Use of digital tools in project management of new products in a B2B company

doi:10.22167/2675-6528-202602766

Article

September 30, 2026

Use of digital tools in project management of new products in a B2B company

Use of Digital Tools in New Product Project Management in a B2B Company

Caroline Yukari Kubo; Sérgio Ricardo do Nascimento

DOI: 10.22167/2675-6528-202602766

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

Abstract

The impact of using digital management tools on conducting new product development projects in a B2B company in the bar soap sector was analyzed. The research was conducted through a case study in the company’s Research and Development (R&D) area, over three months, with eight team members. A mixed methodological approach was employed, combining qualitative and quantitative methods. Data collection involved daily observation of employee engagement in using the tools and the application of structured interviews, complemented by the Time Management Matrix, to assess ease of use and clarity in visualizing schedules. The results indicated that 62% of employees used digital tools, which significantly contributed to the improvement of activity organization, schedule tracking, and project management efficiency. It was found that the use of these tools favored a more planned and strategic approach to prioritizing daily demands, in contrast to the reactive behavior observed among those who did not use them. Cost stages were identified as the most complex for project completion. It was concluded that digital tools represent relevant strategic support for project management and for the improvement of innovation processes in the organizational context, highlighting the importance of their adequate selection and configuration.

Keywords: Schedules; New product development; Digital tools; Project management; Research and development.

1. Introduction

Currently, the use of digital management tools has intensified in the daily lives of companies. The constant increase in the launch of new products in stores and markets makes the business environment more competitive and challenging, especially in the Business to Business (B2B) segment, where a structured planning of new projects is essential to ensure process control and compliance with each client’s specifications. According to Sauser et al. (2009), projects represent a central activity for most organizations, being fundamental for achieving their strategic objectives. However, project failures are still recurrent and can occur in both their technical dimension, related to operational and technological aspects, and in their managerial dimension, associated with the planning, coordination, and control of activities.

In this context, the fundamental commitment of projects developed by companies in this segment is to deliver results that meet the specific needs or solve client problems. Project management tools have been constantly improved and incorporated into daily organizational life, as they allow control over variables such as time, cost, risks, and quality, which are essential factors for achieving objectives. As highlighted by Archibald (2003), projects promote changes in the present situation, either through the creation of market-oriented innovations or the implementation of new internal processes and systems. It is, therefore, a continuous cycle of organizational transformation, in which new challenges generate new projects.

The successful development of new products depends on multiple factors, such as risk analysis, understanding consumer needs, and adequate brand positioning. However, these aspects, although essential, do not guarantee the success of the process in isolation. It is necessary for the organization to have an internal environment conducive to effective and efficient project management, ensuring compliance with schedules, risk mitigation, and control of planned costs. From this perspective, it becomes essential to develop the right products and/or develop them correctly, as emphasized by Cooper et al. (2000).

One of the biggest challenges faced by companies is to keep the organization and project management updated in the face of the demands and dynamics of organizational routine. The limitations of predictive project management methods in innovation contexts have become a recurring theme among professionals and researchers since the early 2000s (Dawson & Dawson, 1998; Williams, 1999). The search for more effective solutions has driven the emergence of alternative approaches, gathered under the concept of Agile Project Management (Amaral et al., 2011). In this context, digital tools begin to play a strategic role, by providing dynamic, intuitive, and easy-to-use resources in daily corporate life, with a focus on visual management and quick consultation of essential information for project monitoring and control.

Various recognized authors and institutes, such as the Project Management Institute (PMI, 2021), have proposed significant efforts to improve the performance of product development project management. New strategies, methodologies, and tools, such as Project Portfolio Management and MS Project, are continuously being employed with the objective of improving indicators such as cost, time, and quality. These innovations reflect the evolution of business management models and transform the way product scope management is conducted.

The company analyzed in this study is a Brazilian consumer goods company operating in the personal hygiene, cosmetics, and household cleaning segments, with a portfolio of over eight hundred products. In 2025, the company surpassed the 3,400 employee mark and had fifteen brands. Among its production units, the bar soap factory stands out, which was the focus of the analysis. In this context, the unit began to invest more systematically in project management as a strategy to improve processes, optimize resource utilization, and ensure quality and efficiency standards throughout all production stages.

