The role of commercial leadership in engaging sales teams

Lopes, Denise; Inocêncio, Michele Cristina

doi:10.22167/2675-6528-202600711

Article

July 28, 2026

The role of commercial leadership in engaging sales teams

Denise Lopes; Michele Cristina Inocêncio

DOI: 10.22167/2675-6528-202600711

Article prepared by the ResumeAI tool, an artificial intelligence solution developed by the Pecege Institute focused on synthesis and writing.

Abstract

In a dynamic and results-oriented market, commercial leadership emerges as a central pillar for the performance and engagement of sales teams. This study investigated the direct influence of the leader’s role on the engagement and productivity of employees in high-pressure commercial environments. The main objective was to analyze the perceptions of sales professionals regarding the leadership practices adopted in their organizations and how these behaviors impact commitment to strategic goals. To this end, a descriptive and applied approach was adopted, using a field survey. Data collection occurred through the application of a structured questionnaire, composed of 24 Likert scale questions, focusing on leadership, organizational culture, and satisfaction, to 71 sales managers and directors from a technology sector company. The results revealed that leaders who adopted motivating and transparent postures managed to reduce resistance to change and increase the lead conversion rate. In contrast, the absence of clarity in goal definition was identified as the main factor for disengagement. It was concluded that investing in the development of behavioral competencies for managers is fundamental to creating more productive and resilient work environments, contributing to the sustainability of sales results.

Keywords: Behavioral competencies; Organizational culture; Sales management; Productivity.

1. Introduction

In a contemporary market characterized by its high dynamism and an intense pursuit of results, the performance and sustainability of sales teams assume a central role for organizational success. In this challenging scenario, commercial leadership transcends the mere management of people, emerging as a fundamental pillar that encompasses motivation, engagement, and strategic alignment of the team’s efforts.

The constant pressure for targets and the volatile nature of sales work intensify the importance of effective leadership. A sales leader is crucial for establishing a work environment that is not only motivating but also highly productive, directly impacting the team’s ability to achieve its goals and contribute to the organization’s overall results.

Organizational culture exerts a significant influence on the performance of leaders. Bastos and Cyrne (2017) highlight that an organization’s norms, values, and beliefs shape leaders’ behavior and how their decisions are perceived by employees. For leadership to generate a positive impact on team performance, its practices must be intrinsically aligned with organizational values.

Another relevant aspect of leadership in the context of sales teams is its ability to influence interpersonal relationships. Novato and Nunes (2019) highlight that effective leadership can create an environment of trust and cooperation. Although their study focused on the healthcare sector, their conclusions are highly applicable to the sales sector, where collaboration among team members and the level of motivation are directly correlated with the results achieved.

The relationship between leadership and team performance is also deepened by Silva and Mourão (2015). They demonstrate that leaders who adopt more participatory and collaborative styles manage to achieve better results in the training and development of their teams. This continuous improvement of skills is crucial for success in sales, reinforcing the need for leadership that promotes growth.

However, not all forms of leadership generate positive results. Abelha et al. (2020) analyze what they call the “dark side” of leadership, pointing out that poor leadership can create a toxic work environment. This environment is characterized by distrust, lack of communication, and discouragement, which can lead to a significant drop in the performance of sales teams and, consequently, harm organizational results.

Organizational culture also plays a fundamental role in defining the leadership style adopted by commercial managers. Carneiro and Streit (2021) demonstrate that an organization’s culture directly impacts knowledge management and process innovation, including leadership practices. A commercial leader’s ability to adapt and operate within this framework is essential for promoting a healthy and productive sales environment.

Given this multifaceted scenario, the relevance of this study lies in the need to understand how business leaders can positively influence the engagement of their teams. It is fundamental to consider not only leadership dynamics but also the individual aspects of team members, organizational culture, and interpersonal relationships in the workplace. Thus, the question guiding this research is: in what way can business leadership impact the engagement and performance of sales teams in different organizational contexts, considering not only the influence of culture and interpersonal relationships?

Understanding this dynamic is essential for organizations seeking high performance in volatile markets, where engaged human capital is the greatest asset. Therefore, the objective of this study was to analyze the role of commercial leadership in the engagement of sales teams, based on the perception of the commercial area.

2. Material and Methods

The present study adopted a descriptive and applied approach, seeking to characterize leadership practices and engagement in sales teams. To this end, a field survey, known as <i>survey</i>, was used as the main technical procedure. This methodological choice was justified by its ability to measure perceptions, behaviors, and relationships between variables objectively and systematically, which enabled the acquisition of reliable and generalizable data, as recommended by Gil (2010).

