Marcos Antônio Cuba; Pablo Henrique Paschoal Capucho

DOI: 10.22167/2675-6528-202603249

Article derived from a Final Course 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.

Abstract

Innovation management in the digital age has driven technological and social transformations, becoming strategic for the survival and growth of organizations. The process of innovation management and technological transformation underway at the Sanctuary of São Judas Tadeu was analyzed, as well as its effects on management practices, identifying critical success factors and challenges in reconciling institutional tradition with the demands of the Digital Age. A single instrumental case study, with a qualitative approach and an exploratory-descriptive nature, was adopted. Data collection occurred through participant observation, semi-structured interviews, and documentary analysis, and the analysis followed Yin’s (2018) procedures. The results revealed the implementation and digitalization of processes in the financial and administrative areas, promoting traceability, standardization, and greater transparency in resource management. An advance was observed in the automation of receipts and the consolidation of routines, although the adoption of digital solutions was heterogeneous. It was concluded that digital innovation reconfigured management practices without altering the religious culture, expanding the reach of pastoral and social actions and strengthening the institutional mission when aligned with its identity and central purpose.

Keywords: Digital era; Innovation; Management practices; Religious tradition; Technological transformation.

1. Introduction

We currently live in a context of rapid technological and social transformations, driven by the advancement of digitalization and growing global connectivity. In this scenario, innovation has ceased to be just a competitive advantage to become a strategic necessity for the survival and growth of organizations. The so-called Digital Age has brought new paradigms of consumption, production, and relationships, demanding greater agility, flexibility, and adaptability from companies in the face of constant market changes (Andreassi, 2021).

Innovation management therefore plays a central role in corporate strategies, by enabling organizations to develop new solutions, improve internal processes, and create value on an ongoing basis. Through the integration of technology, people, and organizational culture, innovation management makes it possible for ideas to be transformed into products, services, or business models that meet the new demands of increasingly demanding and connected consumers. With the expansion of emerging technologies such as artificial intelligence, big data, the internet of things, cloud computing, and blockchain, the competitive dynamic has been profoundly altered. Companies that understand and apply effective innovation management practices can not only remain relevant but also lead disruptive movements in their sectors. Thus, understanding how to manage innovation in the Digital Age has become a decisive factor for organizational success and for the sustainable development of modern economies (Silva, 2022).

Thus, the study of Innovation Management in the Digital Age seeks to understand how organizations can structure processes, adopt technologies, and foster an innovative culture capable of responding to the challenges and opportunities of the digital world, promoting lasting competitive advantages in an environment of constant transformation (Reis, 2024). In parallel, this research intends, through a case study, to demonstrate the evolution of technological transformation and the reconfiguration of management practices at the São Judas Tadeu Sanctuary, where the author of this project works as a manager. Among the technologies employed are virtual visitation and online masses, initiatives that have been widely accepted by the target audience.

The offering of online masses has consolidated itself as a relevant phenomenon in the field of contemporary religiosity, especially after the expansion of digital technologies and the strengthening of the connectivity culture. The transmission of liturgical celebrations through virtual means represents a reconfiguration of traditional religious practice, expanding the possibilities for the faithful’s participation and promoting new ways of experiencing faith. This process can be understood in the broader context of the digitalization of social experiences, in which technological mediation becomes a constitutive part of human relationships, including spiritual expressions (Silva, 2023). From a sociological point of view, online masses function as a mechanism for maintaining community ties. Despite the physical absence, participants find a sense of belonging in the virtual environment, built through symbolic interactions, shared rituals, and the presence of the celebrating minister. Furthermore, live broadcasts enable people with reduced mobility, the elderly, or geographically distant individuals to access religious practice, democratizing participation and reducing previously insurmountable barriers (Silva, 2023).

In this context, innovation ceased to be a choice and became an indispensable condition for the continuity and relevance of the institutional mission in the 21st century. The greatest challenge is not merely technical, but symbolic: to digitize without distorting, to modernize without secularizing (CGI.br, 2023). For religious institutions, innovation management in the digital age presents a unique problem, involving the need to integrate technological advancements into management practices without compromising the doctrine, dogmas, spirituality, and religious tradition that constitute their identity. The justification for this study lies in the importance of understanding how organizations with a strong attachment to tradition can navigate digital transformation while maintaining their essence and relevance in an increasingly connected world. Based on the presented contextualization, the present work aims to analyze the ongoing innovation management and technological transformation process at the Sanctuary of São Judas Tadeu, as well as its effects on management practices, identifying critical success factors and challenges in reconciling institutional tradition with the demands of the Digital Age.

