maio
/
junho
de
2010 – R E V I S T A D A E S P M
137
Afterall, theworldchangesdynamically
and theattitudeof innovationhas to
drive theconstantprocessofrethinking
thebusiness.Thearticleoffers tipsand
sugggestions to theentrepreneur.
Cradleof entrepreneurs:
the truthabout the family
enterprise
EDUARDORIENZONAJJAR/PEDRO
PODBOI ADACHI
PAGE84
TheFamilyEnterprise isasociological
andorganizationalphenomenon. It
reunites, inonementalspaceonly,
emotionandreasoning.Emotionby t
he family ties; reasoningby the
entrepreneursandmarketdynamics.
Presentyworldwide, thisenterprise is
understoodasagreatgeneratorofwork
positions inquantityandquality,cradle
of theentrepreneurship,generatorof
wealth for the familiesofentrepreneurs
and for thecommunitiesrelated to the
enterprise:employeesand their families;
suppliersand their families;othercom-
munitiesof interest.Therefore,anucleus
formedby four tohundredfitypersons
isresponsible for thesubsistenceofan
averageof300 to10,000persons.
This,by itself, isa lifemissionof the
entrepreneur family.As itmaybe
verified in the interviewofMássimo
Bauduccoand in theCaseCeratti, in
this issueof
RevistadaESPM
,vigorous
venturesareborn from theenterprising
willofone, two,or threepersonsand
perpetuate for the futuregenerationsof
their families.Economic indexesshow
that the familycompaniesperform
better thannon-familyones, for
example, in thequestionofreinvestment
of theresultof theperiod in the
operation...provided the familyvalues
aremaintained in the familyenterprise.
The financial toolingof the
Brazilian food industry:
perpectives andchallenges
for aglobalizedmarket
CLÉBERDACOSTA
FIGUEIREDO, ANDREAS
RICARDO BELCK E
OSWALDO PELAES FILHO
PAGE 90
What is thealignmentbetween the
academyand themarket,when the
subject is theutilizationoffinancial
tools?Thisarticle investigates this
segmentof the industry togetapicture
from theprofessionalswhouse these
tools.The innovation,withasmall
presence in thissegment,and the low
utilizationof thefinancial toolsmake it
atone time fragileandpromising.Small,
largeandmedium-sizedcompanies
offerdifferentbehavioralthough,
sometimes,verywelldefined.There
isspace togroworstagnate.What
managersshouldunderstand is the
utilityofsomefinancial toolswell
knownandusedbysuccessful
companies.
Enterprising leadership:
thenew roleofmanagers
at innovativeorganizations
MARCOS HASHIMOTO
PAGE 118
Forsome timenow, thediscussionabout
entrepreneurship is leaving thecircleof
smallcompaniesandbecomingmore
present instrategicdiscussions in the
largeorganizations.Themandateof
innovationasa factorofcompetitiveness
hasbeenpushing theneed toexplore
thenew internal talents in theenter-
prises togenerate ideasand increase
the innovativecapacity inproductsand
processes,be it in thebusinessesor in
theadministrativeactivities, toaugment
the incomeor toreducecosts.To face
thisemergentreality, thegreatchallenge
of theorganizationshasbeen toprepare
their leaders to identify,developand
keep theirmoreenterprising talents.The
largestconflicts turnaround theparadox
of freedom,so important topromote
individual initiatives,and theexcess
ofcontrolsand typical redtapeofn the
complexorganizations.
Design is tomake tangible
an intent of transformation
RIQUE NITZSCHE
PAGE 124
In thisarticle, theauthorpresents the
differences,ornot,between theDesign
Thinking taught toBusinessAdminis-
tratorsand theStrategicDesign taught
inBrazil,basedon the triphe took to
StanfordasrepresentativeofESPM.
Hedefinesalsowhat isdesignand its
importance in thestrategicdevelopment
ofenterprises,showing thatDesign
Thinkingmightbea tool togenerate
innovationprocessesandnewbusiness
models.Heshowsalso thatweallare
designersand that,nowatacriticalmo-
mentofeconomicdilemmaandurgent
changes, the thinking through thede-
signmaybenecessary for the invention
ofadifferent future.Weallwish tochan-
geourselvesand to live inabetterworld.
Wehave thecapacity tosolvecomplex
problemsandDesignThinking is the
catalyst in thecreationofexperiences
that transcend the functionalbenefits
andcreate theworldof thePossible.
ES
PM