The adoption of structured practices, especially through digital tools, has proven essential for planning, monitoring, and controlling critical variables such as time, cost, risk, and quality, integrating agile principles and providing greater visibility into project progress. Thus, the application of these solutions in the corporate environment allows for aligning customer demands, meeting strict deadlines, identifying improvement opportunities, and strengthening the company’s strategic positioning. Therefore, it becomes fundamental to analyze how the use of digital management tools impacts project execution and contributes to efficiency, organization, and innovation in the Research and Development environment. Consequently, the present study aims to analyze the impact of using digital management tools on the execution of new product development projects in a B2B company in the bar soap sector.

2. Material and Methods

The research adopted an applied approach, focused on analyzing the use of digital tools in the management of new product development projects. This methodological choice was justified by the need to directly evaluate the impact of these tools in the organizational environment, with special attention to the routine of the Research and Development (R&D) team. The study focused on analyzing the effects on processes and operational efficiency, seeking to understand the support offered to decision-making.

The methodological design followed a mixed approach, combining qualitative and quantitative methods, as advocated by Creswell (2014) and Tashakkori & Teddlie (2003). The qualitative dimension allowed for the interpretive analysis of collaborators’ perceptions regarding the use of digital tools in project management. Complementarily, the quantitative dimension enabled the measurement of observable indicators, such as deadlines, productivity, and schedule adherence.

The research method employed was the case study, conducted in a B2B company in the bar soap production sector. This method was selected for its suitability in understanding contemporary phenomena in their real context, especially when the boundaries between the phenomenon and the environment are not clearly defined, as indicated by Yin (2015). The research involved eight members of the Research and Development (R&D) team of the aforementioned company.

The study participants were professionals from the analyst, supervisor, and manager levels, covering both sexes and aged between 20 and 45 years. Data collection was conducted over a three-month period, focusing on the R&D team’s routine. The selection of these participants aimed to obtain a comprehensive perspective on the use of digital tools in managing new product development projects.

Data collection was structured in two complementary stages. In the first stage, a systematic evaluation and classification was carried out through daily observation. The behaviors and engagement level of the R&D team members in using digital project management tools were observed, recording their interactions and how they were used in daily work.

In the second stage, a structured interview was applied with the same eight participants. The objective of this interview was the application of the Time Management Matrix, an instrument that allowed the evaluation of the ease of use of digital tools. Additionally, we sought to verify the clarity in the visualization of schedules and the agility in obtaining information related to projects through these tools.

For the analysis of the collected information, content analysis was employed, as proposed by Bardin (2011), for the treatment of the qualitative data obtained from the interviews. For the quantitative data, from the Time Management Matrix, descriptive analysis was used. This methodological combination allowed for an integrated understanding of the impact of digital tools on the management of new products, providing subsidies for the study of R&D processes in the company.

3. Results and Discussion

The analysis of data collected in the Research and Development (R&D) area of the B2B company, through structured interviews with eight team members, revealed important insights into the impact of digital tools on the management of new product development projects. The participants, who included professionals at the analyst, supervisor, and manager levels, aged between 20 and 45 years and of both sexes, provided a comprehensive view on the use and perception of these tools in daily work. Initial results indicated a clear division in team behavior regarding the adoption of these technologies, establishing the basis for a more in-depth investigation into their implications for project efficiency and organization.

It was found that a significant portion of collaborators, corresponding to 62% of the R&D team, used digital tools as essential support for their daily project management activities. These professionals reported that the adoption of these technologies contributed expressively to improving the management of daily demands, facilitating task visualization and rigorous monitoring of project schedules. This finding underscores the relevance of these tools as catalysts for effective performance, promoting greater organization and clarity in new product development processes. The integration of information and continuous progress monitoring, as pointed out by Kerzner (2017), are fundamental aspects that these tools provide, positively impacting organizational results.