The research was conducted in a large company, operating in the technology sector, focusing on its sales teams. The study participants were sales managers and directors of the aforementioned organization. The unit of analysis consisted of these professionals’ perception of the role of commercial leadership in engaging their teams.

Data collection was carried out using a structured questionnaire, composed of 24 closed-ended questions. Responses were collected using a five-point Likert scale, which allowed participants to express their degree of agreement or disagreement with the statements presented. This scale is widely used in social and organizational research to measure variables such as leadership style, team engagement level, and sales performance (Gil, 2010).

The questionnaire was developed based on references from the specialized literature in leadership and people management. Questions 7, 8, 13, 15, 16, and 17 were inspired by the works of Novato and Nunes (2019), which address the importance of communication, recognition, and a trusting environment for motivation. They were also based on Chiavenato (2014), who discusses management practices that favor engagement, and on Robbins and Judge (2013), who highlight effective communication and inclusion.

Additionally, question 9, as well as questions 21 and 22, were based on Silva and Mourão (2015), who relate leadership styles to the development of competencies and training outcomes. Dutra (2012) was also considered, who emphasizes competency management and the relevance of training programs. Questions 10 and 14 engaged with Abelha et al. (2020), who analyze the negative effects of poor leadership, and with Fleury (2002), who addresses cultural factors affecting team performance.

Question 11 was built from Chiavenato (2014) and Bastos and Cyrne (2017), highlighting the balance between results and human development. Question 12 was based on Robbins and Judge (2013) regarding inclusive leadership. Finally, questions 20, 23, and 24 were based on Carneiro and Streit (2021), who discuss the influence of culture on leadership autonomy, and on Chiavenato (2014) and Dutra (2012), who emphasize the relevance of clear goals to direct efforts and achieve results.

Before the final application, the questionnaire was validated through a pre-test with two participants from the commercial area. This procedure aimed to verify the clarity, response time, and adequacy of the questions. After the necessary adjustments, the instrument was applied to 71 participants, consisting of 8 directors and 63 commercial managers, in accordance with the prior alignment with the study objectives.

The responses were collected through the Google Forms platform, with the questionnaire sent via WhatsApp. This platform offered an accessible and secure interface for online collection, ensuring data confidentiality and integrity. The choice of Google Forms was due to its ease of use and its ability to automate the collection and organization of information, which facilitated subsequent analysis.

Regarding ethical procedures, all participants were informed about the research objectives and the use of their data exclusively for academic purposes. Anonymity and confidentiality of the collected information were guaranteed, with the signing of a Free and Informed Consent Term (TCLE). This term ensured voluntary participation and the right to withdraw at any time, without prejudice. Data collection was carried out in a way that respected participants’ privacy, and all personal information was protected.

The data analysis technique consisted of organizing and tabulating the responses obtained through the questionnaire. The data were analyzed to understand the impact of commercial leadership on sales team engagement, allowing the identification of patterns and trends in participants’ perceptions. This approach enabled the acquisition of relevant information for the practice of commercial team management.

3. Results and Discussion

The analysis of the collected data, through the structured questionnaire applied to commercial managers and directors, sought to understand the intersection between leadership practices and the engagement level of sales teams. The results obtained allowed for the identification of patterns and perceptions about the influence of management on the performance and commitment of employees in a high-pressure commercial environment. The following discussion synthesizes the main findings, organized into thematic axes that address the transition of leadership, organizational culture, the impact of training, the relationship with goals and performance, the profile of the respondents, and team management, always in alignment with the objective of analyzing the role of commercial leadership in the engagement of sales teams.

The Leadership Transition: From Control to Facilitation

As proposed in the introduction of this work, modern commercial leadership demands a paradigm shift, moving away from a purely controlling model to a more facilitative role. The results indicate that the perception of leadership as a support element is decisive for team productivity. It was observed that when the manager is perceived as a facilitator, that is, someone who removes operational barriers and promotes autonomy, there is a direct reflection on the team’s confidence in making decisions. This finding corroborates the literature cited by Bastos and Cyrne (2017), reinforcing that leadership is not a static position, but a dynamic process of influence that adapts to the needs of the environment and the collaborators.

