INNOVATIVE Conference 2017 - Organizational and Process Innovation
Lisbon, Gulbenkian, June, 1 and 2

«Organizational Disruption as a key factor to assure adaptability to Markets and society»


Orador Joao Portugal px150


Organizational Innovation in Portuguese Companies

Jorge Portugal
Diretor-Geral da COTEC Portugal - Associação Empresarial para a Inovação





Orador AndreMagrinho px150

Organizational Innovation: a Key Challenge for Portuguese Companies

André Magrinho
AIP Portuguese Industrial Association Foundation, President

In the current context of confluence of disruptive digital technologies that are set to change the manufacturing sector and business models, and the way we learn, work, cooperate and compete, organizational innovation is a key challenge for Portuguese companies that still have significant weaknesses in this field.




Orador Mira Amaral   

Da Investigação á Inovação Empresarial-a importância da Inovação Organizacional

Luís Fernando de Mira Amaral
Administrador da SPI Sociedade Portuguesa de Inovação-Consultoria Empresarial e Fomento da Inovação S.A.
Chairman da BUSY Angels SA(Business Angels e Venture Capital)

-Conceitos de Investigação, Desenvolvimento e Inovação
-Tipologias de Inovação
-Inovação: âmbito e profundidade
-A importância da Inovação no modelo de negócios
-Gestão do Conhecimento e implementação da Inovação
-Modelos organizacionais e a importância da Inovação Organizacional



   Orador Elsa Carvalho

Mudança evolutiva ou disruptiva?

Elsa Carvalho
REN, Diretora de Recursos Humanos

Serão as mudanças por natureza processos adaptativos a necessidades atuais ou disrupções necessárias para a criação de novas necessidades? Apresenta-se neste painel uma abordagem global e integrada com base na experiência que a REN tem vivido.



Orador Bassim Haj

The Future for The Fast
The role of Business Process Management BPM in the process of digital transformation

Bassim Haj
Turnaround CIO and a Founding Partner of T3 Consulting AS

BPM and digital transformation are not new, companies have been digitizing since the 80’s and they continue to evolve as the market and customer expectations change. Therefore, the goal of any digital business transformation is not only to modernize or digitize the core processes to achieve cost and operational efficiency, but it must also help the organization cope with faster clock speed, rapidly changing technologies and facilitate faster time to market for new product services.

Customer-Centric programs is now a top driver for BPM. Customer experience is upgrading BPM from back-office to front-office status. Until recently, BPM has primarily lived in the back office of the enterprise, delivering reliable improvements in efficiency and productivity for organizations willing to invest considerable amounts of time, money, and talent.

In the age of customer, companies are shifting away from cost-cutting and toward driving top-line revenue growth, demand for BPM in the front office is on the rise. in 2015, Forrester found that more than 30% of BPM initiatives had customer experience (CX) improvement as a primary driver.

Recent reports by leading research firms, 63% of business leaders believe their organization is too slow to exploit technology opportunities. The pace of change driven by digitization will only increase as new generations of fastmoving competitors emerge and tech savvy customers come to expect ever more rapid updates to products and services enabled by technology.

Two-thirds of business leaders believe their companies will lose competitiveness if they don’t become significantly more agile and digitized.

The current wave of digitization is more broad-based than past efforts; companies are applying capabilities such as big data, the Internet of Things, AI machine learning, social and mobile technologies to enhance and transform products, channels, and operations.

As digitization progresses, the boundaries of these areas blur, creating a more integrated, customer-centric perspective across the enterprise.

Leading organization have realized that change must occur rapidly to remain competitive, protect revenues, retain customers and generate new business, and BPM is the method of choice.

By being a combination of processes, people, information, and technology that is focused on resolving performance and operational business challenges, Business Process Management (BPM) is a key component and enabler of successful digital business transformation.

BPM It is not a weekend job, it’s a decade long journey, digital transformation has moved from being a trend to a central component of modern business strategy. Therefore, BPM and process change are increasingly focusing on facilitating and enabling digital transformation as a continued process that requires organizations to change their approach with emphasis on change leadership, change management and capability building.

