Strategic People Management in digital squads and their leadership, engagement, and performance practices

doi:10.22167/2675-6528-202602759

Article

September 30, 2026

Strategic People Management in digital squads and their leadership, engagement, and performance practices

Strategic People Management in Digital Squads and Their Practices of Leadership, Engagement, and Performance

Caroline Domingos; Fernanda Cigainski Lisbinski

DOI: 10.22167/2675-6528-202602759

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 the Pecege Institute for textual synthesis and organization.

Abstract

Digital transformation and agile methodologies have driven organizational changes, consolidating digital “squads” as a relevant model for value delivery. The study aimed to analyze how strategic human resource management practices influenced the performance and results of digital “squads”, seeking to identify success factors, challenges, and opportunities for improvement in the integration between leadership, organizational culture, and agile methodologies. An applied research was conducted, with a mixed approach and descriptive nature, through a case study in “squads” of a Brazilian financial institution. Data collection involved a structured questionnaire, semi-structured interviews, and documentary analysis of organizational performance indicators. The results indicated high levels of engagement, positive perception of leadership, and a collaborative team climate, highlighting the relevance of autonomy, feedback processes, and recognition. Documentary analysis demonstrated significant improvements in operational efficiency indicators, team productivity, delivery efficiency, and organizational performance of the analyzed “squads”. It was concluded that strategic human resource management practices are associated with strengthening engagement and improving results in digital “squads”, reinforcing their role as a structuring element for reconciling agility, performance, and human development.

Keywords: Organizational climate; Work engagement; People management; Agile leadership; Agile methodologies.

1. Introduction

The advance of digital transformation has driven significant transformations in recent decades, reconfiguring not only business models but also internal structures and team dynamics within organizations. This evolution has profoundly reshaped the way value is delivered, demanding new approaches to the management and development of products and services.

In this constantly changing scenario, the adoption of agile methodologies, combined with the strengthening of organizational structures based on digital squads, has consolidated itself as an essential strategy to drive innovation and accelerate the delivery cycle. Such models seek to optimize the efficiency and responsiveness of companies in the face of the demands of an increasingly dynamic market.

Digital squads are characterized by being multidisciplinary, autonomous teams oriented towards achieving rapid and continuous results. This structure reflects the concept of continuous learning, fundamental for corporate agility, as described by Schwaber and Sutherland (2017).

The relevance of this model is corroborated by recent data. The McKinsey Global Survey on Agile Organizations (2023) report indicates that organizations implementing leadership models focused on autonomy, purpose, and continuous learning in digital teams achieve up to thirty percent more engagement and productivity. These numbers highlight the transformative potential of well-managed squads.

The structure of digital squads, by bringing together professionals with diverse skills to work in an integrated way towards common objectives, requires a differentiated approach to people management. The inherent autonomy of these teams demands strategic practices that strengthen collaboration, effective communication, and the continuous development of their members.

For the success of these models, it is crucial that leadership acts as facilitators, creating organizational environments that promote continuous learning, engagement, and strategic alignment between individuals and expected results. Strategic people management, therefore, assumes a central role in sustaining and optimizing the performance of squads.

However, the mere implementation of agile processes does not guarantee sustainable results on its own. The quality of people management and organizational culture directly influence the performance of digital squads. Organizational performance, according to Gil (2019), depends on the ability to align individual competencies with strategic objectives, fostering environments of trust, recognition, and engagement.

In this sense, the adoption of good people management practices is fundamental to balancing the autonomy of squads with the need for collaboration. Such practices are essential to foster continuous learning, sustain professional motivation, and ensure the quality of deliverables in an agile environment.

Organizational culture plays a crucial role in team interaction and engagement around a shared purpose, as Schein (2017) points out. Practices that promote transparency, openness to feedback, and a sense of belonging are vital for building psychologically safe environments, which, in turn, are indispensable for experimentation and innovation.

Therefore, leadership in digital squads transcends task management, assuming a transformational role. Leaders act as facilitators of individual and collective development, in addition to ensuring strategic alignment. Thus, strategic people management emerges as a determining factor for the success of agile models.

Despite the widespread adoption of agile methodologies, people management in squads still faces significant challenges in terms of maturity. Teams often struggle to reconcile the fast pace of deliveries with maintaining quality and employee well-being, which highlights the urgency of more strategic and humanized leadership approaches.

This study is justified by the need to deepen the understanding of how people management practices can optimize the performance of digital squads and strengthen the role of leadership as an agent of transformation. For organizations, the research offers valuable subsidies to improve leadership, engagement, and team development in agile environments.