2. Material and Methods

The present study adopted an instrumental single case study methodological approach, with the digital transformation process and the reconfiguration of management practices at the São Judas Tadeu Sanctuary as the empirical object. This institution was selected for its singular nature, which integrates spiritual, institutional, and strategic dimensions, representing a contemporary and ongoing phenomenon, directly accessible to the researcher. The choice of case study allowed for an in-depth analysis of the context (Yin, 2018).

Methodologically, the research was conducted under a qualitative approach, characterized as exploratory-descriptive. This option was justified by the need to investigate a phenomenon that involves meanings, perceptions, and cultural dynamics, which could not be fully captured by quantitative methods. The methodological foundation followed authors such as Andreassi (2021), Reis (2024), and Silva (2022), who address the case study as an in-depth empirical investigation strategy for emerging and organizational phenomena.

The institutional innovation journey at the São Judas Tadeu Sanctuary was configured as a planned process of organizational change, developed over approximately eighteen months. The study participants were the administrative and pastoral leadership, as well as the communication and service teams, totaling twelve collaborators involved in the different stages of digital transformation implementation.

Data collection was structured from multiple sources of evidence, aiming to ensure triangulation and analytical robustness. Participant observation was carried out, in which the researcher directly inserted themselves into the investigated environment, exercising their institutional functions and actively participating in daily routines and practices. This insertion enabled systematic monitoring of activities and understanding of the dynamics and meanings produced in the studied context.

Complementarily, semi-structured interviews were conducted with religious leaders and team professionals. These interviews allowed for the capture of narratives, perceptions, and potential resistances to innovation. Additionally, documentary analysis was carried out, which included strategic plans, institutional reports, ongoing projects, and digital governance guidelines of the Sanctuary.

The data collection period for the financial analysis, specifically, covered the months of September to December 2024, based on data from the year 2024. The technologies employed at the institution, and which were the subject of analysis, included the Net.CRM platform, with its modules for Financial Management (GEF), Team and Cross-functional Work Management (GET), Electronic Document Management (GED), Asset and Contract Management (GAC), and the Communication module (CMS).

The data analysis procedures were based on the methodology proposed by Yin (2018). The process began with the organization of raw data, where all information from participant observation, interview transcripts, and digitized documents was compiled into a case study database. This stage was crucial to ensure data integrity.

Next, initial triangulation of evidence was performed, comparatively examining each piece of data to identify convergences, divergences, and gaps among the multiple sources. The third step consisted of thematic coding, where the evidence was logically categorized into analytical categories aligned with the research objectives, such as perceptions of innovation, cultural dynamics and resistances, and processes of mindset reconfiguration.

Subsequently, pattern-matching analysis was performed, comparing the empirical patterns identified in the field with the patterns predicted by the theoretical framework. The construction of the explanation, a central technique of the analysis, was carried out iteratively, formulating initial explanatory propositions, verifying them with new evidence, and finally, reformulating and integrating them to understand the transformation process.

Temporal analysis was applied to identify the phenomenon’s evolution over time, considering the temporal milestones of digital implementation, changes in leadership discourse, the progression of governance and culture actions, and moments of conflict or innovation acceleration. Finally, the cross-synthesis of conclusions integrated the results from different techniques into a single, coherent, and systematized interpretation, explaining the articulation of digital innovation with religious identity and the emergence of digital governance practices.

3. Results and Discussion

The digital transformation at the Sanctuary of São Judas Tadeu revealed a multifaceted process of reconfiguring management practices, which aligned with the institutional mission without compromising its religious identity. The research findings indicated the gradual implementation of digital systems and the automation of routines, especially in the financial and administrative areas, promoting greater traceability, standardization, and transparency in resource management. This strategic modernization movement, as observed, was not limited to the adoption of tools but was integrated into institutional purposes, reinforcing the organization’s relevance in the Digital Age (Reis, 2024).

Participant observation allowed us to identify that the Sanctuary, despite being inserted in a traditionally conservative environment, has been conducting a continuous modernization of its processes. The implementation of digital management systems, the automation of financial routines, and the strengthening of online presence, such as virtual masses and virtual tours, represent a strategic repositioning. The central challenge, as pointed out, is not merely technical, but symbolic: to digitize without altering its character and to modernize without secularizing the religious essence of the institution (CGI.br, 2023).