Organization need to be aligned on every level, IT pros need to work hand in hand with line of business, Process owner and manager empowered by the CEO, to drive change. IT alone can’t do it. Senior management need to drive this and make it their top priority.

Any transformation is a profound change in strategy, business model, organization, people and processes. It is not an incremental change but a fundamentals re-boot, enabling business to achieve step-change improvement in performance and ultimately creating shareholder value. Given this fundamental change one should not under estimate the effort required on change management. Here some golden rules to remember when dealing with organizational or process transformations:

•    It is not a weekend job, It’s always on
•    Organization should do it in a smart and manageable wave, especially regarding IT – success needs to be visible in month rather than years.
•    Top Management leadership must commit throughout the journey to establish and defend the guard rails.
•    Insure initiatives are anchored in the mid-term planning and in personal incentives to keep everybody laser focused and incentivized.
•    Ensure value chain integrity, where speed and change dynamics matter most
•    Avoid bureaucracy in decision making but maintain control of the overall picture via an empowered standing organization
•    Don’t make it an IT project – and don’t under estimate the effort for change management always very high.
CEOs expect that 41% of enterprise revenue will come from digital business by 2020, almost double what it was in 2015. (Create an Industry Vision for Digital Business, Gartner, 2016)

Increasing amounts of data and digital interactions results in dozens of disjointed processes, tools, applications, and solutions that create huge value gaps within organization’s IT environment. Therefore, even leading organization are struggling to keep pace with digital transformation challenges and are increasingly seeking solutions to help them remain competitive without allocating more resources to BPM initiatives. And BPM solutions with low-code development and modelling capabilities platforms make it possible.

BPM is a three-letter acronym that is here to stay. However, to keep BPM relevant in the age of the customer, business process professionals must reframe their investment cases to define how it can help win, serve, and retain customers.

“Companies rarely die from moving too fast, and they frequently die from moving too slowly.”   - Reed Hastings CEO-Netflix


Ravesteijn Pascal

Peruviaan Airforce case study
"Perceptions of management versus employees on BPM maturity"

Pascal Ravesteijn
Professor in Process Innovation & Information Systems| HU Business School Utrecht

BIn the past decade studies on business process management (BPM) and specifically maturity have grown rapidly. Partially this is due to the perception that attention to process management increases the competitive advantage of organizations. There is an increasing number of studies that confirm the notion that business process management maturity and process performance are related. However the level of maturity differs depending on the type of organization, for instance financial organizations are typically more mature than other private organizations and government organizations seem to be the least mature. To increase BPM maturity the adoption of changes needs continuous attention by management. In this presentation two case studies are presented - one of the operations department at the Peruvian Air Force and another of the HU University of Applied Sciences in the Netherlands - in which it is shown that there is a clear difference between how employees and management perceive business process management maturity and how this could be a barrier to improving process management.


Orador Pedro Robledo

Best Practice: Align business strategy with business process management - the practices at Spanish companies

Pedro Robledo
BPM & Digital Transformation Expert,  Director and Professor in BPM Master of Universidad Internacional de la Rioja (UNIR)
Institución BPMteca & UNIR

Everyone realizes that organizations have to be innovating or continually transforming themselves to be competitive in a changing world like the present one. Both Innovation (doing something different or something new) and Transformation (making changes to something that already exists: optimizing, improving ...) will involve making changes in the organization to take it from a current state to a future state with the changes implemented. Based on the experience in many BPM projects in Spain, the analyst will explain, the key role of EAM (Enterprise Architecture Management) in order to align the corporate strategy with the main assets of a company, including processes, people, products, services, applications, technology, documents… to carry out any project of business innovation or transformation, because it is required to know with the maximum certainty what, where, when, how, how much it costs, what risks it has and why to carry out that project. In the area of business processes, you have to consider what dimension reach the innovation or transformation project, since we can talk about Process Improvement, Process Redesign, Process Reengineering or Paradigm Shift to a  Process Oriented Company , and its management of change, risks and impacts in the organization should be controlled and made the right decisions so as not to fail. If you are focused on technologies and operational process but unaligned with the corporate strategy, you will be wrong and the failure is sure.



