{"id":60510,"date":"2020-12-17T00:00:00","date_gmt":"2020-12-16T23:00:00","guid":{"rendered":"https:\/\/llyc.global\/2020\/12\/17\/um-novo-paradigma-de-lideranca-o-ceo-ativista\/"},"modified":"2020-12-17T00:00:00","modified_gmt":"2020-12-16T23:00:00","slug":"um-novo-paradigma-de-lideranca-o-ceo-ativista","status":"publish","type":"post","link":"https:\/\/llyc.global\/pt-br\/ideas\/um-novo-paradigma-de-lideranca-o-ceo-ativista\/","title":{"rendered":"Um novo paradigma de lideran\u00e7a: o CEO ativista"},"content":{"rendered":"

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Dominic Barton, ex-CEO da McKinsey, conta a anedota de um presidente de engenharia que passou 60% de seu tempo discutindo quest\u00f5es de lideran\u00e7a e conversando com jovens profissionais. Ele perguntou-lhe: “E enquanto isso, quem dirige a empresa?” Ao que o presidente respondeu: “Idiota, \u00e9 disso que se trata dirigir uma empresa.”<\/p>\n

Historicamente, os CEOS s\u00e3o figuras com baixa exposi\u00e7\u00e3o p\u00fablica que desejam projetar neutralidade e um perfil de gestor Suas necessidades de relacionamento foram administradas discretamente por meio de atividades de relacionamento institucional mais formais. Nos \u00faltimos cinco anos, no entanto, temos visto um papel crescente das lideran\u00e7as de grandes empresas nas quest\u00f5es pol\u00edticas e sociais. Diante desse novo papel do CEO, pode-se perguntar: Em que consiste dirigir uma empresa hoje?<\/p>\n

\u00a0<\/p>\n

1. O surgimento do CEO ativista<\/strong><\/h2>\n

\u00a0<\/strong><\/p>\n

Os CEOS ativistas s\u00e3o os primeiros executivos de grandes empresas que se posicionam sobre quest\u00f5es pol\u00edticas, sociais ou culturais que n\u00e3o est\u00e3o diretamente relacionadas \u00e0s suas empresas. O conceito foi cunhado por Harvard em um caso famoso constru\u00eddo em 2017 a partir da rejei\u00e7\u00e3o p\u00fablica de Tim Cook, CEO da Apple, \u00e0 aprova\u00e7\u00e3o do Ato de Liberdade Religiosa em Indiana (Estados Unidos). A mensagem de Cook, por meio de sua conta no Twitter em 2015, serviu de exemplo e gerou um grande apoio dos empres\u00e1rios em favor da diversidade, obrigando a uma revis\u00e3o dos aspectos mais pol\u00eamicos da lei.<\/p>\n

Desde ent\u00e3o, os casos mais midi\u00e1ticos de CEOs ativistas v\u00eam principalmente dos Estados Unidos e se concentram nas cr\u00edticas do setor empresarial \u00e0s pol\u00edticas promovidas pelo governo Trump.<\/p>\n

Na \u00e1rea ambiental, um caso de destaque foi a resposta em 2017 dos empres\u00e1rios norte-americanos \u201cespantados\u201d com a decis\u00e3o do presidente de abandonar o acordo de Paris sobre o Aquecimento Global, e o an\u00fancio de que \u201clevar\u00e3o o combate \u00e0s mudan\u00e7as clim\u00e1ticas em suas m\u00e3os e far\u00e3o o que puderem para reduzir as emiss\u00f5es\u201d. Estas s\u00e3o as palavras de Michael Bloomberg, o oitavo homem mais rico do mundo segundo a Forbes, em abril de 2017, que muitos enquadraram como o in\u00edcio de sua corrida fracassada \u00e0 Casa Branca. A Bloomberg anunciou uma contribui\u00e7\u00e3o de 15 milh\u00f5es de d\u00f3lares para apoiar os esfor\u00e7os da ONU na luta contra o aquecimento global.<\/p>\n

