{"id":561,"date":"2017-03-28T10:59:48","date_gmt":"2017-03-28T10:59:48","guid":{"rendered":"https:\/\/lbc.leadershipbt.com\/2017\/03\/28\/gestao-da-mudanca-3-regras-para-lideres\/"},"modified":"2026-10-20T11:21:51","modified_gmt":"2026-10-20T11:21:51","slug":"gestao-da-mudanca-3-regras-para-lideres","status":"publish","type":"post","link":"https:\/\/lbc-global.com\/pt\/gestao-da-mudanca-3-regras-para-lideres\/","title":{"rendered":"Gest\u00e3o da mudan\u00e7a: 3 regras para l\u00edderes"},"content":{"rendered":"

Carlos Oliveira*<\/strong><\/p>\n\n\n\n

Quando pergunto aos meus clientes, nos v\u00e1rios mercados onde operamos, o que \u00e9 gerir a mudan\u00e7a nas suas organiza\u00e7\u00f5es, cada um dos elementos do conselho de administra\u00e7\u00e3o ou do n\u00edvel de dire\u00e7\u00e3o ou dos operacionais das diversas \u00e1reas de atividade tende a ter uma opini\u00e3o diversa da dos colegas. O mesmo acontece na minha empresa. \u201cGerir a mudan\u00e7a\u201d \u00e9 uma quest\u00e3o que gera um caos de interpreta\u00e7\u00f5es e torna dif\u00edcil de liderar um processo de transforma\u00e7\u00e3o que aumente a performance da organiza\u00e7\u00e3o.<\/p>\n\n\n\n

Por este motivo partilho tr\u00eas regras, para n\u00e3o ser muito exaustivo, resultantes dos processos de maior sucesso, que podem ser utilizadas pelos l\u00edderes para gerir a mudan\u00e7a.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Regra n.\u00ba 1: Adotar um modelo de refer\u00eancia, mas adapt\u00e1-lo<\/h3>\n\n\n\n

Uma boa forma de colocar ordem no caos da gest\u00e3o da mudan\u00e7a \u00e9 adotar um modelo. Um dos mais conhecidos, pr\u00e1ticos, fi\u00e1veis e recomend\u00e1veis para desenhar e gerir um processo de mudan\u00e7a numa organiza\u00e7\u00e3o \u00e9 o Modelo de 8 Passos de John Kotter. Apresentado em 1996 no livro \u201cLeading Change<\/a>\u201d, o modelo \u00e9 ainda hoje o mais utilizado por consultores e por organiza\u00e7\u00f5es em todo o mundo (a LBC, por exemplo,\u00a0desenvolveu uma variante).<\/p>\n\n\n\n

Mas uma coisa que a experi\u00eancia de muitos anos de consultoria me mostrou \u00e9 que \u201cone size does not fit all\u201d. Processos baseados em f\u00f3rmulas m\u00e1gicas tendem a falhar. O modelo de Kotter deve ser apenas um referencial, que deve ser adaptado a cada caso. Outros modelos podem ser mais adequados, como o menos conhecido mas mais focado modelo VISAR, de Gary Topchick.<\/p>\n\n\n\n

<\/div>\n\n\n\n

Regra n.\u00ba 2: Foco e simplifica\u00e7\u00e3o<\/h3>\n\n\n\n

A maior parte dos insucessos nos processos de mudan\u00e7a acontece porque n\u00e3o existe um foco partilhado definido logo no in\u00edcio. Enunciados gen\u00e9ricos e filos\u00f3ficos, por muito aliciantes que sejam, geram o caos, pois cada pessoa presume coisas diferentes. O mais importante de um processo de mudan\u00e7a \u00e9 definir logo de in\u00edcio, sem ambiguidades:<\/p>\n\n\n\n

    \n
  1. O que se quer mudar (servi\u00e7os, opera\u00e7\u00f5es, pessoas, etc.).<\/li>\n\n\n\n
  2. Para atingir o qu\u00ea (quais os KPI \u2013 Key Performance Indicators concretos: reduzir ciclo de servi\u00e7o ao cliente, melhorar a experi\u00eancia do cliente, melhorar a competitividade da empresa, etc.);<\/li>\n\n\n\n
  3. Como se mede essa mudan\u00e7a (um plano de atividades e respetivos indicadores, a partir do primeiro dia e em marcos espec\u00edficos).<\/li>\n<\/ol>\n\n\n\n