Orador Steven Dhondt

Orador Peter Totterdill 2 

Workplace Innovation: how to get companies to start the change?”
Film: the Fifth Element
Trends in Workplace Innovation
The EUWIN Project

Steven Dhondt
Coordinator of EUWIN
Visiting Professor at K.U.Leuven

Peter Totterdill
Network coordinator for the European learning network on Workplace Innovation

WPI: what is it about?
Crowd Questioning: how does Workplace Innovation affect your work and organization?
-Using a digital tool, the audience can bring in their experience with Workplace Innovation.
-Mini-diagnostic’ exercise (based on a short printed questionnaire) and discussion
Peter Totterdill and Steven Dhondt, Managers of the EUWIN-network


EUWIN is an initiative of the EU’s Directorate General for Enterprise & Industry.
EUWIN is focused on animating, resourcing and sustaining workplace innovation in companies in order to create more scale and impact across the EU. EUWIN accelerates the transfer of know-how and the application of workplace innovation practices across Europe and is led by a Project Board.
Workplace innovation can mean many things such as a change in business structure, Human Resources management, relationships with clients and suppliers, or in the work environment itself. It improves motivation and working conditions for employees, which leads to increased labour productivity, innovation capability, market resilience, and overall business competitiveness. All enterprises, no matter their size, can benefit from workplace innovation.

Workplace innovation
•    improves performance and working lives, and encourages the creativity of employees through positive organisational changes
•    combines leadership with hands-on, practical knowledge of frontline employees
•    engages all stakeholders in the process of change
•    what does this mean in practice and how can you implement it in your organisation?

European Workplace Innovation Network (EUWIN)
The European Workplace Innovation Network (EUWIN) is a Europe-wide learning network launched to improve the performance of organisations and the quality of jobs in a sustainable way.
The network:
•    distributes evidence on the benefits of modernising the workplace and working conditions
•    focuses on awareness-raising via dedicated regional workshops and social media
•    provides a valuable resource for managers and employee representatives through the Knowledge Bank
•    is open to practitioners, social partners, policymakers, representatives of intermediary organisations, and others with an interest in the workplace.

EUWIN has always taken a practical approach.
Therefore we decided to answer the main question related to workplace innovation: “how can we actually do it?” A short guide will give you practical knowledge, inspire you with great case studies, help you to assess current practice in your organisation, suggest pathways to change, and signpost you towards further sources of information and support.
It is built around five challenges:
1.    Why workplace innovation is important for your company?
2.    How workplace innovation will transform your organisation?
3.    Where to begin?
4.    What are the ‘Elements’ of workplace innovation?
5.    How to achieve commitment from everyone in your organisation?

EUWIN ppt1

The Fifth Element offers a practical, evidence-based approach to understanding workplace innovation practices as well as their impact on performance and working life. It has found many applications across Europe.
The Fifth Element describes the enabling, responsive and innovative culture that is so deeply embedded in some organisations. Such a culture is not the product of an initiative or a leadership development programme. It is only created when each of the other four Elements are in place – a system of mutually reinforcing practices.
So what are the four tangible elements that combine to create the essence of an innovative, engaging workplace? Firstly it’s the individual employee’s job and team. Secondly it’s the structure of the organisation as a whole, and thirdly about creating opportunities for reflection and improvement. Finally it’s about hearing the employee’s voice in both strategic and operational decisions. These are like the four elements that make up our world: Earth, Fire, Water and Air.
But it is when these elements combine that something remarkable begins to happen. This is The Fifth Element, the buzz you get in a workplace where employees at every level use and develop their knowledge, experience and creativity to the full, where employees come to work to improve the organisation as well deliver their functional tasks in the best possible way.