Organizational Culture and Transparency in Communication

The responses regarding company culture revealed that employee engagement is intrinsically linked to transparency in management practices. The sharing of strategic information and clarity about the “why” behind the goals proved to be critical success factors for team motivation. It was noted that the absence of a bidirectional communication flow is one of the main friction points, generating what the theoretical framework describes as passive disengagement. Teams that understand the organization’s vision and the purpose behind the goals feel more connected to the results, validating the hypothesis that organizational culture significantly shapes sales behavior and commitment levels.

The Impact of Training on Performance and Retention

A relevant piece of data extracted from the research refers to the theme of Training, demonstrating that the offering of adequate training is not seen merely as a technical gain for employees, but as proof of investment in human capital. Professionals who perceive training as impactful on their performance tend to show greater satisfaction and less resistance to aggressive pre-sales and sales targets. The development of skills, therefore, emerges as an engagement tool that goes beyond financial compensation, contributing to talent retention and the construction of a more resilient and adaptable work environment to the constant market changes.

Performance, Goals, and Conversion Rate

When analyzing the relationship between Performance and Effectiveness, the results indicate that clarity in goal definition is the greatest predictor of effectiveness for sales teams. Ambiguity in the stipulation of indicators or the perception of unattainable goals act as immediate demotivators, negatively impacting engagement. The discussion of the data suggests that teams that maintain good lead conversion rates are led by managers who balance rigorous monitoring of Key Performance Indicators (KPIs) with constant emotional and strategic support. This approach closes the cycle initially proposed, indicating that effective commercial leadership uses engagement as the driver for delivering sustainable results in a constantly transforming market.

Sociodemographic and professional profile of respondents

The analysis of the sociodemographic and professional profile of the respondents provided an essential overview of the investigated sample, composed of 71 sales managers and directors. Understanding the characteristics of these professionals is fundamental to contextualizing perceptions of leadership and engagement, allowing for a more robust interpretation of the results. The data collected covered aspects such as age group, biological sex, education level, current position, and tenure at the company, offering a basis for understanding the internal dynamics of the sales team and the influence of individual and collective factors.

The investigation into the age range of the 71 participants revealed that 30% were between 26 and 35 years old, 45% were in the 36 to 45 age range, 19% between 46 and 55 years old, and 6% were over 56 years old. The presence of younger professionals, even if in smaller proportion, suggests a generational transition in commercial teams. This scenario aligns with Fleury’s (2002) perspective, which addresses how structural changes can introduce new profiles and expand managerial practices. Age analysis is crucial for understanding the interaction between generations and the “facilitating leadership” model, allowing for the identification of variations in resistance to change or the pursuit of autonomy, and thus, adapting the leader’s approach to the needs of each phase of professional life.

The research also sought to identify the sex composition of the respondents, observing that 62% were male, 36% were female, and 2% identified in other categories. This distribution of men and women in management positions may reflect cultural characteristics of organizations and influence leadership approaches. Sex analysis allows for verification of nuances in engagement expectations or perception of leadership support among different genders, offering insight into equity and inclusion in the business environment and their potential implications for team management.

The participants’ educational level revealed that 48% had completed higher education. Additionally, 18% were pursuing postgraduate studies and 34% had already completed them, totaling 52% with some level of postgraduate education. This profile reinforces Dutra’s (2012) analysis on the growing appreciation of formal competencies and structured academic trajectories in managerial roles. In commercial environments, where strategic decisions require agility and grounding, higher education tends to strengthen the consistency of leadership practices.

The significant presence of professionals with postgraduate degrees, whether complete or incomplete, reveals a continuous movement of professional improvement among leadership. This finding aligns with Chiavenato’s (2014) reflections on the importance of continuing education for strengthening people management. Such a composition suggests that the researched organization attracts or develops leaders committed to technical and theoretical updating, which can favor more structured leadership practices aligned with the contemporary demands of the commercial sector, contributing to the adaptability and innovation of sales teams.

The investigation into the current position of the respondents showed that 89% held the position of manager and 11% acted as directors. This sample composition reinforces the operational and strategic nature of the positions analyzed. The predominance of managers indicates that the perceptions presented directly reflect the daily experience of commercial management, aligning with what Marras (2011) describes as the tactical role of these leaders, responsible for articulating goals, guiding teams, and ensuring the execution of sales processes. The presence of directors, although proportionally smaller, complements the understanding of the functioning of leadership structures within the organization, as Fleury (2002) points out regarding the different decision-making levels that make up an organization.