The institution, which articulates fields of ecclesial and institutional action, demonstrated that innovation practices must respect human rhythms and maintain spirituality as a central value. The reconfiguration of management practices, instead of altering religious culture in its theological sense, focused on how the institution organizes resources, processes, information, and responsibilities (Gomes, 2024). Digital transformation, in this context, materialized as an organic and gradual process, in which technology was incorporated as a means to strengthen the mission, and not as an end in itself.

The institutional innovation journey was a planned process of organizational change, developed over approximately eighteen months, with the participation of twelve collaborators, including administrative and pastoral leadership, as well as communication and service teams. This process aligns with theories of organizational change and innovation management, which emphasize the need for alignment between strategy, structure, and institutional culture (Reis, 2024). Before the restructuring, internal processes were characterized by decision-making centralization, informality, and reactivity, with predominantly in-person communication (Silva, 2023).

From the initial diagnosis, we proceeded to map critical processes, define responsibilities, and formalize routines through flowcharts and operational protocols. Principles of agile methodologies were incorporated, such as short-cycle planning and periodic follow-up meetings, favoring continuous adaptation and organizational learning (Silva, 2023). Training actions focused on the strategic use of digital tools and institutional communication were promoted, reinforcing the understanding that organizational transformation depends on collective learning and the strengthening of internal competencies.

Communication channels were also restructured, with the integration of social media, standardization of visual identity, and implementation of systematized digital service. This movement is in line with contemporary approaches to digital transformation, which understand it as a reconfiguration of purpose-driven organizational processes and practices (Gomes, 2024). The implemented innovation represented the transition from an intuitive and centralized management model to a more collaborative structure, oriented by processes, indicators, and continuous evaluation cycles, strengthening the institutional mission.

In the financial field, the digital transformation project’s central objective was to qualify the use of the Net.CRM system to manage revenues and expenses, including donations, tithes, accounts payable and receivable, bank reconciliation, and daily closing. The analysis of data from September to December 2024 revealed that 7,551 payment receipts were recorded, with approximately two-thirds (66%) processed automatically via CNAB files and about one-third (34%) dependent on manual entries. This advancement in automation, although significant, still indicates room for optimization and reduction of dependence on manual procedures (Cálix Sistemas de Informação, 2026).

The distribution of releases over the business days in the observed period showed peaks of activity, with higher daily averages on days of effective system use. In a simulated scenario, the daily average of operations could drop from 68 to 55 releases/day if distributed over all 85 available business days, suggesting a potential for workload smoothing and better routine planning. The organization’s ability to absorb volume peaks and stabilize system usage at more mature levels was evident, even with the need to reduce manual operations (Cálix Sistemas de Informação, 2026).

Regarding accounts receivable, 2024 data indicated significant growth in the volume of registrations, with a peak of 3,659 entries in August, followed by stabilization and reduction. This pattern reflects the system’s implementation and consolidation phase, with an initial effort focused on data recording and gradual adaptation to more synthetic procedures. Accounts payable showed a similar pattern, with a peak of 427 entries in May, followed by a period of relative constancy of 20 to 21 entries per day, indicating the workflow accommodation (Cálix Sistemas de Informação, 2026).

These preliminary financial results confirm the incorporation of Net.CRM into the routines of receipts, accounts payable and receivable, an advance in process automation, and the organization’s capacity to manage high volumes of entries. These findings, although focused on the financial area, demonstrate the objective effects of the ongoing digital transformation (Cálix Sistemas de Informação, 2026). The Sanctuary’s broader digital transformation project foresees the implementation of an integrated information systems platform to serve ten main organizational areas, including Administration, Finance, Bazaar, Daycare, Marketing, Human Resources, Secretariat, Social Work, Institutional Website, and Strategic Planning.

This project, conceived based on principles of process integration, information centralization, and intensive technology use, represents an estimated investment of 2,208 work hours over approximately fourteen months, initiated in June 2024 and currently in the consolidation phase (Cálix Sistemas de Informação, 2026). The financial area, as the first field of application, demonstrated that digitalization translates into effective changes in daily work, with automation of receipts via CNAB, consolidation of daily closing routines, and greater precision in bank reconciliation, revealing the interface between technology, processes, and people (Reis, 2024).