In contrast, the remaining 38% of collaborators did not regularly use digital tools for managing their projects. The most frequently cited challenges by this group were related to a lack of familiarity with the available digital programs, as well as the absence of clear standardization of the systems adopted by the company. The perceived complexity of the tools was also a limiting factor, suggesting that the effectiveness of implementing such technologies depends not only on their availability but also on a robust training and support strategy. The lack of standardization and difficulty of use can compromise the efficiency of processes and the expected results, as highlighted by the Project Management Institute (PMI, 2021), which emphasizes the importance of user training for the success of project management.

To deepen the understanding of the impact of adopting digital tools on the organization of daily demands, a comparative analysis was performed based on the Eisenhower Time Management Matrix. This matrix, widely recognized in management literature, categorizes activities into four distinct quadrants, considering their importance and urgency (Covey, 2015). The first quadrant covers urgent and important tasks, which require immediate attention. The second focuses on important, but not urgent, activities, considered strategic for the long term. The third includes urgent, but not important, tasks, which often generate interruptions. Finally, the fourth quadrant encompasses non-urgent and unimportant activities, associated with time waste (Covey et al., 2017).

The application of the Eisenhower Matrix to collaborators who did not use digital project management tools revealed a predominantly reactive pattern of action. It was observed that the majority of their daily demands were classified as important and urgent, totaling 22 activities in this quadrant. Furthermore, 15 activities were identified as important but not urgent, and 3 as urgent but not important, while no activities fell into the not urgent and not important category. This distribution suggests that these professionals tend to concentrate their efforts on crises and imminent deadlines, which may indicate a low visibility of future demands and overall project timelines, hindering proactive planning and the definition of strategic priorities.

This reactive behavior, evidenced by the concentration of activities in the urgency quadrants, can be attributed to the absence of effective digital mechanisms for planning and time management. The lack of an integrated system to visualize and manage tasks leads professionals to prioritize what is immediate, to the detriment of strategic and preventive actions, which are crucial for the long-term success of projects (Covey, 2015). Such a scenario contributes to less efficient management of activities, resulting in a cycle of responding to emergencies rather than planned and controlled execution, which corroborates the need for tools that offer a holistic and proactive view of demands.

In contrast, the analysis of the Eisenhower Matrix for collaborators who used digital project management tools demonstrated a significantly more planned and strategic approach to work organization. The majority of their activities, 27 in total, were concentrated in the quadrant of important but not urgent tasks. This pattern indicates a superior capacity for planning and prioritizing actions that contribute to long-term development and problem prevention, rather than merely reacting to them. Only 4 activities were classified as urgent and important, 5 as urgent and not important, and 3 as not urgent and not important, reflecting a more balanced time management.

The predominance of activities in the important but not urgent quadrant among digital tool users suggests greater managerial maturity and enhanced strategic capability. As Chiavenato (2014) highlights, the concentration of activities in the urgency quadrants can signal planning failures or the absence of tools to support task organization. On the other hand, a greater focus on the second quadrant, as observed in this study, reflects more effective management, where planning and problem prevention are prioritized. This demonstrates that digital tools empower professionals to adopt a proactive stance, optimizing the allocation of resources and time for activities of higher strategic value.

To identify the main barriers in project completion, respondents were asked about the stages that presented the greatest complexity. The results indicated that the stage related to costs was the most frequently mentioned as a source of difficulty, followed by the stages of time and, finally, documentation. This hierarchy of challenges is particularly relevant in the context of a B2B company, where the approval of any new product development project requires prior and rigorous cost validation with the client. The need for detailed financial alignment with business partners adds a layer of complexity that can significantly delay project progress.

Complexity in cost management can also be intrinsically linked to the digital tools themselves. Not all project management software offers specific and robust modules for detailed financial tracking and control. More complete tools, capable of monitoring costs in real-time and providing in-depth analysis, generally imply a high acquisition cost and demand considerable training time for the team (ProjectManager.com, 2025). These combined factors can directly impact the efficiency of financial planning and control of project activities, making the cost stage a significant bottleneck, even with the adoption of other digital functionalities.

Regarding the time and documentation stages, it was observed that, although they also present challenges, their characteristics are distinct from financial difficulties. These activities are strongly associated with the operational execution and productive dynamics of the factory, involving factors such as resource availability, production line operational conditions, equipment production capacity, and overall team performance. Although digital project management tools can offer valuable support for monitoring these activities, the successful completion of actions in these phases largely depends on operational and human aspects that transcend software functionalities.

