Page 35 - Anuario Abrasca 19_20

Matéria de capa Cover story
Figura 2 / Figure 2
Gerações Digitais nas Empresas / Digital Generations in the Companies
planos em execução para lograr a geração esperada; empresas passivas (G1 e/ou G2 em 2017 e até 2027) têm 75% de probabilidade de serem de menor porte, ter baixa capacitação e nenhum plano.
• Os resultados da pesquisa são muito claros, como mostra a Figura 3. As empresas que esperam estar na geração 4 no futuro já estão se movendo: 47,5% já possuem projetos aprovados ou estão em fase de implementação em 2017. No lado oposto, mais de 75% das empresas que projetam poucos avanços para o futuro demonstram atualmente um alto grau de inércia.
DESAFIOS PARA A INDÚSTRIA: PERSEGUIR ALVOS EM ANDAMENTO
Tendo como referência as ten- dências tecnológicas e competitivas mais avançadas, o “Indústria 2027” encontrou no Brasil empresas em três diferentes estágios de desenvolvimen- to: aquelas que evoluem na fronteira
2017
2027
TOTAL INDÚSTRIA / INDUSTRY TOTAL
Fonte: Projeto Indústria 2027
• Empresas avançadas (G3 e/ou G4 em 2017 e até 2027) têm 66%
Source: Industry 2027 Project
de probabilidade de serem de maior porte, ter alta capacitação e possuir
of modernization at a rapid rate. The starting point and expectations are therefore challenging.
• Advanced Companies (G3 and/ or G4 in 2017 and by 2027) have a 66% probability of being larger in size, highly trained and having ongoing plans to reach the expected generation; passive companies (G1 and/or G2 in 2017 and by 2027) have a 75% probability of being smaller in size, and having a low level of training and no plan.
• The research results are very clear, as shown in the figure below. The companies that expect to be at generation 4 in the future are already moving: 47.5% have already approved projects or are in the implementation phase in 2017. On the opposite side,
more than 75% of the companies that foresee few advances for the future are currently demonstrating a high degree of inertia.
INDUSTRY CHALLENGES: PURSUING ONGOING TARGETS
Taking as a reference the most advanced technological and compet- itive trends, “Industry 2027” found that, in Brazil, companies were at three different stages of development: those that are developing on the technological frontier, others that can keep pace with the productivity frontier, and companies that need to shorten the distance from the frontier of productive efficiency. These groups of companies face different pressures
of demand and competition, possess different competences and are inserted into specific productive and innovative ecosystems. Clearly, for each group, the consequences for competitive strategies and public policies will be different.
Companies that can develop on the technological frontier cannot be characterized by sector, size, ownership of capital or location, but rather by their competence in innovation. They can be found in all activities; some are well known in the aeronautics, ethanol, equipment and services for oil & gas, electrical equipment, information and communications technologies, and automotive segments. The strategy is to compete through differentiation, anticipating or creating markets, and being alert to opportunities for new
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GERAÇÃO 1 GERAÇÃO 2 GERAÇÃO 3 GERAÇÃO 4 GENERATION 1 GENERATION 2 GENERATION 3 GENERATION 4
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