In the social sphere, work contributes to the promotion of practices that value well-being, autonomy, and psychological safety in the workplace. For the academic community, the research enriches discussions on strategic human resource management in agile teams, by integrating the constructs of leadership, engagement, and psychological safety in a case study with a mixed-methods approach, providing empirical evidence for future investigations.

Thus, the relevance of this study lies in its ability to offer practical and theoretical insights to improve management in agile contexts. The present study aimed to analyze how strategic human resource management practices influence the performance and results of digital squads, seeking to identify success factors, challenges, and improvement opportunities in the integration between leadership, organizational culture, and agile methodologies.

2. Material and Methods

The research conducted was characterized as applied, with a mixed approach and descriptive nature, seeking to analyze the strategic people management practices and their influence on the performance of digital squads. The study was conducted through a case study in a large financial institution in Brazil, whose name was preserved in accordance with the ethical guidelines of USP/Esalq.

Regarding its classification, the research was descriptive, according to Gil (2019) and Vergara (2016), by describing and analyzing management practices, participant perceptions, and performance indicators in their real context. A mixed approach was adopted, integrating qualitative and quantitative methods for a comprehensive understanding of the phenomenon, as proposed by Creswell and Plano Clark (2018). The design employed the case study strategy, applied to a specific set of the institution’s digital squads, suitable for in-depth investigation of contemporary phenomena, according to Yin (2018).

Data collection occurred in three complementary stages. The first stage consisted of semi-structured interviews, conducted with leaders and squad members, aiming to identify perceptions about leadership, engagement, feedback culture, and recognition. The interviews included between four and six participants per squad, with an approximate duration of 30 to 45 minutes, conducted in person or remotely. They were recorded and subsequently transcribed, with the participants’ consent, and their detailed scripts can be found in Appendices B and C of the original work. The collected data were treated by content analysis, allowing for the categorization of perceptions and the identification of relevant thematic patterns.

The second stage involved the application of a structured questionnaire, available in Appendix A. The instrument contained statements evaluated on a five-point Likert scale, with the purpose of measuring perceptions of work engagement, leadership, and team climate in digital squads. It was developed based on scales consolidated in the literature: the “Utrecht Work Engagement Scale” (UWES) for engagement (Schaufeli and Salanova, 2021), empowering and agile leadership scales for leadership perception (Gharawi and Alla, 2021), and Edmondson’s (1999) scale with validations by Frazier et al. (2017) and Damen et al. (2021) for team climate and psychological safety. The questionnaire was applied electronically, ensuring anonymity and confidentiality. The quantitative data obtained were subjected to descriptive statistical analysis, with calculation of median, frequencies, and percentages.

The third stage comprised the documentary analysis of the organization’s internal records. Indicators such as Objectives and Key Results (OKRs), internal Net Promoter Score (NPS), and operational metrics, including feature lead time and Mean Time to Recovery (MTTR), were examined. This documentary analysis aimed to complement the qualitative and quantitative evidence.

The study sample was composed of two digital squads, totaling thirteen participants, including leaders and team members. Of these, eight participated in semi-structured interviews and all thirteen responded to the structured questionnaire. The selection occurred non-probabilistically, by convenience and intentionality, with the main criterion being direct involvement in squads with agile practices formally structured for at least six months.

Regarding the ethical aspects, all participants contributed voluntarily, through free and informed consent. Anonymity, confidentiality, and the exclusive academic use of information were assured in all phases of the research, according to the USP/Esalq Manual of Instructions and Norms (item 5.2). The identity of the participants and the institution was preserved.

During the preparation of the work, the ChatGPT tool (OpenAI) was used as technical support for textual structuring, grammatical review, and clarity enhancement of some sections. All ideas, analyses, and conclusions presented were authored by the researcher, and the content was fully reviewed before insertion into the final text, in accordance with the Manual of Good Practices – Use of Artificial Intelligence in the Development of Final Undergraduate Projects (USP/Esalq, 2025).

3. Results and Discussion

The research results offer a comprehensive view on the influence of strategic people management practices on the performance and outcomes of digital squads, as per the objective of this study. The integrated analysis of the data, obtained through structured questionnaires, semi-structured interviews, and document analysis, revealed consistent patterns that highlight the relevance of leadership, engagement, and team climate in agile organizational contexts. These findings allow for an in-depth understanding of the internal dynamics of teams and how people management can enhance value delivery.

The research was conducted in digital squads of a large Brazilian financial institution, with the participation of thirteen individuals, including leaders and team members. The majority of respondents indicated more than six months of experience in their respective squads, a factor that contributes to the consistency and depth of the perceptions collected. This length of experience suggests that the participants possess consolidated knowledge of the work dynamics and interaction processes that characterize their teams, providing a solid basis for the interpretation of the results.

