(0:58) André briefly introduces his work, from a Lecturer Product to a company’s and founder’s advisor.

(2:19) André believes that digital transformation is connected to Product Transformation, even though the latter term has something that the first doesn’t, which is becoming a more product-centric company.

(8:02) André considers that the biggest challenge for companies that nowadays become digital is their mindset of continuing to sell to a public niche instead of expanding it worldwide to whoever could benefit from it.

(12:10) Luís sustains the concept of the complexity of globalization in business.

(16:04) From André’s point of view, digital transformation enables companies to serve the client much more efficiently (in an easier and faster way), as the costs are lower, and the target can be aimed worldwide.

(19:15) Luís introduces the example of Saudi Arabia in agreement with André’s argument on how geographic borders are outdated when it comes to selling a product online.

(23:00) André deconstructs the concept of productivity by mentioning that the biggest challenge for the Portuguese IT sector is the reliability of cheap labor, which means low productivity.

(27:00) In response to André’s statement of the existing and necessary limited lifecycle of companies, Luís mentions an article of his authorship where he suggested Portugal should invest its millions in start-ups, instead of in big companies, such as TAP and banks.

(33:14) André and Luís agree on how investing a billion in start-ups in Portugal could improve its financial status and worldwide influence, starting with the payback on taxes.

(36:23) André brainstorms how the Portuguesese culture is an influence and a restrain for Portugal’s GDP per capita to be twice higher than it currently is.

(40:20) André explains what he would advise if start-ups, or any company that’s seeking to change, reached out to him to become more digitally integrated businesses.

(43:53) Even though André argues that every leader needs to find their path, he states the importance of not being bound to constraints inside of an existing company or a to-build company.

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ADAPT Podcast:https://adaptmethodology.com/podcast/

Digital Leadership Accelerator:https://digitalleadershipaccelerator.com/

ADAPT Book:https://adaptmethodology.com/book

Digital Leadership Scorecard:https://adaptmethodology.com/scorecard

(1:49) From her first digital project, a 2001 website sold one year later, to several other digital assets, Fernanda tells us about her background in marketing and business.

(5:03) Fernanda gives us her opinion about what she thinks is digital transformation by stating that being active on social media, and having an app or a website, doesn’t necessarily mean a company has transformed itself digitally.

(10:36) Big corporations, such as retailers, should not only build their commerce online but improve their communication with customers, understand how to use the content to their advantage, and use social media for engagement.

(13:26) Fernanda states how implementing the same strategy a retailer has on-site online, only restrains a company’s digital evolution.

(16:22) Fernanda mentions the lack of know-how and the pretense of fast and easy results when companies become (or try to become) digital markets. 

(19:49) Fernanda and Luis agree on how leaders must change their mindset about continually experimenting in the digital world.

(22:53) Even though big retailers have huge needed assets, such as their physical stores, Fernanda considers that, soon or later, they will be forced to merge into digital, and get the best of both worlds. 

(24:58) With a never-ending check, and a huge retail store in her hands, Fernanda confirms what she would do as the next steps of business improvement. Curiously, she starts by buying start-ups.

(29:22) For small entrepreneurs, Fernanda considers that some of the most significant advantages nowadays rely on the amazing possible distribution channels, the control of the customer experience online, and the choice of the prices and promotions of your products.

(35:05) Luís adds the relevant opportunity of testing new products fast and efficiently with no restrictions, as another advantage of selling online.

(36:38) Fernanda states that the biggest struggle of selling Nolita’s food products worldwide is to comply with the food restrictions of each country.

(38:39) Fernanda advises the audience to understand the importance of relationships in the business world, connecting a solid network with successful businesses.

(41:46) For young leaders, the journey shouldn’t be a lonely process, but a diverse and challenging one, surrounded by different-minded people, as Fernanda advises.

* * *

ADAPT Podcast:https://adaptmethodology.com/podcast/

Digital Leadership Accelerator:https://digitalleadershipaccelerator.com/

ADAPT Bookhttps://adaptmethodology.com/book

Digital Leadership Scorecardhttps://adaptmethodology.com/scorecard

(1:10) Gabriel quickly introduces his professional path starting from his sales career at 15 years old, to working for several big companies, including now, DataRobot.

(3:04) Gabriel mentions that getting automatic value from the company’s data is the starting point for digital transformation.

(4:34) Gabriel gives an example of what valuable data looks like in a digital company.

(5:35) Luis sustains Gabriel’s point of view and gives an example of how companies can lose in the competitive evolution if data is not valuably used.

(8:15) As Gabriel explains, the size of a company and its bureaucratic structure can be both a vantage and a disadvantage for big traditional companies in the digital age.

(12:25) Gabriel defends that brainstorming and fast action are the big solutions for adapting traditional companies to the digital age.

(15:10) Luis continues the thought and adds the used strategy of creating smaller more digital and modern start-ups from the mother company as an option for the adaptation of the big corporate.

(20:02) To dive into the use of valuable data, Gabriel confirms the need for all the board members of the company to be educated about basic data science.

(24:19) Luis corroborates that executives have to learn about the tools that will sustain their companies to become digital to avoid being lost in the evolution of the market.

(27:16) After education, Gabriel states that having a powerful person in the board members of a company that speaks directly with the CEO, is the bridge for faster and more meaningful results.

(32:10) Gabriel gives a live example of the successful use of data.

(37:38) Gabriel advises young leaders to know how to listen to everyone: peers, coworkers, board members, clients, and competition, and make to understand their contexts.

(42:12) Luis adds the importance of not assuming who’s the customer, to keep asking questions, and to get actively involved with the customer.

ADAPT Podcast:https://adaptmethodology.com/podcast/

Digital Leadership Accelerator:https://digitalleadershipaccelerator.com/

ADAPT Bookhttps://adaptmethodology.com/book

Digital Leadership Scorecardhttps://adaptmethodology.com/scorecard