Regarding the participants’ tenure at the company, the data revealed that 6% had less than one year, 27% between one and three years, 33% between four and six years, and 34% more than six years. The concentration of participants with longer tenure, totaling 67% of the sample, indicates strong leadership retention. This scenario suggests an organizational environment that favors stability and continuity of managerial practices, which aligns with Carneiro and Streit’s (2021) reflections on the preservation of internal values over time.

Alongside this more experienced group, the presence of professionals with shorter periods of affiliation contributes to the balance between consolidated practices and renewed perspectives within the teams. This diversity in company tenure broadens the collective repertoire and fosters exchanges that can strengthen commercial leadership. Such dynamics align with Chiavenato’s (2014) discussion on improving people management and expanding the adaptive capacity of teams, promoting a more dynamic and responsive environment to market changes and the new demands of the technology sector.

Leadership and Team Management

In the thematic axis of Leadership and Team Management, the research delved into participants’ perception of leaders’ performance in crucial aspects for engagement and performance. The degree of support offered, the autonomy granted to collaborators, the frequency of recognition, and the effectiveness of communication were investigated. These elements are vital for understanding how leadership is exercised and perceived in the daily lives of sales teams, providing insights into practices that foster a productive and motivating work environment, according to the central objective of this study.

The research analyzed the perception of leadership effectiveness in daily operations, seeking to identify if managers act in removing operational and bureaucratic obstacles, allowing salespeople to focus their energies on conversion. The results indicated that 69% of respondents claim to perceive leadership effectiveness, with 42% partially agreeing and 27% fully agreeing. This predominance of positive responses converges with Robbins and Judge’s (2013) understanding of the impact of effective leadership on strengthening commitment and building trust relationships. However, 18% remained neutral and 13% disagreed, indicating that the perception is not entirely uniform and that distinct experiences may exist among teams, revealing opportunities for improvement in the consistency of managerial practices.

The research examined participants’ perception of how leadership practices influence team motivation, a central aspect in commercial environments marked by goals and high pressure. The distribution of responses showed that 85% of participants recognize that leadership practices directly influence team motivation, with 38% partially agreeing and 47% fully agreeing. This predominance suggests that the leader’s performance is perceived as a determinant for employee engagement, consistent with Novato and Nunes’ (2019) argument that relationships based on trust and cooperation strengthen engagement and sustain collective performance.

In the context of sales, this association tends to be even more expressive, as motivation and productivity become inseparable elements of commercial results. The 10% who remained neutral and the 5% who expressed some level of disagreement indicate, however, that the perception is not entirely uniform across all sectors. This interpretive diversity may reflect differences in leadership practices adopted by each manager, resulting in varied experiences among teams, approaching Chiavenato’s (2014) observations on how distinct managerial styles can generate different impacts on motivation and internal climate.

The research assessed whether participants perceive communication between leader and team as effective, recognizing that the quality of this communication is the basis for work coordination, goal setting, and strengthening internal trust. The data showed that 64% of participants perceive communication between leaders and teams as effective, considering the 40% who partially agree and the 24% who fully agree. This result indicates a functional communication flow in most units, aligned with Robbins and Judge’s (2013) understanding that clarity in information exchange favors cohesion and direction, especially in goal-oriented contexts such as sales teams.

On the other hand, the sum of 22% neutral responses and 14% disagreements suggests that communication does not occur with the same quality across all sectors. This variation may reflect individual differences among leaders or internal cultural particularities, an aspect discussed by Bastos and Cyrne (2017) who highlighted that organizational culture shapes communication practices and can either facilitate or limit more collaborative interactions. The perception of less effective communication in some segments points to the need for continuous improvement strategies, aiming for greater homogeneity and effectiveness in communicative interactions.

The research sought to understand if leadership is perceived as a promoter of the personal and professional development of team members, a fundamental element for environments that depend on continuous learning and skill improvement. The results indicate that 71% of participants perceive that leadership contributes to the personal and professional development of the team, considering the 44% who partially agree and the 28% who fully agree. This predominance of positive evaluations suggests a leadership oriented towards support and skill strengthening, a perspective consistent with Silva and Mourão (2015), who demonstrate how participatory styles enhance learning and favor the consolidation of skills essential for commercial performance.

However, the set formed by 19% of neutral responses and 9% of disagreements indicates that this perception is not homogeneous among all collaborators. This variation may reflect differences in the performance of each manager or in the way development processes are conducted in different areas. This interpretation aligns with Dutra (2012), who states that competency-based management depends on continuous and balanced actions, as asymmetries in practices tend to generate fragmented experiences and unequal perception of growth opportunities, impacting collaborators’ desire to stay and engagement.