Al\u00e9m de suas inten\u00e7\u00f5es, a atitude ativista de Bloomberg permeou a comunidade empresarial norte-americana. Em junho de 2017, v\u00e1rios CEOS escreveram uma carta aberta<\/a> ao Presidente Trump, advertindo-o da relev\u00e2ncia da luta contra a Mudan\u00e7a Clim\u00e1tica e as terr\u00edveis consequ\u00eancias de sua decis\u00e3o. Recentemente, na \u00faltima C\u00fapula do Clima, realizada em Madri em dezembro de 2019, importantes CEOs norte-americanos se opuseram \u00e0s propostas contra o Acordo de Paris defendidas pelo governo dos Estados Unidos. Esta rea\u00e7\u00e3o \u00e9 uma parte importante do movimento We are still in<\/a> \u2013\u201cainda estamos dentro\u201d, em ingl\u00eas – que inclui 25 estados dos EUA, 534 cidades e mais de 2.000 empresas e grupos de investimento, al\u00e9m de outras institui\u00e7\u00f5es educacionais e culturais. Juntos, eles representam 68% do PIB dos EUA, 65% da popula\u00e7\u00e3o americana e 51% de todas as emiss\u00f5es dos EUA.<\/p>\n

No terreno dos direitos humanos, outro caso de ativismo bem conhecido foi a decis\u00e3o do CEO da Starbucks, Howard Schultz, de contratar 10.000 refugiados em todo o mundo, em rea\u00e7\u00e3o \u00e0 pol\u00edtica de imigra\u00e7\u00e3o do governo Trump. A mensagem de Schultz gerou forte controv\u00e9rsia. Por um lado, conseguiu arrastar outras grandes empresas – o Google anunciou uma contribui\u00e7\u00e3o de US$ 4 milh\u00f5es para organiza\u00e7\u00f5es humanit\u00e1rias, os CEOs da Apple, Microsoft, Netflix, Uber, Airbnb e Facebook se manifestaram contra as medidas de imigra\u00e7\u00e3o – embora tamb\u00e9m tenha gerado uma forte rejei\u00e7\u00e3o por parte de seus consumidores, promovendo um boicote \u00e0 marca Starbucks sob o argumento de que estava limitando a possibilidade de contratar empregados locais.<\/p>\n

Outro territ\u00f3rio t\u00edpico de ativismo \u00e9 o da sa\u00fade. Recentemente, vale registrar a rea\u00e7\u00e3o de alguns empres\u00e1rios \u00e0 decis\u00e3o do presidente Trump de retirar a ajuda dos Estados Unidos \u00e0 Organiza\u00e7\u00e3o Mundial da Sa\u00fade, alegando neglig\u00eancia no controle da pandemia COVID-19. O mais significativo foi o de Bill Gates, que anunciou em abril passado a contribui\u00e7\u00e3o de 250 milh\u00f5es de d\u00f3lares \u00e0 OMS para o combate ao COVID-19. A iniciativa de Gates abriu as portas para a recente cria\u00e7\u00e3o da Funda\u00e7\u00e3o Pr\u00f3-OMS para apoiar as necessidades cr\u00edticas da sa\u00fade global. A Funda\u00e7\u00e3o \u00e9 uma entidade legalmente independente da OMS, o que facilitar\u00e1 as contribui\u00e7\u00f5es do p\u00fablico em geral, grandes doadores individuais e empresas para a OMS e parceiros de confian\u00e7a para implementar programas de alto impacto[1]<\/a>.<\/p>\n

[1]<\/a> Com sede em Genebra, a Funda\u00e7\u00e3o apoiar\u00e1 as necessidades globais de sa\u00fade p\u00fablica, fornecendo financiamento \u00e0 OMS e a parceiros de implementa\u00e7\u00e3o confi\u00e1veis \u200b\u200bpara atingir as metas de “tr\u00eas bilh\u00f5es” da Organiza\u00e7\u00e3o. Com esses objetivos, que constam do plano estrat\u00e9gico quinquenal da OMS, pretende-se: proteger um bilh\u00e3o de pessoas das emerg\u00eancias de sa\u00fade; estender a cobertura universal de sa\u00fade a um bilh\u00e3o de pessoas e garantir uma vida saud\u00e1vel e bem-estar para um bilh\u00e3o de pessoas at\u00e9 2023.<\/p>\n

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\u201cOs CEOS ativistas s\u00e3o os primeiros executivos de grandes empresas que se posicionam sobre quest\u00f5es pol\u00edticas, sociais ou culturais que n\u00e3o est\u00e3o diretamente relacionadas \u00e0s suas empresas\u201d<\/h2>\n