Despite the limitations inherent in operational and human factors, activities related to time and documentation can be significantly benefited by the use of an effective project manager. The digital tool assumes a crucial role by enabling detailed planning of activities, clear definition of deadlines, continuous progress monitoring, and systematic recording of actions taken. This allows for necessary adjustments, adaptations, and improvements during execution to be promptly incorporated into the schedule, ensuring structured monitoring and greater integration among the different areas involved. Such monitoring contributes to increasing transparency, traceability, and accountability throughout the project, facilitating the identification of deviations and the adoption of corrective measures in a timely manner.

In summary, the results of this research show that the adoption of digital project management tools has a significant impact on the monitoring and execution of activities in the B2B company’s corporate environment. It was observed that, while the cost stage demands special attention due to the complexity of validation and tracking, other phases, such as testing, production, and adjustments, benefit considerably from the visibility, integration, and centralization of information provided by the software. The findings indicate that the appropriate selection and configuration of these tools directly influence team efficiency, task prioritization, and deadline adherence, reinforcing the need for investments in training and in solutions that meet the specific demands of each stage of the project lifecycle (Kerzner, 2017; ProjectManager.com, 2025).

4. Conclusion

This study analyzed the impact of using digital management tools on conducting new product development projects in a B2B company in the bar soap sector. It was found that the adoption of these tools by 62% of employees contributed significantly to the improvement of activity organization, schedule tracking, and project management efficiency. The analysis of the Eisenhower Time Management Matrix revealed that users demonstrated a more planned and strategic approach to prioritizing demands, focusing efforts on important but not urgent tasks. In contrast, professionals who did not use digital tools showed a predominantly reactive pattern of action, focusing on urgent and important activities, which was associated with a lack of familiarity and absence of system standardization. Additionally, it was identified that the cost stage represented the greatest complexity for project completion, given the requirement for rigorous validation with the client in the B2B environment.

In summary, digital project management tools have proven to be a relevant strategic support for conducting new product development projects and for improving innovation processes within the organizational context. The study’s main contribution lies in highlighting how the adoption of these technologies empowers teams to adopt a more proactive and strategic stance in time management and task prioritization. However, the study acknowledges that the complexity of the cost stage, intrinsic to the B2B model and the need for client validation, remains a challenge, often not fully addressed by the functionalities of available tools, which may have high acquisition costs and require training. Furthermore, operational and human factors proved crucial for the success of the time and documentation stages, transcending software support. For future studies, it is recommended to deepen the analysis on the ideal choice and configuration of these tools, as well as the importance of investments in continuous training to optimize their use and meet the specific demands of each project lifecycle phase.

Bibliographic References

Amaral, D.C.; Conforto, E.C.; Benassi, J.L.G.; Araujo, C. 2011. Gerenciamento ágil de projetos: aplicação em produtos inovadores. Saraiva, São Paulo, SP, Brasil.

Archibald, R.D. 2003. Managing high-technology programs and projects. 3. ed. John Wiley & Sons, Hoboken, NJ, EUA.

Bardin, L. 2011. Análise de conteúdo. Edições 70, São Paulo, SP, Brasil.

Chiavenato, I. 2014. Administração: teoria, processo e prática. 5. ed. Manole, São Paulo, SP, Brasil.

Cooper, R.G.; Edgett, S.J.; Kleinschmidt, E.J. 2000. New problems, new solutions: making portfolio management more effective. Research-Technology Management 43(2): 18-33.

Covey, S.R. 2015. Os 7 hábitos das pessoas altamente eficazes. 30. ed. BestSeller, Rio de Janeiro, RJ, Brasil.

Covey, S.R.; Merrill, A.R.; Merrill, R.R. 2017. Primeiro o mais importante. Elsevier, Rio de Janeiro, RJ, Brasil.

Creswell, J.W. 2014. Research design: qualitative, quantitative, and mixed methods approaches. 4. ed. SAGE Publications, Thousand Oaks, CA, EUA.

Dawson, R.; Dawson, C. 1998. Practical proposals for managing uncertainty and risk in project planning. International Journal of Project Management 16(5): 299-310.