Structured Questionnaire Results

The structured questionnaire, composed of fifteen statements evaluated on a five-point Likert scale, addressed three central thematic blocks: work engagement, leadership perception, and team climate and psychological safety. The analysis of medians for each of these constructs revealed a value of five in all cases. This result indicates a predominantly positive evaluation by the participants regarding leadership practices, engagement level, and the quality of the work environment within the analyzed squads, suggesting a favorable scenario for performance.

Regarding work engagement, quantitative data pointed to high levels of energy, enthusiasm, and involvement with the activities performed. Participants demonstrated a strong sense of pride in being part of the team and intense involvement in tasks, which aligns with literature describing engagement as a crucial variable for performance in dynamic environments (Schaufeli and Salanova, 2021). These findings suggest that the organizational context fosters professionals’ dedication and identification with team objectives.

Leadership perception was also positively evaluated, with respondents highlighting clarity in communication of objectives, encouragement of autonomy, and promotion of continuous learning. These elements are recognized as pillars of agile leadership and “empowering” leadership, essential for strengthening collective performance (Gharawi; Alla, 2021). However, greater dispersion was observed in responses regarding the frequency of constructive feedback, indicating that, although the practice exists, there is room for improvement in its application and consistency.

Regarding team climate and psychological safety, the questionnaire results indicated a predominant perception of a collaborative environment. Participants reported openness to exchanging ideas, learning from mistakes, and a strong sense of belonging. These factors are crucial for collective learning and innovation in organizational teams, according to the literature on psychological safety (Edmondson, 1999; Frazier et al., 2017). The high median in these constructs reinforces the importance of a psychologically safe environment for high performance.

Results of Semi-structured Interviews

The qualitative stage, which involved eight semi-structured interviews with leaders and squad members, complemented the quantitative data by deepening perceptions of leadership, engagement, feedback, recognition, and team climate. The general accounts confirmed a positive view of leadership’s performance, especially regarding the removal of operational and organizational impediments that could affect the teams’ workflow. Clarity in the macro vision of deliverables and strategic direction was also a frequently mentioned point.

The proximity of leadership and the sharing of responsibilities and knowledge were identified as essential practices for strengthening squad autonomy. This approach favors greater alignment between organizational objectives and the daily activities of the teams, contributing to the efficiency and effectiveness of deliveries. Leadership thus acts as a facilitator, creating conditions for teams to operate with greater independence and responsibility, which is fundamental in agile models.

Regarding engagement, participants primarily associated their motivation with a sense of purpose and the perception of the impact of the work performed. The clarity of the squad’s objectives and the possibility of active participation in decisions were pointed out as factors that intensify focus on deliverables and involvement with the work. These findings corroborate the importance of a well-defined purpose and autonomy in decision-making for employee engagement, according to the literature on agile leadership (Gharawi; Alla, 2021).

The culture of feedback and recognition emerged as a topic of particular sensitivity in the interviews. Although participants acknowledge the existence of formal and informal feedback practices, many indicated opportunities for improvement in terms of frequency, clarity, and individualization of these interactions. Regarding recognition, both structured institutional practices and daily actions, such as spontaneous thanks and public appreciation of deliverables, were mentioned, which are considered important for strengthening the sense of belonging and motivation.

Regarding team climate and psychological safety, qualitative reports reinforced the existence of predominantly collaborative environments, with openness to the exchange of ideas and learning from mistakes. Mistakes were mostly described as opportunities for collective learning, addressed through structured analyses and the definition of action plans, without a punitive nature. However, some participants suggested the need to expand more informal and dynamic interaction spaces, aiming at team integration and decompression, which can further optimize the work environment.

The interviewees highlighted the importance of humanized leadership, based on closeness, trust, empathy, and the ability to adapt to the individual needs of professionals, as one of the factors that most impact the performance of squads. This perspective reinforces the role of leadership as a facilitator of autonomy and strategic alignment in agile teams, according to Schein (2017), who emphasizes the construction of organizational cultures oriented towards continuous learning and collaboration.

Results of the Documentary Analysis

The documentary analysis of the organization’s internal records provided objective data on operational efficiency and squad performance, complementing qualitative and quantitative perceptions. The indicators analyzed included feature “lead time”, application latency, and “Mean Time to Recovery” (MTTR) for incidents. To preserve confidentiality, the results were presented on a base 100 scale, with the initial value of each indicator set as a reference equal to 100.

A significant reduction in feature “lead time” was observed, decreasing from 100 to 38, indicating a substantial improvement in the time required for delivering new functionalities. Application latency also showed progress, with the index dropping from 100 to 64. Furthermore, the “Mean Time to Recovery” (MTTR) for incidents decreased from 100 to 31, pointing to greater agility in recovering from failures and maintaining system stability.