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\u00a0<\/h2>\n

2. O auge do ativismo<\/strong><\/h2>\n

\u00a0<\/p>\n

Iniciativas como a de Larry Fink, CEO da BlackRock, promovendo a necessidade de formalizar o senso de prop\u00f3sito como um dos pilares da estrat\u00e9gia corporativa, acima dos resultados econ\u00f4micos; o compromisso dos principais CEOs norte-americanos (Business Roundtable<\/em>) apostando na perspectiva de longo prazo e na redistribui\u00e7\u00e3o de valor entre todos os stakeholders<\/em>; o compromisso de mais de 500 CEOs europeus para integrar os Objetivos de Desenvolvimento Sustent\u00e1vel das Na\u00e7\u00f5es Unidas nos neg\u00f3cios; ou a proposta do Capitalismo dos Stakeholders promovida pelo F\u00f3rum Econ\u00f4mico Mundial, s\u00e3o manifesta\u00e7\u00f5es de que o ativismo do CEO est\u00e1 se tornando um novo paradigma de lideran\u00e7a.<\/p>\n

O atual ativismo do CEOS n\u00e3o decorre tanto da express\u00e3o de convic\u00e7\u00f5es individuais no Twitter (casos de Tim Cook ou Marcos de Quinto, na Espanha), mas da press\u00e3o exercida pelas expectativas sociais sobre a responsabilidade dos dirigentes das grandes empresas na solu\u00e7\u00e3o de problemas p\u00fablicos, aliado ao profundo ceticismo quanto \u00e0s a\u00e7\u00f5es dos governos.<\/p>\n

De acordo com dados da Pew Research, apenas 19% dos americanos confiam no governo (a baixa reputa\u00e7\u00e3o dos l\u00edderes pol\u00edticos \u00e9 um fen\u00f4meno global, n\u00e3o apenas nos Estados Unidos). Mas tamb\u00e9m 65% dos americanos acreditam que “o sistema econ\u00f4mico favorece injustamente interesses poderosos”. A baixa reputa\u00e7\u00e3o dos governos \u00e9 o fator de oportunidade para o surgimento de lideran\u00e7as ativistas empresariais; mas a percep\u00e7\u00e3o de um capitalismo injusto \u00e9 o fator de necessidade que est\u00e1 impulsionando os executivos a ocuparem esse espa\u00e7o p\u00fablico. O novo ativismo do CEOs \u00e9 uma combina\u00e7\u00e3o de oportunidade (baixa reputa\u00e7\u00e3o dos governos) e necessidade (crescente descontentamento com o capitalismo). Em \u00faltima an\u00e1lise, a combina\u00e7\u00e3o desses dois fatores est\u00e1 impulsionando o novo papel de lideran\u00e7a ativista dos CEOs de grandes empresas, al\u00e9m das convic\u00e7\u00f5es pessoais de cada um.<\/p>\n

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\u201cA baixa reputa\u00e7\u00e3o dos governos \u00e9 o fator de oportunidade para o surgimento de lideran\u00e7as ativistas empresariais\u201d<\/h2>\n

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\u00a0<\/p>\n

3. Os ativistas n\u00e3o s\u00e3o apenas os americanos<\/strong><\/h2>\n

\u00a0<\/strong><\/p>\n

Esse novo paradigma de lideran\u00e7a est\u00e1 cada vez mais presente em todo o mundo e n\u00e3o apenas nos Estados Unidos. Na Espanha, sem ir mais longe, a lideran\u00e7a de numerosos CEOs n\u00e3o passou despercebida durante a \u00faltima C\u00fapula do Clima realizada em Madrid (COP25). A resposta \u00e0 emerg\u00eancia clim\u00e1tica no \u00e2mbito empresarial foi especialmente marcante, com a participa\u00e7\u00e3o de 1.500 empresas nas atividades que se desenvolveram na \u201czona verde\u201d da COP 25. A iniciativa empresarial, de fato, antecipou os acordos pol\u00edticos de v\u00e1rios setores como finan\u00e7as, energia, infraestrutura, log\u00edstica e transporte, ind\u00fastria de alimentos ou a ind\u00fastria da sa\u00fade. Entre os dirigentes das empresas espanholas do Ibex 35 que especificaram objetivos de descarboniza\u00e7\u00e3o durante a C\u00fapula estavam os da Iberdrola, Endesa, Telef\u00f3nica, Repsol, Acciona, ArcelorMittal, Santander, BBVA ou IAG.<\/p>\n