In summary, this study provided an in-depth understanding of the dynamics between commercial leadership and team engagement, demonstrating that sales success transcends the mere monitoring of metrics. The findings revealed that leadership plays a crucial role, acting as a “tie-breaker”: while models focused exclusively on pressure may yield immediate results, it is leadership that adopts a facilitative stance that ensures the long-term sustainability and emotional well-being of the team. This perspective highlights the importance of a work environment that promotes trust and the continuous development of employees.

The data and theoretical analyses indicated that engagement is a direct reflection of established trust. When the leader acts to remove operational barriers and promotes transparent communication, not only is an improvement in the lead conversion rate observed, but also a strengthening of the employee’s bond with the organization’s purpose. The research confirmed that clarity in goal definition and investment in technical training are perceived by salespeople as forms of appreciation, acting as powerful fuels for motivation and commitment to strategic objectives.

Thus, the role of the commercial leader has evolved from a mere supervisor to a people strategist. For organizations aiming for high performance in volatile markets, engagement is not imposed, but cultivated through humanized management, constant support, and alignment of expectations. The results of this study reinforce the need for managers to reflect on their daily practice, recognizing that the greatest asset of a commercial area is, and always will be, engaged and motivated human capital, essential for organizational resilience and success.

4. Conclusion

This study sought to analyze the role of commercial leadership in the engagement of sales teams, based on the perception of professionals in the field. It was found that the transition from a purely controlling leadership model to a more facilitative role is determinant for the productivity and safety of the teams. It was observed that managers perceived as facilitators, who remove operational barriers and promote autonomy, directly impact the team’s decision-making capacity. It was identified that employee engagement is intrinsically linked to transparency in management practices and clarity about the purpose of goals, with the absence of bidirectional communication being a factor of disengagement. It was found that investment in training and skills development is perceived as valuing human capital, contributing to greater satisfaction, lower resistance to goals, and talent retention. Clarity in goal definition emerged as the main predictor of effectiveness, while ambiguity or the perception of unattainable goals act as demotivators.

The main contribution of this study lies in the in-depth understanding that sales success transcends the mere tracking of metrics, depending crucially on leadership that acts as a people strategist. It became evident that, although approaches focused solely on enforcement may yield immediate results, it is leadership that adopts a facilitating and humanized stance that ensures the long-term sustainability and emotional health of the team. Engagement, therefore, is not imposed, but cultivated through management that promotes trust, constant support, and alignment of expectations. The findings reinforce the need for organizations to invest in the development of behavioral competencies for their managers, recognizing that engaged and motivated human capital is the greatest asset for resilience and success in volatile markets.

Bibliographic References

Abelha, D., Cavazotte, F., Niemeyer, J., & Boas, O. 2020. O lado sombrio da força: A má liderança e suas consequências para os indivíduos e as organizações. Revista Economia & Gestão, 20(55), 38-57.

Bastos, P., & Cyrne, C. 2017. Como a cultura organizacional influencia na atuação dos líderes. Revista Destaques Acadêmicos, 9(1).

Carneiro, H., & Streit, R. 2021. O impacto da cultura organizacional na gestão do conhecimento para a inovação de processos em serviços. Atoz Novas Práticas Em Informação E Conhecimento, 10(2), 78.

Chiavenato, I. 2014. Gestão de pessoas: o novo papel dos recursos humanos nas organizações. 4. ed. Rio de Janeiro: Elsevier.

Dutra, J. S. 2012. Gestão de pessoas: modelo, processos, tendências e perspectivas. São Paulo: Atlas.

Fleury, M. T. L. 2002. As pessoas na organização. In: Fleury, M. T. L. (Org.) As pessoas na organização. São Paulo: Gente.

Gil, A. C. 2010. Como elaborar projetos de pesquisa (5ª ed.). Atlas.

Marras, J. P. 2011. Administração de recursos humanos: do operacional ao estratégico. São Paulo: Futura.

Novato, D., & Nunes, E. 2019. As relações interpessoais na enfermagem: Influência da liderança na motivação da equipe técnica. Revista Saúde – Ung-Ser, 13(1/2), 8.

Robbins, S. P.; Judge, T. A. 2013. Comportamento organizacional. 15. ed. São Paulo: Pearson.

