned with the principles of Management 3.0, especially concerning “growing the organizational structure”, “empowering teams”, “energizing people”, and “aligning constraints” (Appelo, 2010), indicating that collaborators understand their role in decisions and act in an integrated manner with organizational objectives.

In summary, the research findings demonstrate that the principles of Management 3.0, such as participatory leadership, autonomy, engagement, and collaboration, are recognized and valued by employees in the ATM and Cash Management area. The majority of participants perceive an environment that stimulates proactivity, dialogue, and contribution to continuous improvement. However, the full consolidation of the continuous improvement culture still demands a strengthening of co-responsibility practices and greater internalization of learning from mistakes, ensuring that all employees feel fully part of the organizational evolution process and that failures are seen as opportunities for enhancement.

4. Conclusion

The present study aimed to analyze the relevance of Gestão 3.0 principles for strengthening the culture of continuous improvement in the ATM and Cash Management area of an organization, seeking to understand how aspects such as leadership, autonomy, engagement, and collaboration can influence the development of an environment focused on constant learning and evolution. It was found that the area’s collaborators demonstrated recognition of the importance of participative leadership, autonomy, and collaborative work, perceiving an environment that stimulates dialogue, proactivity, and contribution to process improvement. A high sense of belonging and pride in relation to the team and the organization was also observed. These findings indicate that Gestão 3.0 principles, such as energizing people and empowering teams, are aligned with the analyzed context, contributing to the construction of a more participative and collaborative environment. The study’s main contribution lies in demonstrating the potential of these principles to drive consistent cultural transformation, fostering engagement and increasing employee involvement in the identification and implementation of continuous improvements.

However, it was identified that the full consolidation of a continuous improvement culture still demands the strengthening of co-responsibility practices and greater internalization of learning from errors in daily operations. The heterogeneous perception of exclusive leadership responsibility for continuous improvement and the moderate level of agreement regarding organizational learning from failures suggest that, although the principles of Management 3.0 are present, their full application requires further deepening. As a limitation, the study was cross-sectional and conducted in a single organization, which restricts the generalization of the results. For future studies, it is suggested to investigate the specific barriers that prevent the full internalization of co-responsibility and learning from errors. Qualitative research is also recommended to deepen the understanding of employees’ perceptions, as well as longitudinal studies that track the implementation of new management practices and their impacts on the continuous improvement culture.

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