Three case studies on Workplace Innovation

Logo EU Workplace Innovation Network

Logo EUWIN Site


 Orador Ton Driessen

Case 1 - Resato (Roden, Netherlands) 
How a small machine producing company became the Smartest Company of The Netherlands?
Learning organisation for manufacturing high pression systems

Ton Driessen

Resato in Roden, the Netherlands, is a manufacturer of high pressure systems. The company currently employs  some 70 people. The company was  restructured  to realize a ‘learning  organisation’  and  uses the innovative  ideas of employees. In  2008 Ton Driessen,  Rob Castien  and  Michel Hooftman  one of the sales managers,  took over the company.  From this moment on, the company started to invest in making employees taking their own initiatives. "We believe very much in the Rhineland model, with its emphasis on craftsmanship and the idea that you should cooperate. We wanted to have  a learning organisation where it is fun to work and where employees come up with ideas how to improve processes. The people at  the workplace often have the best ideas, if only  they are given the opportunity to utter them and notice that they actually are used. Therefore you do need  structure,  a safe environment  in which it is clear to everyone what is expected and where managers support employees rather than the other way around. ", Driessen acknowledges. The  managers are trained well  in coaching leadership. Internal processes were streamlined. Delivery times for machines dropped from fourteen weeks (and little reliability) to six weeks and the reliability for  that  orders is 100 percent.  The production staff can concentrate on their actual work. According to Driessen these improvements largely  are caused by a new way of controlling staff. "If you give people room  within their field of play, it will turn out well."  To accelerate the learning and improvement process  Resato organizes a ‘what did we learn?’ session after each implementation." ‘How did it go?’  ‘What went well?’’  ‘What could be better?’ We are in a niche-market. This means that the knowledge we have and develop  is vital for  us. We want to be a learning organization where everyone seeks  the best solution  for our customer." The yearly growth of production  is ca. 15%. The productivity has increased from 20 to 60%. The company was elected as one of the smartest companies of the Netherlands in 2012.



Case 2 - Bombardier (Bruges, Belgium)
How to make giant organisations leap?
The experience with workplace innovation at Bombardier.

Edwin Van Vlierberghe
Manager of the Global Procurement and Supply Chain of Bombardier Transportation, Be

Bombardier Inc. is headquartered in Montréal, Canada and is structured around two businesses: aerospace and transportation. It has 76 production and engineering sites in more than 60 countries, and employs 65,400 people. At Bombardier in Bruges, workplace innovation is undertaken in two main ways. The first dimension of workplace innovation aims at improving process efficiency and product quality. The second dimension of workplace innovation, which is more specific to the site in Bruges, is teamwork, which was promoted by dramatically redesigning the work organisation at the production site. Teamwork was implemented to shorten communication lines, to increase the sense of ownership at the shopfloor level, to avoid disturbances in the production flow, and to enhance the problem-solving capacity on the shopfloor. Operators in the production teams are now held accountable for team performance, which may lead to work-related stress. Bombardier’s current emphasis on leadership is intended to mitigate such difficulties. All in all, the workplace innovation programme at Bombardier Bruges is considered a win-win by all involved, as employee well-being and organisational performance are advanced at the same time. The fact that management realises that meeting the challenges ahead requires continued management attention is a prime guarantee for the continued success of the workplace innovation programme. The well-established involvement of trade union representatives is an additional guarantee that the social protection of workers will not be neglected. Over the years lean assessments results in BOS doubled. Improvements in the production system have risen 500%. Quality also increased. The rate of open issues at shipment declined from to 0. On-time delivery has gone up to 97% and the backorders have been reduced to zero. Bombardier Bruges successfully demonstrated that the workplace innovation has greatly improved performance on a wide number of KPIs. Bombardier’s track record in workplace innovation has helped to improve workplace performance, and thereby to close deals and to secure employment. In this sense, workplace innovation has clearly contributed to Bombardier’s ability to satisfy market demands.


 Orador Antonio Conde

Case 3 - Portugal has all the assets for workplace innovation.