Kerzner, H. 2017. Gestão de projetos: as melhores práticas. 4. ed. Bookman, Porto Alegre, RS, Brasil.

Project Management Institute [PMI]. 2021. Um guia do conhecimento em gerenciamento de projetos (guia PMBOK). 7. ed. Project Management Institute, Newtown Square, PA, EUA.

ProjectManager.com, 2025 [Referência completa não encontrada no documento original]

Sauser, B.J.; Reilly, R.R.; Shenhar, A.J. 2009. Why projects fail? How contingency theory can provide new insights a comparative analysis of NASA’s Mars Climate Orbiter loss. International Journal of Project Management 27: 665-679.

Tashakkori, A.; Teddlie, C. 2003. Handbook of mixed methods in social & behavioral research. SAGE Publications, Thousand Oaks, CA, EUA.

Williams, T. 1999. The need for new paradigms for complex projects. International Journal of Project Management 17(5): 269-273.

Yin, R.K. 2015. Estudo de caso: planejamento e métodos. 5. ed. Bookman, Porto Alegre, RS, Brasil.

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

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October 22, 2026

Fatores de Engajamento das Partes Interessadas na Transferência Internacional de Tecnologia para um Hospital Público

Este estudo descreveu os fatores críticos percebidos para o engajamento das partes interessadas na transferência internacional de tecnologia em um hospital público, com foco no planejamento. O objetivo foi descrever esses fatores condicionantes, conforme a percepção de profissionais. Realizou-se um estudo de caso único, aplicando um questionário a 25 profissionais e utilizando análise de conteúdo, complementada por tabulações descritivas. Os principais obstáculos identificados foram resistência à mudança (72%), financiamento (64%), falta de comunicação (60%) e burocracia (40%). Apenas 28% dos respondentes reconheceram a existência de ferramentas adequadas para gestão de stakeholders, enquanto 48% negaram e 24% não souberam informar. Cruzamentos exploratórios indicaram variações na avaliação de influência conforme o tempo de atuação, mas não estabeleceram relações causais. A falta de engajamento foi associada a atrasos, baixa adesão, desperdício de recursos, falhas de comunicação, comprometimento da absorção de conhecimento e riscos à segurança do paciente. As conclusões restringiram-se às percepções do grupo pesquisado e fundamentaram recomendações preliminares para comunicação e coordenação intersetorial.

Palavras-chave: Estudo de caso; Gestão de projetos; Inovação em saúde; Partes interessadas; Setor público.

October 22, 2026

Combate às Perdas Comerciais de Energia Elétrica Utilizando Modelo de Séries Temporais

As perdas comerciais de energia elétrica representaram um dos principais desafios para as distribuidoras, impactando diretamente a sustentabilidade econômica e a qualidade do fornecimento. Avaliou-se a eficiência de modelos de séries temporais, com foco em técnicas de suavização exponencial, na previsão do consumo faturado de unidades consumidoras, para apoiar a identificação de desvios associados a perdas não técnicas. Utilizaram-se dados históricos de consumo mensal de uma distribuidora de energia elétrica no Brasil, segmentados por perfis de comportamento (estacionariedade, tendência e sazonalidade). Aplicaram-se modelos de suavização exponencial simples, Holt e Holt-Winters (aditivo e multiplicativo), comparados a uma média móvel tradicional. O erro percentual absoluto médio (MAPE) foi o critério de avaliação. Adicionalmente, empregou-se a abordagem ETS para seleção automática do modelo e testes de diagnóstico dos resíduos, como Ljung-Box e análise da função de autocorrelação. Os resultados demonstraram que modelos mais robustos apresentaram maior capacidade de adaptação às características das séries e menor erro, com destaque para o desempenho superior em cenários com tendência. Para séries sazonais, o modelo ETS mostrou maior capacidade de adaptação a transições. Concluiu-se que a utilização de modelos de séries temporais mais estruturados contribuiu significativamente para a melhoria da acurácia das previsões e ofereceu suporte analítico relevante para a identificação de perdas comerciais e otimização de processos operacionais e comerciais no setor elétrico.

Palavras-chave: Distribuição de energia; MAPE; Otimização; Previsão de consumo; Suavização exponencial.

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 […]