These reductions in operational indicators suggest important advances in the dimensions of delivery agility, technical efficiency, and operational resilience of the squads. The decrease in “lead time” and MTTR, in particular, is a strong indicator of improvements in productivity and the technical quality of deliveries. Such results are in line with the McKinsey Global Survey on Agile Organizations (2023) report, which indicates that organizations with greater maturity in agile practices and autonomy-oriented leadership tend to show significant improvements in these indicators.

The convergence between documentary data and the perceptions collected through interviews and the questionnaire strengthens the consistency of the research findings. The improvement in organizational performance indicators, along with high levels of engagement and positive perception of leadership and team climate, suggests that the strategic human resource management practices implemented in the financial institution are effectively contributing to the success of digital squads. This triangulation of evidence provides greater analytical robustness to the presented results.

Despite the positive results and the analytical robustness achieved by data triangulation, it is important to consider the inherent limitations of the case study. The small sample size, composed of only two squads and thirteen participants, and the use of non-probabilistic, convenience sampling, limit the generalization of the results to other organizational contexts. However, the depth of the qualitative analysis and the objectivity of the quantitative and documentary data allowed for a detailed understanding of the phenomenon studied in the specific institution.

In summary, the research results indicate a strong association between leadership practices, strategic people management, and the construction of collaborative and psychologically safe environments with the strengthening of engagement and the improvement of digital squad results. Leadership action, focus on purpose, autonomy, feedback, and recognition are crucial elements that, together, contribute to the sustainable performance of teams in a digital transformation scenario, directly responding to the objective of analyzing the influence of these practices on squad results.

4. Conclusion

The study aimed to analyze how strategic human resource management practices influenced the performance and results of digital squads. It was found that leadership practices based on proximity, clarity of direction, encouragement of autonomy, and building trusting relationships contributed to strengthening engagement and the perception of a collaborative and psychologically safe team climate. High levels of energy, enthusiasm, and involvement with tasks were identified, along with a positive perception of leadership that emphasized clear communication of objectives and encouragement of continuous learning. Additionally, the analysis of internal organizational records demonstrated significant improvements in operational efficiency indicators, such as feature “lead time”, application latency, and “Mean Time to Recovery” (MTTR) for incidents, indicating advances in delivery agility, technical efficiency, and operational resilience. These findings collectively suggest a strong association between strategic human resource management and improved squad performance.

From a practical point of view, the study highlighted the importance of strengthening structured practices of feedback, recognition, and continuous development as strategic elements for consolidating agile, sustainable, and results-oriented work environments. It was concluded that strategic people management constitutes a relevant lever for strengthening engagement and results in digital squads, reinforcing its role as a structuring element for organizations seeking to reconcile agility, performance, and human development. However, the research limitations include the restricted scope to a reduced number of squads and the use of non-probabilistic sampling, which restricts the generalization of the results. It is suggested that future studies expand the number of teams analyzed and explore different organizational contexts, allowing for a deeper understanding of the relationship between strategic people management practices and performance in agile environments.

Bibliographic References

CRESWELL, John W.; PLANO CLARK, Vicki L. Designing and conducting mixed methods research. 3. ed. Thousand Oaks: SAGE Publications, 2018.

DAMEN, Floor; VAN KNIPPENBERG, Daan; VAN KNIPPENBERG, Barbara. Affective commitment and team performance: a meta-analysis. Journal of Management, v. 47, n. 5, p. 1233-1260, 2021.

EDMONDSON, Amy C. Psychological safety and learning behavior in work teams. Administrative Science Quarterly, v. 44, n. 2, p. 350–383, 1999.

FRAZIER, M. Lance et al. Psychological safety: a meta-analytic review and extension. Personnel Psychology, v. 70, n. 1, p. 113–165, 2017.

GHARAWI, Mostafa A.; ALLA, Mohamed M. Empowering leadership and team effectiveness in agile environments. Journal of Organizational Change Management, v. 34, n. 6, p. 1231–1248, 2021.

GIL, Antonio Carlos. Métodos e técnicas de pesquisa social. 7. ed. São Paulo: Atlas, 2019.

MCKINSEY & COMPANY. McKinsey Global Survey on Agile Organizations: findings from the 2023 survey. New York: McKinsey & Company, 2023.

SCHAUFELI, Wilmar B.; SALANOVA, Marisa. Work engagement: on how to better catch a slippery concept. European Journal of Work and Organizational Psychology, v. 30, n. 3, p. 369-384, 2021.