Especialmente relevantes foram os compromissos do setor financeiro. Numerosas entidades comprometeram montantes significativos para financiar o combate \u00e0s altera\u00e7\u00f5es clim\u00e1ticas: Barclays (175.000 milh\u00f5es de euros), Santander (120.000 milh\u00f5es de euros), BBVA (100.000 milh\u00f5es de euros), entre outras. Cerca de 20 entidades que operam no setor financeiro espanhol assinaram um acordo (“Better Finance, Better World”) para alinhar a sua atividade com os objetivos do Acordo de Paris de combate \u00e0s altera\u00e7\u00f5es clim\u00e1ticas. No acordo, que foi apresentado na COP 25, os bancos, liderados por seus CEOs, se comprometeram a reduzir a emiss\u00e3o de di\u00f3xido de carbono (CO2) de suas carteiras de cr\u00e9dito de acordo com crit\u00e9rios internacionalmente reconhecidos e a canalizar a poupan\u00e7a e recursos financeiros para investimentos sustent\u00e1veis.<\/p>\n

Outro exemplo mais recente foi a C\u00fapula de l\u00edderes empresariais convocada pelo empregador CEOE em junho passado com o objetivo de impulsionar a recupera\u00e7\u00e3o econ\u00f4mica ap\u00f3s a supera\u00e7\u00e3o da primeira onda de COVID-19. A C\u00fapula foi realizada online e aberta. Todos puderam acompanhar ao vivo as mensagens de lideran\u00e7a do CEOs espanh\u00f3is em face da crise pand\u00eamica. A mensagem introdut\u00f3ria do presidente da associa\u00e7\u00e3o patronal foi inequ\u00edvoca: \u201choje mais do que nunca vale a pena ser empres\u00e1rio e dar visibilidade aos nossos feitos. \u00c9 um orgulho ser empres\u00e1rio e poder contribuir para o desenvolvimento do nosso pa\u00eds e o bem-estar dos cidad\u00e3os\u201d.<\/p>\n

\u00a0<\/p>\n

4. Consenso sobre os ODSs<\/strong><\/h2>\n

\u00a0<\/strong><\/p>\n

As principais quest\u00f5es sobre as quais os CEOS ativistas falaram nos \u00faltimos anos giram em torno da igualdade\/inclus\u00e3o, a luta contra as mudan\u00e7as clim\u00e1ticas, os direitos humanos e, mais recentemente, a sa\u00fade e o bem-estar. Estas quest\u00f5es correspondem aos principais desafios globais, mas tamb\u00e9m fazem parte do quadro de refer\u00eancia deste novo paradigma de lideran\u00e7a, que nada mais \u00e9 do que a Agenda 2030 das Na\u00e7\u00f5es Unidas, como principal consenso pol\u00edtico, social e empresarial sobre os desafios globais de longo prazo.<\/p>\n

Na verdade, se podemos falar de um paradigma de lideran\u00e7a em torno do ativismo do CEO, \u00e9 porque existe uma agenda global com grande consenso. A agenda 2030 \u00e9 marcada pelos 17 O Objetivos de Desenvolvimento Sustent\u00e1vel, com foco no desenvolvimento dos acordos de Paris e os princ\u00edpios das Na\u00e7\u00f5es Unidas sobre Empresas e Direitos Humanos. O consenso \u00e9 t\u00e3o amplo que os ODSs n\u00e3o s\u00f3 se tornaram uma estrutura geralmente aceita, mas tamb\u00e9m lan\u00e7aram a corrida pela lideran\u00e7a por seu impulso.<\/p>\n

Como mencionamos antes, em menos de um ano, mais de 600 l\u00edderes empresariais na Europa se comprometeram publicamente a promover um modelo de neg\u00f3cios sustent\u00e1vel com uma perspectiva de longo prazo. Este apelo \u00e0 a\u00e7\u00e3o inclui, entre outros, os seguintes compromissos:<\/p>\n

\u2022 Acelerar a transi\u00e7\u00e3o ecol\u00f3gica na luta contra as mudan\u00e7as clim\u00e1ticas.
\u2022 Comprometer-se em um di\u00e1logo com v\u00e1rias partes interessadas.
\u2022 Criar plataformas colaborativas para promover uma economia sustent\u00e1vel.
\u2022 Maximizar a cria\u00e7\u00e3o de valor para a sociedade.
\u2022 Promover a forma\u00e7\u00e3o para a empregabilidade.
\u2022 Aumentar a participa\u00e7\u00e3o da sociedade civil no movimento pela sustentabilidade.
\u2022 Adotar pol\u00edticas e padr\u00f5es de transpar\u00eancia para gerenciar a sustentabilidade.<\/p>\n