António Conde
Founder iPlanus, an industrial engineering startup company, PT

During the experience as plant manager in Bosch and now as industrial consultant, in various companies, fostered the commitment to open communications, team working, knowledge sharing, mutual support and continuous improvement. This cohesion reflects the recognition that the business can “no longer go for universal solutions because customization is more and more a focus” so small improvements in products and processes must be constantly made by everyone. Companies committed to a programme of people-centred LEAN Management aimed at driving out waste and improving efficiency. Associates are closely involved in identifying issues and opportunities for employee-driven innovation. Problem-solving becomes a tool for empowerment and connecting with management. Daily meetings, which are strictly time controlled, are designed to review Key Performance Indicators - what happened previously, what needs to be achieved and with what resources, what are the priorities and what will hinder performance and progress? These short meetings also act as a cohesive influence connecting management and front-line staff, creating mutual respect as together they strive for continuous improvement. Daily meetings are supplemented by a quarterly workshop which undertakes a more strategic review of business performance. These are increasingly being coordinated by Associates, and evidence suggests that this has had a profoundly motivating effect. Training and coaching are equally valued as catalysts for innovation. Trainees are encouraged to query traditional ways of doing things and this produces new ideas and new efficiencies. Coaching is used to bring managers closer to Associates ensuring they are able to develop employee skill sets. It is also seen as a kind of empowerment that develops the Associate’s ability to perform a wider range of tasks, take on additional responsibility and add more value. The “Lean companies”, amongst many other things, have in common a successful suggestion scheme. It is founded on the principle that every suggestion is analyzed for feasibility, both practical and financial, and each gets a response - even those that are eventually rejected. Positive suggestions are rewarded. LEAN Management is a new way of leading people which requires a significant change in culture and management mindsets. It impacts both on the individual and on the team as a set of people working together. This is achieved by the daily alignment meeting where people share their challenges and where they are able to offer support to their colleagues, even to share knowledge about processes where they are the experts. Empowerment at a “Lean company” is clearly related to associate involvement and this is felt strongly as the key to positive change.


Orador Peter Totterdill 2

WORKSHOP WORKPLACE INNOVATION. The project of EU, trends, approaches and case studies

Peter Totterdill
Visiting Professor, Executive Director - UKWON
Accounting, Finance and Informatics



Nelson Pires

A estratégia de inovação organizacional e processos que levou ao sucesso da Jaba Recordati

Nelson Ferreira Pires
Director Geral da Jaba Recordati s.a.

Como inovar numa indústria que vive de inovação e de R&D , mas em que esta custa centenas de milhões e dura mais de umas década a produzir resultados? Como acelerar o processo de proficiência organizacional de forma a ter os melhores resultados e o maior ROI da indústria? Entre muitos outros temas que iremos debater. Nomeadamente o acrónimo que gere o processo de sucesso onde a Jaba Recordati assenta todas as suas decisões estratégicas de melhoria e ganhos de eficiência: PPP, Pessoas, Produtos e Processos!




Orador Fernando Cardoso Sousa

Orador Joao Paulo Carvalho

CASO QUIDGEST - Equipas colaborativas na articulação da gestão de projetos com a organização funcional

Fernando Cardoso de Sousa
President at APGICO

João Paulo Carvalho
Senior Partner at Quidgest

A empresa Quidgest ( e a Associação Portuguesa de Criatividade e Inovação (APGICO - ) desenvolveram formas de colaboração tendentes a reforçar a organização matricial, em que a orgânica formal (divisionária), por áreas de conhecimento, coexiste com outra por projetos, que serve de motor à primeira.

Este tipo de organização baseia-se no princípio de que é no equilíbrio entre as formas automáticas de resolução de problemas da empresa, garantidas pela estrutura formal e tendentes a aumentar a eficiência interna, e a criação de novas capacidades geradoras de mudança, via uma organização paralela, por projetos temporários, que a inovação organizacional continuará a impulsionar a evolução das organizações.

Ambas as entidades consideram que a crescente especialização do conhecimento será, cada vez mais, baseada em equipas colaborativas, cuja integração requer tecnologias sociais sofisticadas para produzir inovações coletivas. Essas tecnologias sociais não são mais do que formas de conseguir integrar conhecimentos e poderes para obter decisões coletivas, rápidas e eficazes, que provoquem uma tensão entre a rotina e a mudança, sem perda de qualidade.