SCHEIN, Edgar H. Cultura organizacional e liderança. 5. ed. São Paulo: Atlas, 2017.

SCHWABER, Ken; SUTHERLAND, Jeff. The Scrum Guide: the definitive guide to Scrum. Boston: Scrum.org, 2017.

USP/Esalq, 2025 [Referência completa não encontrada no documento original]

VERGARA, Sylvia Constant. Projetos e relatórios de pesquisa em administração. 16. ed. São Paulo: Atlas, 2016.

YIN, Robert K. Case study research and applications: design and methods. 6. ed. Thousand Oaks: SAGE Publications, 2018.

Article originating from the Final Course Work of the Specialization in People Management of the MBA USP/Esalq

To learn more about the course, click here and access the MBX Academy platform

Most recent

October 22, 2026

Challenges and Possibilities of the First School Year of Children with ASD for Teaching Work

October 22, 2026

Consumer Journey in the Decision to Purchase Infoproducts in the Digital Environment

October 22, 2026

Psychosocial Risks and Mental Health at Work in a Banking Institution

October 22, 2026

Digital Observatory of the Amazon: Data Science Applied to the Analysis of Social, Economic, Environmental, and Health Indicators

October 22, 2026

Continuous Learning as a Factor of Organizational Growth in the Perception of Collaborators

October 22, 2026

Statistical Regression in Microgrids for Operational Performance Estimation: Campusgrid Case

October 22, 2026

Forecast of Aggregate Default in the Brazilian Financial System by Sarimax Model with Macroeconomic Variables

October 22, 2026

Stakeholder Engagement Factors in International Technology Transfer to a Public Hospital

October 22, 2026

Combating Commercial Electric Energy Losses Using a Time Series Model

The inclusion of children with Autism Spectrum Disorder (ASD) in Early Childhood Education presents significant challenges, given the difficulty of adapting to new environments and the intensity of stimuli. The objective was to analyze the teaching performance in Early Childhood Education in the initial schooling process of children with ASD. A case study was conducted, using narrative interview as a data production technique. The results revealed that the teaching performance was characterized by mediation and affection practices, with the flexibility of routine and the use of playful resources as essential strategies for the child’s development and sensory organization. The importance of the school support professional for the success of the pedagogical work was also highlighted. The child’s integral development was promoted through intentional teaching actions that prioritized environmental adaptation, strengthening of bonds, and attention to the specific needs of ASD. As a contribution, a guide of pedagogical strategies aimed at welcoming children with ASD in public daycare centers was developed.

Keywords: Early Childhood Education; School Inclusion; Teacher Narratives; Inclusive Pedagogical Practices; Autism Spectrum Disorder.

October 22, 2026

Consumer Journey in the Decision to Purchase Infoproducts in the Digital Environment

The expansion of e-commerce and technological transformation have driven the need to understand consumer behavior regarding infoproducts, whose perceived experience has become crucial for professional development. The study aimed to analyze the factors that influenced the purchase decision of infoproducts in the digital environment, considering the stages of the consumer journey. An applied, quantitative, and descriptive research was conducted through a field survey with 100 consumers from Serra Gaúcha. Data collection occurred via a structured questionnaire, using non-probabilistic sampling. The results revealed a qualified audience with strong “mobile-first” behavior. It was found that the availability of detailed information and social approval were the main attraction triggers in the pre-purchase phase. In the transactional and subsequent stages, the minimization of operational friction, the agility of immediate access, and system security proved crucial for conversion and satisfaction, although gaps in human support efficiency were identified. Retention was based on the trust generated by positive past experiences, overcoming the price factor. It was concluded that the infoproduct consumer journey operates as an integrated system, requiring alignment between technological infrastructure, content curation, and support humanization to ensure engagement.

Keywords: E-commerce; Consumer behavior; Consumer experience; Loyalty; Virtual business.

October 22, 2026

Psychosocial Risks and Mental Health at Work in a Banking Institution

Mental health in the workplace is a topic of growing relevance, impacting professional development and employee well-being. A study was conducted to identify aspects and situations that can influence absenteeism levels in a banking institution. The research involved 108 participants and used a structured questionnaire, based on the short version of COPSOQ II by Gonçalves (2021), which contained 45 closed Likert scale questions and two open-ended questions. Data were collected via an online platform and analyzed with a descriptive and quantitative approach. The results revealed a scenario that indicated the need for adjustments in the distribution of activities and in managers’ perception of behaviors and signs of disorders. Important evidence was identified in the participants’ open-ended responses. It was concluded that the study contributed to promoting the perception of a safe environment for mental health in the organization.

Keywords: Absences due to disorders; Professional development; Operational leadership; Medical leave; Mental health.