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\u201cAs principais quest\u00f5es sobre as quais os CEOS ativistas falaram nos \u00faltimos anos giram em torno da igualdade\/inclus\u00e3o, a luta contra as mudan\u00e7as clim\u00e1ticas, os direitos humanos e, mais recentemente, a sa\u00fade e o bem-estar\u201d<\/h2>\n

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\u00a0<\/h2>\n

5. Desafios do CEO Ativista<\/strong><\/h2>\n

Como vimos, os l\u00edderes empresariais est\u00e3o respondendo \u00e0 demanda da sociedade por maior responsabilidade corporativa em quest\u00f5es pol\u00edticas e sociais que tradicionalmente n\u00e3o entram no campo dos neg\u00f3cios. Essa lideran\u00e7a, que tamb\u00e9m responde ao desencanto generalizado com os governos, vem se consolidando por meio de manifestos e compromissos com alto \u00edndice de ades\u00e3o, o que por sua vez vem elevando ainda mais as expectativas sociais sobre o papel das grandes empresas. Portanto, acreditamos que o CEO ativista enfrentar\u00e1 nos pr\u00f3ximos meses desafios relacionados a dar solidez e consist\u00eancia ao discurso p\u00fablico que defendem. Quanto maior a exposi\u00e7\u00e3o p\u00fablica, maior a demanda por coer\u00eancia. Destacamos cinco desafios principais a este respeito:<\/p>\n

    \n
  • Implementar um modelo de governan\u00e7a<\/strong> para gest\u00e3o de partes interessadas. O Capitalismo de Stakeholders promovido pelo F\u00f3rum Econ\u00f4mico Mundial \u00e9 \u201cum sonho\u201d – nas palavras do WEF – que pode se transformar em um pesadelo se n\u00e3o for acompanhado por um esquema de governan\u00e7a para grupos de interesse.<\/li>\n
  • Incorporar um senso de prop\u00f3sito<\/strong> \u00e0 governan\u00e7a corporativa. O ativismo exige um estilo de lideran\u00e7a conectado e consistente com as pol\u00edticas da empresa. A necessidade de definir ou redefinir um prop\u00f3sito que incorpore o impacto social de longo prazo da empresa tornou-se imperativa.<\/li>\n
  • Promover a agenda de sustentabilidade<\/strong> por meio de iniciativas concretas de impacto social. As empresas est\u00e3o assumindo a lideran\u00e7a da mudan\u00e7a de modelo, da transforma\u00e7\u00e3o. Mas h\u00e1 muita dispers\u00e3o de objetivos e \u00e9 necess\u00e1rio que se concentrem em uma ou duas iniciativas de verdadeiro impacto social e que sejam relevantes para seus stakeholders. Menos \u00e9 mais.<\/li>\n
  • Avaliar o impacto dos riscos reputacionais<\/strong> nas decis\u00f5es de neg\u00f3cios. Alguns manifestos ou declara\u00e7\u00f5es, se n\u00e3o atenderem \u00e0s expectativas das partes interessadas, podem representar mais riscos do que oportunidades para o neg\u00f3cio (como o caso Starbucks).<\/li>\n
  • Expandir a abordagem de compliance<\/strong> para reputa\u00e7\u00e3o. O discurso exigente do CEO ativista est\u00e1, sem d\u00favida, elevando o padr\u00e3o do comportamento corporativo, especialmente aqueles relacionados \u00e0 \u00e9tica e integridade. Abordagens de conformidade baseadas em compliance legal e regulat\u00f3ria s\u00e3o insuficientes quando a bandeira da cr\u00edtica \u00e9 levantada, como \u00e9 o caso do CEO ativista.<\/li>\n<\/ul>\n

    O crescente ativismo de CEOs em todo o mundo mostra que estamos diante de um novo paradigma de lideran\u00e7a, que vai al\u00e9m das convic\u00e7\u00f5es pessoais, pois a sociedade exige que as grandes empresas se responsabilizem pelos desafios globais. A hora de conversar j\u00e1 passou. \u00c9 hora de agir.<\/p>\n

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