The digitization and process integration model is being gradually extended to other areas. In Administration, asset, contract, and document management aims for greater traceability and governance. In the Bazaar, complete computerization covers everything from donation registration to e-commerce. The Daycare and Social Work are digitizing the registration of attendees, plans, and accountability reports. Human Resources registers collaborators, training, and evaluations. The Secretariat is digitizing celebration scheduling and pastoral management. Marketing, Website, and Strategic Planning use CRM for relationship with devotees and strategic indicators (Reis, 2024).

The digital transformation in the Sanctuary has a cultural and symbolic dimension that transcends operational efficiency, given its dual ecclesial and institutional nature. The reorganization of financial routines and greater transparency of resource flows directly impact the relationship with the faithful and benefactors, reinforcing institutional trust and credibility. Technology, in this sense, assumes a role of service to the religious and social mission, without replacing spiritual identity (Reis, 2024).

Organizational culture, before the implementation of Net.CRM in the financial area, was characterized by predominantly manual procedures, decentralized records, and reliance on employees’ tacit knowledge. Decision-making was based on on-demand reports, and responsibility was concentrated. With the system’s implementation, contributions began to be digitally recorded, allowing for traceability, automatic data consolidation, and the generation of systematized reports (Gomes, 2024).

Technological adoption in the financial area redefined responsibilities and required team training to operate the system and interpret reports. Periodic meetings began to use CRM data for planning and monitoring, configuring a work reorganization process aligned with process management (Verhoef et al., 2021). The system consolidation resulted in greater standardization of records, real-time data availability, and reduction of rework, increasing financial predictability and institutionalizing information (Gomes, 2024).

The operational changes in the financial area produced relevant cultural effects, altering the dynamics of informational power and expanding transparency and accountability. The need for continuous training stimulated organizational learning and the development of new technical skills. The culture, previously informal, began to incorporate values of management professionalization, accountability, and process rationalization, reconfiguring institutional identity without replacing it (Verhoef, 2021).

In the administrative area, before the introduction of integrated systems, flows were predominantly physical and communication was fragmented. Manual records, isolated spreadsheets, and informal message exchanges were the norm, with document management relying on physical files and employee memory. A functional logic based on practical adaptation and improvised solutions predominated, characteristics common to institutions with a long historical trajectory (Gomes, 2024).

Administrative digitalization reorganized internal flows with the adoption of digital systems for document control, institutional records, and information integration. Procedures were formalized with traceability and electronic registration, and internal communication migrated to structured channels, reducing reliance on informal messages. Digital document management promoted nomenclature standardization and shared access, characterizing an incremental organizational transformation (Verhoef et al., 2021).

With the consolidation of new digital flows, greater standardization of administrative processes, reduction of rework, and increased monitoring capacity were observed. The institutionalization of records provided greater documentary security and facilitated internal audits, strengthening integration between areas. Administrative decision-making became more structured, supported by consolidated data and systematized reports, expanding organizational predictability (Verhoef, 2021).

The administrative transformation directly impacted the organizational culture, influencing visible artifacts such as processes and systems, and progressively values and assumptions. The formalization of procedures strengthened a culture oriented towards organization, transparency, and collective responsibility. Information ceased to be individual property, modifying power relations and informational dependence (Silva, 2022). The requirement for continuous learning stimulated a culture more open to innovation, coexisting with traditional values.

Systemically, the transformations in the Financial and Administrative areas indicate a movement towards management professionalization, greater institutionalization of knowledge, and expansion of organizational governance. The culture, previously marked by operational informality, began to incorporate elements of rationalization, planning, and process orientation, without this representing a break with institutional identity. Digital transformation, therefore, is evident as a vector of gradual and integrated cultural change, producing structuring effects on the organizational dynamic as a whole (Silva, 2023).

The gains observed by area at the Santuário São Judas Tadeu institution were significant. In the Financial area, more than 12,600 financial records were processed in 2025 in Net.CRM, with an average field completion rate of 60% to 82%, indicating workflow centralization. The Secretariat registered more than 5,100 pastoral appointments in Net.Business in 2025, with an average field completion rate of 77%, demonstrating consistent and standardized use in the digitalization of pastoral appointments.