Silva, N., & Mourão, L. 2015. A influência dos estilos de liderança sobre os resultados de treinamento. Estudos e Pesquisas Em Psicologia, 15(1), 260-283.

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

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

Most recent

October 27, 2026

Effectiveness of the Brazilian Central Bank’s monetary policy and its possible social costs (1999-2024)

October 27, 2026

Financial efficiency and risk mitigation in legal departments

October 27, 2026

Comparison of prepayment risk models in fixed-rate credit portfolios

October 27, 2026

Imperative vs. reactive architecture: impact on debugging and error correction in iOS mobile development

October 27, 2026

CRM IN DATA RETENTION FOR CUSTOMER POTENTIAL ANALYSIS IN THE B2B HEALTH SECTOR

October 27, 2026

Evaluation of the application of Scrum in improving efficiency and adaptability in technology projects

October 27, 2026

Challenges in the operationalization of rural credit: perception of employees of a financial institution in the Southeast of Brazil

October 27, 2026

Institutional Dissonance and Privacy Barriers in the Adoption of DREX in Brazil

October 27, 2026

Application of Six Sigma DMAIC and Gemba Walk for the analysis of mechanical availability of mobile equipment

The conduct of monetary policy in Brazil, particularly under the inflation targeting regime, has been widely debated due to its possible impacts on inflation and economic activity. The study aimed to evaluate the effectiveness of Brazilian monetary policy, guided by the Selic rate, in controlling inflation, and to investigate its possible social costs during the period from 1999 to 2024. For this purpose, quarterly data on Gross Domestic Product (GDP), Broad Consumer Price Index (IPCA), Selic rate, and exchange rate, extracted from the Central Bank of Brazil, were used. The methodology employed a Vector Error Correction Model (VECM), preceded by stationarity and cointegration tests, and complemented by Impulse Response Function and Variance Decomposition analyses. The results indicated that inflation showed a strong inertial component, being predominantly explained by its own dynamics, while shocks in interest rates and exchange rates demonstrated a statistically limited impact on the IPCA. Additionally, it was found that GDP did not respond significantly to variations in the Selic rate, suggesting low sensitivity of economic activity to monetary policy during the analyzed period. In summary, it was concluded that monetary policy demonstrated limited effectiveness in controlling inflation, without, however, generating direct and significant social costs on Gross Domestic Product, which acts as the main driver of job creation.

Keywords: Cointegration; Econometrics; Inflationary inertia; Inflation targets; Gross Domestic Product.

October 27, 2026

Financial efficiency and risk mitigation in legal departments

The research investigated how governance mechanisms and internal controls, applied to “Legal Operations” practices, can strengthen the financial management and budgetary predictability of a legal department in a multinational company. The study aimed to diagnose critical points of the legal budget cycle, from forecasting to payment, and identify process improvements, indicators, and responsibilities between the legal and financial departments. To this end, an applied qualitative research was conducted, configured as a case study. Data collection included interviews with professionals from the legal and financial areas, documentary analysis of cost spreadsheets (2022-2024) and compliance policies, as well as mapping of the legal expenses flow. The results revealed fragilities in interdepartmental coordination, notably in the definition of cost centers and the use of budgetary control instruments. Gaps were observed in process monitoring and in the integration of information from external firms, as well as opportunities for routine automation and improvement of management indicators. Budgetary predictability was found to be impacted by exogenous factors, such as the dynamics of the Judiciary, and endogenous factors, such as the quality of information and the governance of the budget cycle. It was concluded that budgetary predictability depends on the maturity of governance applied to processes, data, and operational routines. A governance and control model for the legal budget was proposed, focusing on process standardization, strengthening monitoring, and improving decision-making, including process mapping, risk and control matrix, and performance indicators.

Keywords: Automation; Internal controls; Corporate governance; Legal Operations; Budgetary predictability.

October 27, 2026

Comparison of prepayment risk models in fixed-rate credit portfolios

The risk of early settlement in pre-fixed credit portfolios constituted a relevant challenge for Asset and Liability Management (ALM) in financial institutions, as it generated cash flow asymmetries and inefficiencies in hedging strategies. The work aimed to comparatively evaluate the predictive performance of traditional econometric and statistical models versus machine learning algorithms in estimating the Monthly Mortality Rate (SMM). To this end, a real database of credit operations originated between 2016 and 2025 was used, totaling approximately 500 million observations. Models such as Historical CPR, Beta Regression, Quantile Regression, Logistic Regression, Cox Proportional Hazards, and LightGBM were evaluated, with performance measured by Mean Absolute Error (MAE) and validated through temporal cross-validation with an expanded window. The results demonstrated the superiority of non-linear approaches, with the LightGBM model showing the best performance in the test period (Jan/2024 to Jul/2025), reducing MAE by 34.21% compared to the historical benchmark. Additionally, interpretability techniques based on SHAP values and survival analysis were employed to identify the contract rate spread, market rate, and bond age as the main economic determinants of prepayment. The application of the proposed model improved the accuracy of cash flow estimates and provided favorable evidence for refining the calculation of effective duration and the sizing of the institutional liquidity buffer, suggesting that more flexible models can optimize ALM management.