Na apresentação, a Apgico introduzirá a tecnologia social que tem desenvolvido, enquanto a Quidgest descreverá o seu processo de inovação organizacional. Ambas serão representadas pelos seus responsáveis, Fernando Sousa e João Paulo Carvalho, respetivamente.


Orador Isidro Lobo 2

Inovação organizacional na Jordão Cooling Systems

Isidro Lobo
Diretor Geral da José Júlio Jordão, Lda (JORDAO COOLING SYSTEMS)

Face ao crescimento da empresa e aos desafios com que se defronta nos vários mercados externos onde opera, a Direção Geral decidiu promover uma reflexão estratégica sobre a sua organização, por forma a imprimir maior agilidade e adaptabilidade às necessidades dos clientes e reforçar a sua diferenciação.

O projeto de inovação organizacional seguiu a metodologia MLearn na modelação da organização em equipas virtuais colaborativas e autodirigidas, com clarificação das responsabilidades e reforço da motivação dos colaboradores. O modelo foi desenhado para dinamizar uma cultura de inovação envolvendo os cerca de 160 colaboradores, reforçando a inovação na organização, nos processos, no marketing e no produto.

Ficou resolvido o problema habitual das “quintas” associado a modelos hierárquico-funcionais, adaptando o organigrama ao modelo das equipas virtuais e definindo objetivos não partilhados num ambiente colaborativo de partilha de responsabilidade. Cada equipa comporta-se como um sistema, prestando serviços entre si mediante acordos de níveis de serviços. A avaliação de desempenho e o sistema de compensação irão ser baseados no novo modelo de gestão, à luz do desdobramento dos objetivos estratégicos até às tarefas de todos os colaboradores.

A empresa prepara-se para a transição da ISO9001:2015, da ISO14001:2015 e para a certificação pela NP 4457 da inovação, com base num único sistema de gestão.

Para suportar o novo modelo gestão está em curso a implementação de um novo sistema de informação, resultante do plano estratégico de sistemas de informação realizado, incluindo um novo ERP.

Resultados ao nível de uma melhor clarificação do papel de cada um, de uma maior motivação dos colaboradores, de uma mais rápida resposta aos clientes, de um menor número de reuniões internas e, portanto, de maior eficiência, são já visíveis ao fim de cerca de seis meses de projeto.

Um representante da direção geral irá apresentar a experiência vivida ao longo deste projeto que envolveu mudanças significativas ao nível da definição dos objetivos e indicadores estratégicos e seu desdobramento até às tarefas de todos os colaboradores, da modelação da arquitetura organizacional assente nas equipas virtuais autodirigidas, da elaboração de um plano de negócio e orçamento, do sistema de avaliação e compensação, do plano de formação, do sistema e custeio, da melhoria dos processos, da qualidade, da inovação, do sistema de informação e do reforço da cultura e liderança.

 Adriano Freire

Inovação através das Pessoas: discussão de casos

Adriano Freire
Presidente do EGOS Institute e Professor da Universidade Católica Portuguesa

A inovação do modelo de negócio e da própria organização é sempre realizada por pessoas e para pessoas. Por isso, importa compreender melhor a dimensão humana para definir à partida o enquadramento necessário ao sucesso da inovação estratégica, tecnológica, de produtos e de processos. Tirando pleno partido do potencial humano, promove-se a complementaridade de esforços e sustenta-se a inovação para o futuro.


 Orador Sir Peter Housden

Workplace Innovation in Public Services in Scotland

Sir Peter Housden
Leadership Consultant; Permanent Secretary, Scottish Government 2010-2015

The Scottish Government has pursued a distinctive and innovative approach to organisational design and workplace practices, both in its own organisation and in sponsoring work across public services in Scotland.   Approaches to public service reform based on New Public Management have had limited traction in Scotland and in 2007 the incoming government committed to a new approach based on ‘Outcomes’.  It focused its priorities on securing progress in 12 key outcomes critical to economic growth and well-being in Scotland.  To ensure alignment with these goals, the civil service abolished its 12 departments and works in a fluid matrix to promote multi-disciplinary working whilst retaining the necessary specialist skills and relationships across its wide range of functions.