Administration delivered 15 BPMs (Business Process Management) and the GED (Electronic Document Management) modules registered over 3,600 annotations and attachments in 2025, evidencing integrated document and contract management. HR delivered 28 BPMs, covering everything from hiring to termination, with digital registration of employees and positions, standardizing people management processes. Marketing delivered 16 BPMs and the CRM modules continuously registered Accounts and Contacts throughout 2025, centralizing the relationship management with devotees.

The Communication (CMS) registered over 142,000 content views in December 2025, distributed across 6 active players and more than 10 distinct layouts, demonstrating the automation of visual communication. These data reveal the effectiveness of the implemented optimization strategies, with concrete gains in various areas of the institution, consolidating digital transformation as a pillar for organizational efficiency and transparency.

The risk comparison between the analog and digital models revealed that the digital model with the system presents significantly lower risks in several categories. Document loss, which was high in the manual model due to misplacement and disasters, became low with documents stored in a database with backup. Transcription errors, high in manual entries, were reduced to low with data entered once and automatic system validations.

Data inconsistency, high in the analog model due to multiple versions, was minimized to low with a single, centralized database. Unauthorized access, medium-high in physical documents, became low with permission systems and access logs. Fraud or manipulation, high in paper records, was reduced to low with an audit trail. Finally, operational discontinuity, high due to knowledge concentration in individuals, became low with documented processes in BPMs and executed by the system, reducing dependence on people.

The detailed map of integration between the systems and areas involved demonstrated how the different units interact and connect. The CRM integrates Marketing, Secretariat, and Finance with a unified registry of people and organizations. The GEF (Financial Management) integrates Finance and Administration with centralized financial data. The GET (Team and Cross-functional Work Management) integrates all areas with management of teams and shared tasks. The GED (Electronic Document Management) offers a central repository of documents for all areas.

GAC (Asset and Contract Management) integrates Administration and Legal with the contract lifecycle. Net.Business (Secretariat) integrates Secretariat and Administration with pastoral scheduling and people registration. CMS (Content Management System) integrates Communication, Marketing, and Secretariat with distributed visual content. This systematic integration facilitates coordination, optimizes workflow, and allows for strategic adjustments, ensuring greater efficiency and communication between areas (Cálix Sistemas de Informação, 2026).

The measurement of digital transformation in the Financial Management module (GEF) of the Net.CRM platform, focusing on processes GF01 to GF13, showed that all demands were implemented and supported by the system, demonstrating high adherence to the contracted scope. All processes presented a digitalization index of 0.67, indicating that they are supported and digitized, but not yet fully automated (Cálix Sistemas de Informação, 2026).

The structural processes of financial management, such as revenue and expense consolidation (GF04), chart of accounts (GF05), cost centers (GF06), reimbursement control (GF07), bill management (GF09), and accountability reports (GF12), showed full adoption, indicating their effective incorporation into operational routines and contribution to governance. However, operational processes such as registration of physical donations for the Bazaar (GF01, GF02, GF03) and fixed assets (GF08) showed low or no adoption, revealing gaps between available digitalization and effective use.

The processes for processing and downloading payment slips (GF10 and GF11) showed partial adoption, with limited or non-standardized use. The GF13 process, which deals with the management of cash donations, despite having total adoption, maintained manual and physical steps, characterizing a hybrid flow that impacts efficiency and traceability. The general analysis of processes GF01 to GF13 demonstrates that digital transformation at GEF has reached a high level of implementation and digitalization, but with heterogeneous adoption, indicating that the advancement of digital maturity depends on the expansion of the effective use of already implemented solutions (Cálix Sistemas de Informação, 2026).

The analysis of the financial system’s usage, considering the period from September to December 2024, which totaled 85 business days, revealed that the system was used on 56 business days for manual write-offs and on 40 business days for automatic write-offs via CNAB. The average number of automatic write-offs on usage days was 125 per day, while the average number of manual write-offs was 49 per day. In total, 7,551 write-offs were recorded, with 4,986 automatic (66.03%) and 2,565 manual (33.97%), demonstrating the concentration of write-offs on a reduced number of days, which generated work peaks for the team (Cálix Sistemas de Informação, 2025).

A more uniform distribution of low volumes throughout the 85 working days would have provided better workload balance, reducing daily pressure. The evolution of the daily average of releases in the system varied from 61 in May to 16 in December, with a peak of 159 daily releases in September. This behavior suggests an initial phase of intensification of registrations, followed by stabilization and reduction of the need for new releases (Cálix Sistemas de Informação, 2025).

