Um parque tecnológico não termina nos limites do seu terreno

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Innovation

November 05, 2026

Um parque tecnológico não termina nos limites do seu terreno

Ao aproximar competências e acompanhar resultados, sua contribuição alcança também organizações que não estão fisicamente instaladas nele

Um parque tecnológico é um lugar de encontros. Nele, uma empresa pode encontrar o conhecimento necessário para desenvolver uma solução, um pesquisador pode descobrir uma aplicação para seu trabalho e um empreendedor pode conhecer o parceiro que faltava para levar uma ideia ao mercado.

Edifícios, laboratórios e espaços de convivência tornam esses encontros possíveis. O que amplia seu valor, porém, é a capacidade de transformar a proximidade entre pessoas e organizações em colaboração.

Essa é uma das contribuições mais interessantes dos parques tecnológicos para o desenvolvimento: eles ajudam a conectar recursos que um território já possui, mas que nem sempre estão trabalhando juntos. Conhecimento científico, experiência empresarial, capacidade produtiva, talento empreendedor e políticas públicas podem ganhar força quando encontram objetivos comuns.

Os parques têm diferentes origens e modelos de gestão. Alguns são ligados a universidades; outros resultam de iniciativas governamentais, empresariais ou de parcerias institucionais. Suas estruturas também variam. Essa diversidade permite que cada parque desenvolva uma atuação coerente com as características de sua região.

A International Association of Science Parks and Areas of Innovation (IASP) destaca o papel desses ambientes na circulação de conhecimento e tecnologia entre universidades, instituições de pesquisa, empresas e mercados, apoiando a criação e o crescimento de negócios inovadores.

Mas como essa missão se traduz no cotidiano? Um caminho é começar pelas perguntas certas. Em vez de pensar somente nos serviços que um parque pode oferecer, vale investigar quais desafios seu território precisa enfrentar e quem pode contribuir para resolvê-los.

Uma indústria interessada em reduzir o consumo de energia, por exemplo, pode se beneficiar de uma parceria com pesquisadores e empresas de tecnologia. Um produtor rural pode ajudar uma startup a testar uma solução em condições reais. Uma instituição de ensino pode aproximar estudantes de desafios empresariais e, com isso, criar oportunidades de aprendizagem e desenvolvimento profissional.

Conexões

Essas conexões não precisam surgir por acaso. Elas podem ser construídas de maneira organizada, a partir de três movimentos: conhecer as competências disponíveis, escutar as demandas e aproximar os participantes em torno de objetivos concretos. Um mapeamento do ecossistema ajuda a identificar quem faz o quê. A escuta revela problemas que merecem atenção. A articulação cria oportunidades para que o conhecimento encontre aplicação.

O passo seguinte é dar continuidade aos encontros. Uma conversa inicial pode evoluir para uma visita técnica, um projeto de pesquisa aplicada, um teste de solução ou uma parceria comercial. Cada iniciativa terá seu próprio ritmo, e nem todas seguirão o mesmo caminho. O importante é que o parque ofereça condições para que boas oportunidades possam amadurecer.

Essa forma de atuação também amplia o significado da infraestrutura. Uma sala de reunião pode receber a negociação de um projeto conjunto. Um laboratório pode apoiar a validação de uma tecnologia. Um espaço de convivência pode aproximar profissionais de setores diferentes. Uma praça pode acolher atividades que apresentem à comunidade soluções desenvolvidas no território. O espaço físico ganha ainda mais valor quando é utilizado para conectar pessoas, conhecimentos e oportunidades.

Piracicaba

No Parque Tecnológico Piracicaba (PTP), sob gestão do Instituto Pecege desde dezembro de 2025, essa perspectiva orienta uma atuação que combina o cuidado com a infraestrutura e a aproximação entre organizações. O território reúne instituições de ensino e pesquisa, empresas, startups e outros ambientes de inovação. Conhecer essas competências e facilitar seu encontro com demandas reais é uma maneira de ampliar as possibilidades de colaboração.

O portal oficial do PTP  reúne informações institucionais e oferece acesso aos serviços do parque. O mapeamento das organizações do território, os serviços disponibilizados pelo parque e o NEXT, programa de aceleração oferecido pelo PTP para startups, são exemplos de instrumentos que contribuem para esse trabalho. O mapeamento ajuda a reconhecer as capacidades do ecossistema e a identificar conexões possíveis.

Os serviços oferecem portas de entrada para quem procura o parque. Já o Programa NEXT apoia empreendedores no desenvolvimento de seus negócios e na aproximação com oportunidades de validação de soluções, parcerias e acesso ao mercado. A participação em articulações como o PiN – Piracicaba Innovation e o Corredor Agro amplia o diálogo com parceiros e desafios que ultrapassam os limites físicos do PTP.

A experiência de Piracicaba ilustra um aprendizado que pode ser aplicado a diferentes parques: não é necessário concentrar todas as competências em uma única instituição para produzir resultados relevantes. Um parque pode atuar em rede, valorizando aquilo que universidades, empresas, incubadoras, aceleradoras, entidades representativas e órgãos públicos já realizam. Ao conectar essas capacidades, ajuda a criar caminhos que seriam mais difíceis de percorrer isoladamente.

Aprendizagem para a gestão

Há também uma oportunidade importante de aprendizagem para a própria gestão. Acompanhar o uso dos espaços mostra como a infraestrutura atende seus públicos. Registrar demandas ajuda a compreender o que empresas e empreendedores procuram. Observar o desenvolvimento dos projetos permite identificar quais serviços e conexões estão sendo úteis. Com essas informações, o parque pode aprimorar sua atuação e comunicar seus resultados com mais clareza.

Esse acompanhamento não precisa começar com um sistema complexo. Pode começar com perguntas simples e consistentes: qual desafio foi apresentado? Quem participou da aproximação? Que encaminhamento foi definido? O projeto avançou para uma nova etapa? Que resultado já pode ser demonstrado? Ao registrar essas respostas ao longo do tempo, a gestão constrói uma visão mais completa de sua contribuição e aprende com a experiência de seus parceiros.

A literatura sobre inovação regional reforça a importância de considerar as características de cada território e fortalecer as relações entre seus participantes. A Organização para a Cooperação e Desenvolvimento Econômico (OCDE) observa que estratégias de inovação precisam reconhecer as capacidades locais e criar condições para que diferentes regiões desenvolvam suas próprias oportunidades. Para os parques tecnológicos, isso significa combinar uma missão comum, aproximar conhecimento e aplicação, com estratégias adequadas à realidade de cada lugar.

O futuro dos parques tecnológicos não depende, portanto, de escolher entre infraestrutura e articulação. As duas dimensões se fortalecem. Espaços bem administrados oferecem segurança e continuidade para as atividades; relações bem construídas ampliam as possibilidades de uso desses espaços e de desenvolvimento de projetos. Quando o parque conhece seu território, acolhe demandas, aproxima competências e acompanha resultados, sua contribuição alcança também organizações que não estão fisicamente instaladas nele. É por isso que um parque tecnológico não termina nos limites do seu terreno. Seu endereço indica onde ele está. As conexões que constrói mostram até onde seu impacto pode chegar.

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Who wrote this column

Pedro Chamochumbi

É diretor-presidente do Parque Tecnológico Piracicaba, gestor de inovação, agente de desenvolvimento, ESG, cidades inteligentes e governo digital. É cofundador da AiX - Agência de Inovação, consultor associado ao Instituto Pecege, membro do Conselho Municipal de Ciência, Tecnologia e Inovação de Piracicaba, professor, palestrante e mentor de negócios inovadores.

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