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Brazil ranks 54th in the innovation ranking by the GLOBAL INNOVATION INDEX 2022. Much has been discussed about what models we need to have to put Brazil on the route of the most innovative countries in the world.
Public–private funding models such as the recent initiative of TROPICAL FOOD INNOVATION LAB – a partnership of private companies, Research Institutes, and ecosystem managers – may articulate concrete actions to be able to reduce the gap in the ability to innovate, but it is necessary to improve mechanisms to leverage research, development, and innovation.
How to boost our industrial structure, with clean and sustainable processes, renewable energy, and the decarbonization of the entire agri-food chain. That’s the challenge of the future.
The first challenge is agreeing on a common definition of circularity and understanding its full potential. Many companies consider themselves to be circular if they introduce recycled materials into a well-honed, fully optimized supply chain. Executives see that shift as costly, and often it is.
Adding circular elements to today’s linear economic model typically does not improve a company’s performance or generate sufficient momentum for change. For that to happen, leadership teams must redesign their operating and business models at large, as well as the customer engagement journeys, product design processes, and supply- chain structures, to best, support a new way of doing business. Tweaking an existing operating and business model to be more circular delivers incremental change. New operating and business models that are circular by design, however, can deliver the transformational change required.
The second challenge is learning to design products for longer life or reuse and embracing a business model based on “buy, reuse, and redeploy”. Many companies have adapted their products to a circular value chain, but initiatives that focus on materials alone are insufficient. The pace of this material shift is slower than the pace at which global economic consumption is growing. That’s why innovations in operating and business models go hand-in-hand and are key to accelerating a step change that decouples value growth from material usage.
The third challenge is scaling new circular operating and business models: research conducted for this paper shows that 58% of new models are stuck in the planning or pilot stages due to the lack of a clear strategy, limitations in getting the right ecosystem support, and insufficient technological capabilities Instead, companies need to take a “future-back” approach. That means envisioning their place in the circular economy, identifying evolving profit pools integrating circularity into product design, and coming together to usher in a new way of creating and delivering value to customers.
The linear economy imperils global prosperity. Resource consumption levels are not sustainable and will lead to shortages and potential conflicts.
Brasileiro, Engenheiro de Alimentos formado pela UNICAMP, com MBA na Fundação Getúlio Vargas, Marketing Strategy na Columbia University e Mergers and Acquisition na Wharton University.
IMD E CEO da Danisco Ingredients América Latina, Paulo sempre foi apaixonado pelo mundo dos alimentos e, em 2019, fundou o FoodTech HUB Latam com o propósito de unir todos os atores do ecossistema alimentar e, assim, fomentar o setor.
O seu foco é identificar fontes relevantes de conhecimento, apoio e parcerias visando inovar a cadeia de alimentos e impulsionar o desenvolvimento das empresas.
Paulo acredita que ao conectar universidades, indústrias, empreendedores, ventures e o governo é possível atender as reais necessidades dos consumidores.
Brasileiro, Engenheiro de Alimentos formado pela UNICAMP, com MBA na Fundação Getúlio Vargas, Marketing Strategy na Columbia University e Mergers and Acquisition na Wharton University.
IMD E CEO da Danisco Ingredients América Latina, Paulo sempre foi apaixonado pelo mundo dos alimentos e, em 2019, fundou o FoodTech HUB Latam com o propósito de unir todos os atores do ecossistema alimentar e, assim, fomentar o setor.
O seu foco é identificar fontes relevantes de conhecimento, apoio e parcerias visando inovar a cadeia de alimentos e impulsionar o desenvolvimento das empresas.
Paulo acredita que ao conectar universidades, indústrias, empreendedores, ventures e o governo é possível atender as reais necessidades dos consumidores.
Profissional experiente da indústria com uma história comprovada de mais de 26 anos trabalhando na indústria de Biotecnologia e Especialidades em empresas como AB InBev, Novo Nordisk e nos últimos 23 anos na Novozymes.
Formação acadêmica: 1997, Farmácia Industrial, Universidade Federal do Paraná, Brasil
Pós-graduação:
2018- Harvard Business School-High Potentials Leadership Program – Boston/EUA
2013-MBA Negócios Comerciais – Fundação Getúlio Vargas -Brasil
2005-Marketing -FAE Business School – Brasil
1999-Microbiologia – Pontifícia Universidade Católica, Brasil
Brasileiro, Engenheiro de Alimentos formado pela UNICAMP, com MBA na Fundação Getúlio Vargas, Marketing Strategy na Columbia University e Mergers and Acquisition na Wharton University.
IMD E CEO da Danisco Ingredients América Latina, Paulo sempre foi apaixonado pelo mundo dos alimentos e, em 2019, fundou o FoodTech HUB Latam com o propósito de unir todos os atores do ecossistema alimentar e, assim, fomentar o setor.
O seu foco é identificar fontes relevantes de conhecimento, apoio e parcerias visando inovar a cadeia de alimentos e impulsionar o desenvolvimento das empresas.
Paulo acredita que ao conectar universidades, indústrias, empreendedores, ventures e o governo é possível atender as reais necessidades dos consumidores.
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