Structural change was the precursor to the development of new relationships with stakeholders and communities, and to the creation of new leadership cultures within the civil service and in wider public service in Scotland.  These emphasise the importance of an asset-based approach, co-creation and collaborative approaches to service improvement.  The activity of the Scottish Leaders Forum has been an important catalyst, extending these new leadership cultures across public service in Scotland.  These developments are are sponsored and supported by Ministers in the Scottish Government and command wide cross-party support in the Scottish Parliament.


 Orador Luis Meireles px150

Caso TMG
“O impacto da NP4457 como motor transversal de evolução organizacional”

Luís Meireles
Product Engineer at TMG Automotive

A TMG Automotive, pioneira na certificação das suas actividades de Investigação, desenvolvimento e inovação, tem observado uma necessidade frequente de evolução ao nível de organização motivado pelo contexto dinâmico exigido por esta certificação.

As actividades de vigilância programada, o processo de ideation consequente, e o esforço constante de associabilidade da actividade inventiva a resultados da empresa geram um entropia muito favorável à constante procura da melhor ligação entre processos que maximize o output da organização.


 Orador Joao Antunes

Caso Sovena

João Miguel Antunes
Group HR Director, Sovena

A capacidade de adaptação ao ambiente interno e externo é uma competência organizacional complexa, que depende não apenas dos trabalhadores, mas também da gestão e da cultura da empresa. A criação e manutenção de tal competência torna-se ainda mais dificultada pela idade da organização, face aos anacronismos e disfunções estruturais e funcionais que emergem ao longo dos anos. Nesta comunicação apresentam-se os principais mecanismos criados na Sovena, para suster a aprendizagem nos planos individual, grupal, e organizacional, e assim manter a capacidade de crescer e competir na indústria do azeite e óleos alimentares. A apresentação detalha os resultados de uma observação etnográfica realizada na empresa em 2016.


 Orador Vitor Santos

Gerindo  os  recursos  da  Administração  Pública  Regional  Autónoma  com  uma  visão integrada e orientada para o futuro dos Açores

Victor Jorge Ribeiro Santos
Regional Director - Direção Regional de Organização e Administração Pública

Otimizar a gestão dos recursos da Administração Pública Regional Autónoma, atendendo às especificidades
arquipelágicas e de dimensão e ao peso económico do sector público numa região periférica, é um desafio
que  cada  vez  mais  se  coloca  aos  decisores  políticos  e  aos  serviços  com  competências  atribuídas  nesta


 Orador Andre Fonseca Ferreira

 Orador Jorge Coelho

Painel: Organizações 4.1
Disrupção vs Agilidade vs Equipas auto-dirigidas

André Fonseca Ferreira
Disruptive Innovation Changemaker

Jorge S. Coelho
Prof and Consultant on Organizational Innovation, U. Minho, SisConsult

Num mundo em profunda disrupção digital, a agilidade das organizações pode estar verdadeiramente comprometida. Desta forma, como devem as organizações estar preparadas para escalar dez vezes mais rápido e melhor que os seus concorrentes?

Propomos à discussão uma abordagem sistémica das organizações para a transformar em equipas autodirigidas que prestam serviços entre si e aos stakeholders e que facilitarão uma estratégia de clusterização, de subcontratação, de empowerment e autonomização que permitirão potenciar a agilidade e a accountability.




Logo FundacaoCalousteGulbenkian 2017           Logo SantaCasaMisericordiaPorto
                            Logo JabaRecordati 2                                                     Logo HUF 



Logo EUcommission   Logo EU Workplace Innovation Network 
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  Logo ISCAC 2

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Logo COTEC                                                                   Logo ANI
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INNOVATIVE Conference 2017 - Organizational and Process Innovation
Lisbon, Gulbenkian, June, 1 and 2