October 22, 2026

Digital Observatory of the Amazon: Data Science Applied to the Analysis of Social, Economic, Environmental, and Health Indicators

The state of Amazonas faced historical challenges in consolidating the Unified Health System (SUS), stemming from geographical barriers, socioeconomic inequalities, and structural limitations. This study described the development and implementation of a health information geoportal, designed to support monitoring, evaluation, and planning in the Amazonian context. A descriptive case study approach was adopted, based on documentary analysis and secondary data, covering the mapping of functionalities, technical infrastructure, and validation steps of the tool. The Portal was developed with open technologies and integrated multiple national databases, offering interactive dashboards, thematic maps, and a digital document repository. Among the results, highlighted were the georeferenced visualization of key indicators, the possibility of temporal comparative analyses, and the use of the platform in reviewing health plans and redirecting strategic actions. The portal can represent an advance in digital governance and evidence-based management, with potential for replication in other highly complex territories, provided it is accompanied by investments in technological infrastructure, professional training, and inter-institutional coordination.

Keywords: Amazon; Health Evaluation; Digital Health; Health Information Systems.

October 22, 2026

Continuous Learning as a Factor of Organizational Growth in the Perception of Collaborators

The impact of continuous learning and knowledge management on organizational growth was studied in a context of globalization and constant changes. The study’s objective was to analyze employees’ perception of learning culture and its importance for personal and professional development. Data were obtained through an anonymous survey, with a quantitative approach, using a form with “survey” type questions applied to 87 professionals from the technology, health, education, commerce, and services sectors. The results indicated that employees had a positive perception of the contribution of continuous learning to personal and organizational growth, recognizing its benefits for the development of new skills, innovation, and competitiveness. However, it was observed that the incentive for internal knowledge exchange and the offering of practical training still presented moderate levels of agreement. It was concluded that continuous learning significantly contributes to individual and organizational development, suggesting that companies should develop strategic policies for learning focused on new skills, aiming for greater competitive advantage and innovation.

Keywords: Continuous learning; Self-development; Organizational growth; Knowledge Management; Innovation.

October 22, 2026

Statistical Regression in Microgrids for Operational Performance Estimation: Campusgrid Case

A multiple statistical regression model was proposed to estimate the operational performance of UNICAMP’s CampusGrid microgrid, based on internal electrical quantities. The microgrid integrates photovoltaic generation, batteries, and a gas generator. Energy management system data were collected at five-minute intervals over one month. The Operational Reliability Index, defined as the ratio between supplied and demanded energy, was established as the dependent variable. The model was adjusted for the islanded operation mode, evaluating the impact of demand, state of charge, solar generation, and supplied energy. The results revealed high explanatory power, indicating that operational reliability depends on the interaction between supply and demand. It was observed that the nighttime period concentrated the highest rate of partial supply, attributed to the reduction in solar generation. It was concluded that multiple regression offers an interpretable and useful framework for microgrid monitoring and control strategy support.

Keywords: Battery storage; Photovoltaic generation; Reliability Index; Islanded operation; Energy Management System.

October 22, 2026

Forecast of Aggregate Default in the Brazilian Financial System by Sarimax Model with Macroeconomic Variables

Aggregate non-payment in the Brazilian financial system is a crucial indicator of credit risk, the prediction of which is regulated by CMN Resolutions n.° 4.557/2017 and 4.966/2021 for the prospective measurement of expected losses. Aggregate non-payment was modeled and predicted using the SARIMAX model, projecting its trajectory until December 2026 under optimistic, base, and pessimistic scenarios. 164 monthly observations (July/2012 to February/2026) and macroeconomic variables such as unemployment, Selic, IPCA, IBC-Br, and household debt were used. The specification with contemporaneous variables was selected based on information criteria and coefficient stability, and residual diagnostics confirmed statistical adequacy, with a MAPE of 3.12%. Historical non-payment ranged between 4.33% and 7.64%. The estimation identified unemployment (β = 0.2534; p < 0.001) and Selic (β = 0.2128; p < 0.001) as the main positive determinants, with strong temporal persistence (AR(1) = 0.8965). Selic showed increasing correlation with non-payment (r = 0.62 at lag 12), while unemployment demonstrated a contemporaneous effect (r = 0.33). Projections indicated non-payment between 6.30% and 7.98% in December 2026, with a range of 1.68 percentage points, highlighting direct implications for provisioning in financial institutions.

Keywords: Unemployment; Predictive modeling; Monetary policy; Loss provisioning; Time series.