    Mudar tudo de uma s\u00f3 vez \u00e9 um dos erros de muitos programas. Mudan\u00e7as pequenas focadas na performance s\u00e3o diferentes de mudan\u00e7as focadas na cultura. Mudan\u00e7as focadas num processo concreto s\u00e3o diferentes de mudan\u00e7as focadas nas compet\u00eancias core da empresa. Mudar a organiza\u00e7\u00e3o \u00e9 diferente de mudar as pessoas.<\/p>\n\n\n\n

    <\/div>\n\n\n\n

    Regra n.\u00ba 3: Atuar em 4 eixos que se refor\u00e7am<\/h3>\n\n\n\n

    A maior parte dos programas de gest\u00e3o da mudan\u00e7a que falham est\u00e1 baseada apenas no eixo top-down, i.e., na vis\u00e3o dos l\u00edderes da empresa. Um processo de mudan\u00e7a s\u00f3 funciona se envolver quatro eixos: top-down (estrat\u00e9gia e regras definidas no topo), bottom-up (criatividade e solu\u00e7\u00f5es concretas vindas das bases), processos transversais (para mudar efetivamente a m\u00e1quina) e cultura (a verdadeira transforma\u00e7\u00e3o).<\/p>\n\n\n\n

    <\/div>\n\n\n\n

    A gest\u00e3o da mudan\u00e7a est\u00e1 a mudar<\/h3>\n\n\n\n

    A vis\u00e3o da lideran\u00e7a tem mudado ao longo do tempo. Nos anos 1940 e 1950, o l\u00edder-her\u00f3i. A seguir, o l\u00edder-racional. Nos anos 70 e 80, o l\u00edder-gestor da mudan\u00e7a. Nos anos 90 e \u201800, o l\u00edder-aut\u00eantico e relacional. Nesta d\u00e9cada, avan\u00e7amos para o l\u00edder-cidad\u00e3o global, cuja aten\u00e7\u00e3o vai para al\u00e9m da empresa.<\/p>\n\n\n\n

    Neste contexto, a gest\u00e3o de mudan\u00e7a tamb\u00e9m muda e deve envolver relacionamentos m\u00faltiplos para fora da empresa, incluindo a altera\u00e7\u00e3o da rela\u00e7\u00e3o com os clientes, os fornecedores, a comunidade, as redes sociais, os reguladores, etc. A inova\u00e7\u00e3o aberta \u00e9 um dos exemplos da import\u00e2ncia dos relacionamentos externos da empresa e da capacidade de atuar fora da bolha corporativa. Os modelos dos neg\u00f3cios digitais (como o da Apple) s\u00e3o outro exemplo de como \u00e9 a rela\u00e7\u00e3o com o que est\u00e1 fora da empresa, que define a vantagem competitiva. A gest\u00e3o da mudan\u00e7a entra aqui num campo ainda mais complexo.<\/p>\n\n\n\n

    Nota: Artigo originalmente publicado no Portal da Lideran\u00e7a<\/a>.<\/strong><\/em><\/p>\n\n\n\n

    *Carlos Miguel Valler\u00e9 Oliveira<\/strong> \u00e9 CEO da LBC, empresa internacional de consultoria de gest\u00e3o presente em oito pa\u00edses: \u00c1frica do Sul, Angola, Brasil, Cabo Verde, EUA, Espanha, Mo\u00e7ambique e Portugal. O tamb\u00e9m presidente do Conselho Fiscal da CCILSA \u2013 C\u00e2mara de Com\u00e9rcio e Ind\u00fastria Luso Sul-Africana<\/a> assina a rubrica \u201cPonto de Vista\u201d no Portal da Lideran\u00e7a<\/a> sobre temas como a lideran\u00e7a-gest\u00e3o, economia-sociedade e inova\u00e7\u00e3o-empreendedorismo. 
    <\/span><\/p>","protected":false},"excerpt":{"rendered":"

    A maio parte dos insucessos nos processos de mudan\u00e7a acontece porque n\u00e3o existe um foco partilhado definido logo no inic\u00edo.<\/p>","protected":false},"author":2,"featured_media":560,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[258],"tags":[],"setor":[],"pais":[91],"servico":[245],"class_list":["post-561","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-article","pais-portugal","servico-gestao-da-mudanca"],"acf":[],"yoast_head":"\nChange management: 3 rules for leaders - LBC<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/lbc-global.com\/pt\/gestao-da-mudanca-3-regras-para-lideres\/\" \/>\n<meta property=\"og:locale\" content=\"pt_PT\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Change management: 3 rules for leaders - 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