Keywords: Machine learning; ALM Management; Hedge; Financial modeling; Interest rate risk.

October 27, 2026

Imperative vs. reactive architecture: impact on debugging and error correction in iOS mobile development

The development of iOS mobile applications can be conducted under imperative and reactive architectures, directly impacting debugging and maintenance practices. The objective was to establish the impact of architectural choice on debugging and error correction in iOS applications, evaluating the automatic detectability of failures, the traceability of reports, and the utility of logs. An experimental study was conducted, in which two functionally equivalent native applications were developed with UIKit (imperative) and SwiftUI/Combine (reactive). Four controlled error scenarios were inserted, classified as explicit crashes and silent errors. Data were collected with Firebase Crashlytics and Xcode Debugger in forty sessions, and these were analyzed by descriptive statistics and content analysis. The results revealed that, for state inconsistencies, the UIKit architecture generated immediate crashes and automatic reports, while SwiftUI suppressed the crash and produced a silent warning invisible to automatic tools. For forced unwrapping, the architecture proved irrelevant. In silent scenarios, neither architecture offered automatic observability, which highlighted the limitations of the tools. It was concluded that the reactive architecture, by abstracting state control mechanisms, reduced explicit errors but introduced silent failures with lower traceability. The architectural decision must consider the implications for production monitoring, requiring manual log instrumentation in SwiftUI/Combine projects for errors that would be automatically captured in UIKit.

Keywords: Combine; Maintainability; Observability; SwiftUI; UIKit.

October 27, 2026

CRM IN DATA RETENTION FOR CUSTOMER POTENTIAL ANALYSIS IN THE B2B HEALTH SECTOR

Commercial management in the B2B healthcare sector faced constant challenges, requiring strategic vision and sharp attention to delivering results. The study investigated how the implementation of a CRM (Customer Relationship Management) system contributed to mitigating the loss of historical information and enhancing customer retention in the face of selling costs. A qualitative-quantitative approach of an exploratory-descriptive nature was adopted, and data were collected through a questionnaire answered by 42 professionals in the commercial area, working in the industry or in healthcare segment companies. The results revealed that, although 71.4% of respondents used computerized CRM, organizational culture imposed strong resistance, confirmed by 57.1% of professionals who relied on manual methods, such as diaries and isolated spreadsheets, for data recording and retention. A gap in training was also evident, as 24.4% of respondents rarely or never received specific training. The research inferred that the underreporting of data was not solely due to a lack of technology or technological failure, but to a deficiency in the strategic management of people and processes. The vision of the need for integrated management to generate competitive intelligence and sales predictability was reinforced, and attention was drawn to the need for more frequent training and development. Mitigating the cost of selling and enhancing customer retention depend on consistent integration between human capital and technology, generating managerial assets to increase commercial production and strategic data retention.

Keywords: Training; Sales strategy; Customer management; Strategic management; Commercial intelligence.

October 27, 2026

Evaluation of the application of Scrum in improving efficiency and adaptability in technology projects

The growing complexity of technology projects demanded approaches capable of balancing control, efficiency, and adaptability to constant changes, as traditional management models showed limitations in dynamic environments. Technology project management was evaluated before the implementation of an agile method, improvements based on iterative practices were proposed, and post-implementation performance was reassessed, seeking to identify gains in operational efficiency and adaptability throughout the project lifecycle. The research employed a descriptive case study, with a qualitative approach, in two technology sector companies. Data were collected through structured questionnaires applied before and after the intervention, complemented by documentary analysis and systematic observation over ninety days of solution application. The results showed consistent improvement in planning flexibility, greater alignment with client needs, increased delivery predictability, and enhanced team productivity. A productivity gain was the most expressive indicator, with 85.7% total agreement on the improvement of team performance after adopting the *framework*. It was concluded that the structured implementation of the method improved the management of the analyzed projects, reinforcing the capacity to respond to changes and promoting greater business value generation.