October 22, 2026

Stakeholder Engagement Factors in International Technology Transfer to a Public Hospital

This study described the critical factors perceived for stakeholder engagement in international technology transfer in a public hospital, with a focus on planning. The objective was to describe these conditioning factors, according to the perception of professionals. A single case study was conducted, applying a questionnaire to 25 professionals and using content analysis, complemented by descriptive tabulations. The main obstacles identified were resistance to change (72%), funding (64%), lack of communication (60%), and bureaucracy (40%). Only 28% of respondents recognized the existence of adequate tools for stakeholder management, while 48% denied it and 24% did not know. Exploratory cross-tabulations indicated variations in the assessment of influence according to time of practice, but did not establish causal relationships. Lack of engagement was associated with delays, low adherence, waste of resources, communication failures, compromised knowledge absorption, and risks to patient safety. The conclusions were limited to the perceptions of the researched group and supported preliminary recommendations for intersectoral communication and coordination.

Keywords: Case study; Project Management; Health innovation; Stakeholders; Public sector.

October 22, 2026

Combating Commercial Electric Energy Losses Using a Time Series Model

Commercial losses of electric energy represented one of the main challenges for distributors, directly impacting economic sustainability and supply quality. The efficiency of time series models, focusing on exponential smoothing techniques, was evaluated in forecasting billed consumption of consumer units, to support the identification of deviations associated with non-technical losses. Historical data of monthly consumption from an electric energy distributor in Brazil were used, segmented by behavior profiles (stationarity, trend, and seasonality). Simple exponential smoothing models, Holt, and Holt-Winters (additive and multiplicative) were applied, compared to a traditional moving average. The Mean Absolute Percentage Error (MAPE) was the evaluation criterion. Additionally, the ETS approach was employed for automatic model selection and residual diagnostic tests, such as Ljung-Box and autocorrelation function analysis. The results demonstrated that more robust models showed a greater capacity for adaptation to the series’ characteristics and lower error, with a highlight on superior performance in scenarios with trend. For seasonal series, the ETS model showed a greater capacity for adaptation to transitions. It was concluded that the use of more structured time series models contributed significantly to the improvement of forecast accuracy and offered relevant analytical support for the identification of commercial losses and the optimization of operational and commercial processes in the electric sector.

Keywords: Energy distribution; MAPE; Optimization; Consumption forecasting; Exponential smoothing.

Economy

October 19, 2026

End of the 6×1 scale: what do the numbers allow us to conclude?

Following the promulgation of the end of the 6×1 shift system, the debate on the shorter workday moves to implementation and requires distinguishing social benefits from economic costs. The end of the 6×1 shift system transitioned from legislative discussion to a constitutional change in Brazil. On October 16, 2026, the National Congress promulgated Constitutional Amendment No. 141/2026, originating from Proposal […]

Artificial Intelligence

October 16, 2026

Why study if AI exists?

When answers become easy, learning comes to mean more than just arriving at them. Why do I need to learn this if I can ask an artificial intelligence? This type of question has accompanied education for decades. Why learn an operation if a calculator exists? Why memorize information if it can be found […]

Tax Management

October 15, 2026

Pink tax and the gender of price

How different marketing treatments for men and women are incorporated by consumption taxation Imagine a shelf on which two razors of the same brand and intended for the same purpose are displayed side by side: one has dark packaging and promises strength, precision, and efficiency; the other comes in shades of pink or […]

Health

October 13, 2026

The missing link in health transformation

Why is innovation not enough to drive changes in organizations and health systems Digital transformation has become a strategic priority for health systems worldwide. Electronic health records, artificial intelligence, telemedicine, remote monitoring, and data analysis are now part of the strategic agenda of governments and health organizations. Paradoxically, […]

Marketing

October 09, 2026

Bitcoin or pets: what Artificial Intelligence would not see

A real-life consumer intelligence case shows what gets left out of the brief A few years ago, an American insurance company hired a specialized consumer intelligence firm to answer three questions: The insurer was also considering launching paid insurance in bitcoin. At the time, the consultancy’s workflow was as follows: the analyst created a query […]

School Management

October 06, 2026

The school is not a casino: when trading cards become currency in the playground

Why, for certain students, does school manage to offer so few experiences of achievement? The World Cup is over. Brazil left the competition, the school holidays came, the final was played and the football calendar moved on. It would be reasonable to imagine that, with the end of the tournament and the return to classes, […] would also begin

Energy Transition

September 30, 2026

Renewable energies: the Brazilian advantage

Brazil needs to invest in the capacity to transform natural resources into innovation, productivity, and development. Talking about energy is talking about development. Behind industry, transportation, services, cities, and increasingly artificial intelligence, there is an energy infrastructure that sustains the economy. Understanding a country’s energy matrix is understanding […]

Data Analysis

September 30, 2026

When the data changes, has reality changed?