The comparison between the first four-month period (May to August), with 6,104 registrations, and the second four-month period (September to December), with 3,346 registrations, revealed a reduction of approximately 45% in the volume of registrations. However, in the second four-month period, registrations occurred continuously and regularly on all business days, indicating greater uniformity in the distribution of activities and a more balanced registration process. The daily average of 68.48 entries (considering 138 days of effective use) could be reduced to 55.26 (if distributed over 171 business days), indicating a concentration that increased the daily operational load (Cálix Sistemas de Informação, 2025).

The analysis of task execution times in the system showed that the average duration for daily closing can be reduced with operational adjustments and a more uniform distribution of activities. The performance in the Accounts Payable system, with 71 daily records in May (270% higher than the average of subsequent months), demonstrated the team’s and the system’s capacity to respond to high volumes of entries, provided they are adequately organized and planned (Cálix Sistemas de Informação, 2025).

The critical synthesis of implementation factors revealed that religious identity and mission, of high criticality, had as a positive point the expansion of evangelization and access to celebrations, but faced difficulties such as the perception of secularization. Priority recommendations include defining non-negotiable principles and communicating technology as a service to the mission. Governance and the dual institutional nature, also of high criticality, benefited from leadership integration, but faced role overlap and delays, requiring a matrix of responsibilities and project governance.

People, skills, and adoption, with high criticality, had the development of digital skills as a positive point, but faced unequal digital literacy and resistance. The solution involves continuous training and multiplier formation. Processes and system integration, also of high criticality, showed greater standardization, but with hybrid flows and low adoption in some areas, demanding prioritization of critical processes and usage measurement. Data, privacy, and security, of high criticality, had evidence-based decisions as a positive point, but inadequate access and low registration quality as difficulties, requiring data governance and auditing.

Financial sustainability and suppliers, of medium-high criticality, had the reduction of rework as a positive point, but faced initial investment and supplier dependency, requiring total cost assessment and phased implementation. The experience of the faithful and inclusion, of medium-high criticality, expanded access, but faced digital exclusion and impersonality as difficulties, requiring a hybrid strategy and human service. Finally, the continuity and evaluation of change, of medium-high criticality, had continuous learning as a positive point, but leadership changes and absence of metrics as difficulties, demanding institutionalization of policies and portfolio review.

In summary, innovation management in the Digital Age at the Sanctuary of São Judas Tadeu demonstrated that technological transformation reconfigured management practices without altering religious culture in its doctrinal or spiritual sense. The results showed an expansion in the reach of pastoral and social actions, information integration, greater process traceability, and strengthened accountability, enabling more data-driven decisions. Technology, when aligned with the institutional purpose, proved capable of strengthening trust, efficiency, and the continuity of service provided to the faithful and the community, consolidating the institutional mission.

4. Conclusion

This study sought to analyze the ongoing innovation management and technological transformation process at the São Judas Tadeu Sanctuary, as well as its effects on management practices, identifying critical success factors and challenges in reconciling institutional tradition with the demands of the Digital Age. It was observed that digital transformation reconfigured management practices, especially in the financial and administrative areas, without altering the religious culture in its doctrinal or spiritual sense. The implementation of digital systems was identified, which promoted greater traceability, standardization, and transparency in resource management, with a notable advance in the automation of receipts and the consolidation of routines. It was observed that technology, when aligned with the institutional purpose, expanded the reach of pastoral and social actions, strengthening the institution’s mission and significantly reducing operational risks compared to the analog model. The main contribution lies in demonstrating how an institution with a strong attachment to tradition can integrate technological advancements to modernize its management, maintaining its essence and relevance in a digital environment.

However, limitations inherent to the scope and context of the study are recognized, as it is a unique case and a process still under consolidation, with more detailed results in the financial area. The adoption of digital solutions proved to be heterogeneous in some areas, indicating that digital maturity depends on the expansion of the effective use of implemented tools. For future studies, it is recommended to deepen the metrics of digital maturity and adoption, conduct comparative studies with other religious institutions, and longitudinally evaluate the impacts of the initiatives on the experience of the faithful, on pastoral and social results, and on institutional sustainability. It is concluded that innovation management in the Digital Age represents a strategic path for the Sanctuary, provided it is conducted gradually, humanely, participatively, and explicitly aligned with its central identity and purpose.

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Article originating from the Final Coursework of Specialization in Digital Business from the MBA USP/Esalq

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