Keywords: Organizational adaptation; Incremental delivery; Agile management; Iterative planning; Team productivity.

October 27, 2026

Challenges in the operationalization of rural credit: perception of employees of a financial institution in the Southeast of Brazil

Rural credit is a crucial instrument of Brazilian agricultural policy, essential for the viability of agricultural production cycles and the development of the sector. Despite its relevance, the operationalization of rural credit has faced significant challenges in financial institutions, stemming from regulatory complexity, documentary bureaucracy, and risks inherent to agricultural activity. In this context, the study aimed to analyze the perception of financial institution employees regarding the rural credit release process, identifying difficulties, operational challenges, and opportunities for improvement. A descriptive quantitative approach was adopted, with the application of a structured questionnaire to 37 employees who work directly or indirectly in the granting of rural credit. The sample was intentional, and the data were analyzed descriptively, with the support of tabulation and graphical representation. The results indicated that the main challenges faced by financial institutions were related to excessive bureaucracy, collateral requirements, risk analysis, limitation of agent autonomy, and the need for greater technical training. External factors, such as producer indebtedness, adverse climate events, and high production costs, also negatively impacted access to credit. It was concluded that the improvement of internal processes, combined with continuous training of professionals and coordination between regulatory agents and financial institutions, can contribute to making rural credit more efficient and accessible.

Keywords: Agribusiness; Bureaucracy; Agricultural policy.

October 27, 2026

Institutional Dissonance and Privacy Barriers in the Adoption of DREX in Brazil

The perception of different stakeholders on the implementation of DREX (Real Digital) in the Brazilian financial system was analyzed, focusing on the expected impacts on security, privacy, and adoption. The study aimed to investigate the perceptions of distinct groups regarding the risks and opportunities of DREX, offering subsidies for decision-making by financial institutions and regulators. To this end, three questionnaires were applied to 415 participants, divided among professionals in finance and technology (81), cryptoasset investors (149), and the general public (185). The collected data were tabulated and subjected to quantitative descriptive analysis, complemented by a comparative analysis between groups. A consistent institutional dissonance was identified, where technical trust in the Central Bank surpassed political trust in the Federal Government. Among cryptoasset investors, an ideological rejection of DREX was observed, driven by concerns about traceability and governmental control, with an inverse relationship between technical knowledge and adoption intention. The general public demonstrated pragmatic willingness, conditioned on the absence of explicit perception of financial surveillance, a pattern termed “Pix-Privacy Gap”. Financial privacy emerged as the main transversal obstacle to adoption across all groups, and a 1% cashback incentive proved insufficient to overcome this resistance. It was concluded that voluntary adoption of DREX tends to be fragmented and conditional, depending on structured communication initiatives, digital financial education, and auditable privacy architectures that reinforce the credibility and independence of the Central Bank before society.

Keywords: CBDC; Institutional trust; Risk perception; Traceability; Financial system.

October 27, 2026

Application of Six Sigma DMAIC and Gemba Walk for the analysis of mechanical availability of mobile equipment

The inefficient management of mobile equipment maintenance routines in infrastructure works had directly evidenced impacts on mechanical availability indicators and productive performance. The study aimed to analyze the mechanical availability of equipment in a highway superstructure work, employing the Six Sigma DMAIC cycle and the Gemba Walk practice. The adopted methodology was characterized as an applied case study, of a mixed nature. Data from operational reports were collected and processed, mechanical availability indicators were calculated, and qualitative analyses were conducted through the Ishikawa Diagram. In the Define phase, routines were mapped and historical data were collected. In Measure, mechanical loss records were standardized and mechanical availability was calculated, identifying critical equipment with performance below 85%. The Analyze stage used the Ishikawa Diagram to identify root causes, and in the Improve phase, improvement actions and an implementation schedule were structured. The results revealed that certain equipment families presented performance below the acceptable threshold, with the asphalt plant standing out for its unavailability of 79%, directly impacting production. The main identified causes included the absence of preventive planning, failures in maintenance management, and the unavailability of critical inputs. It was concluded that the integrated application of the methodologies allowed not only to identify the causes of low availability but also to structure a management model focused on operational reliability and continuous improvement, proposing the transition from a reactive model to proactive, field-based maintenance.

Keywords: Operational reliability; Asset management; Performance indicators; Maintenance; Continuous improvement.

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 […]