An analysis of almost 20 million teaching positions-year between 2020 and 2025 shows how changes in population composition and record production can alter the interpretation of historical series Between 2020 and 2025, the number of formal teaching employment positions identified in RAIS (Annual Relation of Social Information), from the Ministry of Labor, […]

Artificial Intelligence

September 28, 2026

Artificial intelligence and the trends

Why do so many people join in on the fun with ChatGPT? I was never the trend person. I still am not. Some pass through my timeline, I see them, I find them interesting but not to the point of trying them out. This was the case, inclusive, with some recent waves of images made by artificial intelligence, like the 80s trend, the one that […]

Tax Management

September 01, 2026

Tax reform and estate planning in the countryside

Efficiency in managing taxes facilitates governance and allows for the organization of family succession. Rural wealth organization has become a strategic measure in light of the tax reform in Brazil, which came into effect this year. The planning of activities and rural wealth management, through tools such as the transition from an Individual to […]

Renata de Gaspari Valdejão Almeida

Artificial Intelligence

August 05, 2026

Inside the company and off the radar: the risks of Shadow AI

According to Microsoft, 75% of professionals already use artificial intelligence at work without company approval. The use of generative artificial intelligence is already part of the corporate routine. Tools like ChatGPT, Copilot, and other platforms help professionals produce texts, analyze data, create presentations, and accelerate tasks in practically all sectors. But this advance […]

Renata de Gaspari Valdejão Almeida

Strategy

July 02, 2026

The future as a competence

Academic interest reinforces the projection of scenarios as an essential tool for decision-making. While some companies are still trying to get the next step right, others are already working with multiple possible futures — and preparing for all of them. But after all, what does it mean to “think about the future”? Is it a trend, a strategy, or a new competence that […]

Renata de Gaspari Valdejão Almeida

Innovation

Technology

May 21, 2026

Agro SP Corridor: innovation, institutional articulation and future

Pecege commands the executive operation of the 400 km ecosystem activities that became known as the Brazilian agro Silicon Valley In 2025, in addition to taking over the management of the Piracicaba Technology Park, the Pecege Institute was also designated to command the executive operation of the State Agribusiness Innovation Corridor activities, the so-called […]

Education

April 27, 2026

How to turn a TCC into a business

New management of the Piracicaba Technology Park offers consulting to MBA graduates The new project director of the Piracicaba Technology Park (PTP), Alexandre Barreto, often says that one of the greatest rewards he has ever had in life was seeing his MBA USP/Esalq students structure companies from their final projects […]

Technology

March 20, 2026

The human repertoire in the age of AI

Critical thinking and creativity are irreplaceable in the work of a marketing professional Artificial Intelligence (AI) is capable of incredible feats, but it does not yet possess the judgment, empathy, intuition, and strategic creativity necessary to do the job of a good marketing professional. In this area, it is important to know how to use the tool to automate […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

February 23, 2026

ESG as a growth strategy in a cooperative in RS

Santa Clara balances social and environmental responsibility with innovation Founded in 1911 by Italian immigrants in Carlos Barbosa, in the Serra Gaúcha region, Cooperativa Santa Clara is an example that it is possible to balance economic growth with social and environmental responsibility. From a small cheese production company, the organization has evolved into a […]

Renata de Gaspari Valdejão Almeida

Agribusiness

Innovation

January 22, 2026

Brazil free of Foot-and-Mouth Disease: what changes for Brazilian beef?

With a herd of over 200 million head of cattle, the country is currently the leader in exports. Brazil recently received, for the first time, the certification of country free of foot -and-mouth disease without vaccination, conferred by the World Organisation for Animal Health (WOAH). The seal strengthens the country’s position as a reliable supplier of meat for the […]

Renata de Gaspari Valdejão Almeida

Innovation

December 09, 2025

Innovation: the new cycle of the Piracicaba Technology Park

Instituto Pecege assumes management, betting on the creation of new businesses Starting in 2026, Instituto Pecege will assume the management of the Piracicaba Technology Park (PTP). Among its responsibilities will be the administration, operation, maintenance, and expansion of the park, in addition to fostering activities in innovation, entrepreneurship, and science and technology. The choice was made […]

Renata de Gaspari Valdejão Almeida

July 06, 2026

Large-Scale Architecture: DSR-SCRUM Change Management

Mônica Alessandra Guerios; Maria do Carmo Assis Todorov Abstract generated by ResumeAI, an artificial intelligence solution developed by Instituto Pecege focused on synthesis and writing. Architecture and urbanism are configured as essential bases in an increasingly complex and challenging urban space, where the intrinsic connection between social, environmental, and technological issues […]