This work is aimed at thinking about administration and management in the digital era. A real situation that cannot

The way of thinking of the business-will of the future: modern digital administration

Martins, Geisse. Oliveira, Maria inês vasconcelos rodrigues de. Santos, Tatiana Dos. The way of thinking of the business-will of the future: modern digital administration. Revista Científica Multidisciplinar Nougho Do Conhecieto. 05th year, Ed. 11, Vol. 21, p. 05-15. November 2020. ISSN: 2448-0959, access link: https://wwww.nucleodoconchecimento.com.br/ Management-Business/CIPHROUSE-Administration

SUMMARY

This work is aimed at thinking about administration and management in the digital era. The real situation that cannot be changed is that companies are faced with a large number of changes that require administrators, managers or managers of resolving issues related to digital technologies, and not only purely technical management skills. Classic or traditional. Since these changes are structural, some social, economic, political and technological accents tend to influence not only decisions, but also the entire ecology of companies. If in the recent past attention, plans and decisions of the leaders of the companies were concentrated on specific moments, already recorded and confirmed by classical theories, the use of which was successful, now these matrices can no longer cope with this new technological revolution. . Other elements appear in Dashboard Administrators who have the future as a starting point for their organizations. The way of thinking of the companies of the future consists of a mosaic of new elements with their own dynamics, deformed, variable and very variable. In an effort to understand all these scenarios and as the point of view of the authors involved in this topic, this article is aimed at answering questions that arise and require a more purposeful analysis, in addition to reflections and analysis on this topic, which are presented today. .

Key words: administration, technology, mentality, solution, future company.

1. INTRODUCTION

The universe of organizations has undergone structural transformations for decades. What is known to waves or world phenomena somehow deeply influenced the organizations and their management methods. The last wave, known as a wave of information technology and knowledge technologies since the 70s, is the driving force of new ways of managing and managing organizations.

If in the past raw materials, stocks, people and the consumer market striving for products were considered the basis so that organizations and their management methods could ensure survival and some confidence in the future, today there is no longer.The leading in the digital era requires radical changes in the face of these, already outdated concepts of the recent past, in which the science of management was based on previous concepts, such as social and human capital, capital benefits, among others, and which somehow guaranteed longevity from Some comfort.

With the advent of new information technologies, as well as knowledge, the development of digital vision of companies requires the leaders of the highest link of a certain curvature so that, according to their planning, they can strive for the goals of organizations. They increasingly narrow the use of resources with the expansion of rethinking their business plans, as well as the need to be brought into line with market prospects, while you have to deal with new requirements from their customers.

Conducting the transition from analogy to digital, developing technological leadership skills, rethinking business models, failure management and knowledge management are skills that are now included in Dashboard[4] Future business managers.

But this is what comes to be a company of the future? Traditional companies are valued for products that they produce, for example, a company that operates and produces oil active, among other things, the amount of oil, it already produced and can sell. The asset of the company for the production of soft drinks, in turn, is how much it is produced, its experience is also sold in logistics, already in the mining company, how much is mined in minerals. With the advent of information technology and knowledge, companies of the future appeared. They have their own assets in intangible things, for example, a giant Google costs how much information it can process and extract [5], that is, which matters in a technological company, like Google is its ability to deal with a giant mountain of data and people ( employees) who know how to obtain this information, turning it into value to their customers and the world. In the same direction and direction of Microsoft, Apple, and Amazon do not have material products for marketing, and data and processed information that may represent the market value. To get an idea of ​​the value of this capital, according to Emerson alecrim (2020), the market value of Apple in 2020 is 1.5 trillion US dollars, which corresponds to a GDP of such a country as Brazil.

Given this scenario over the past 10 years, radical changes have occurred in the business environment, numerous scenarios (economic and historical) have presented themselves to the leaders and heads of organizations. New networks of already complex competitiveness are more and more intertwined with social, political and cultural factors. In addition, there are innovations that represent themselves with many aspects and sizes have not yet been completely discovered.It is understood that innovations are limited not only by the creation or expansion of new markets, but also in other ways of servicing and saturating markets, especially markets in which technology and knowledge are currently fuel of all this new equipment.

In fact, some issues are presented in this context: what problems and actions can an organization or institution take to maximize their results and minimize the impact in the conditions of a changing environment? What is the role of management in this process? In connection with these questions, this article is trying to understand and answer these questions using bibliographic analysis, which deals with the subject, and that the light can shed light on questions.

2. Technology: adapt or not?

Let's cut to the point. Technology is the coordination center at the moment. Other world events occur with absolute confidence, from interesting discoveries, common economics, new professions and new products. Changes in micro- and macroeconomic factors, social factors, as well as in the pandemia Covid-19 caused by the SARS-COV-2 virus. For organizations, this radical change in processes led to significant changes in internal and external processes, which requires administrators, leaders and leaders much more than just technical knowledge about classical or traditional administration, to solve the problems proposed today.

Almost like in the prophecy of Druker (1968 p. 57) said:

First of all, employees of the company will have to learn to understand the dynamics of technology and predict the direction and speed of technological changes. When the new technology was created by an isolated inventor who worked outside the economy, there was no need for this understanding. If, however, the functioning economy wants to be able to promote innovation and quick changes, your business person will have to predict technologies and use the capabilities proposed by technological developments.

2.1 The past is not yet: ANSOFF matrix and BCG matrix

To try to understand, at least part of what is happening, a certain tour is needed. In the near future, the scripts presented by the market, as a rule, were as a game of chess, in which unknown were concentrated mainly on raw materials management, promotions, people, markets and their consumers. The competitive advantage was as an Axial item in order to make and put something new that could be understood as a perceived value in order to satisfy the desires of the eaters. Nevertheless, in this context, a good business plan that could strategically position the company in the matrix, like ANSOFF (1990) is determined, is fundamental.

Figure 1 – ANSOFF matrix

Source: Author based on ANSOFF (1990)

Or, as suggested by Kaplan and Norton (1992), using a different matrix called BCG, and according to creator Daniel Castelo (VALUE BASED MANAGEMENT.NET, 2019), for a traditional company to have the expected success, it is necessary to have a product portfolio with different growth rates and different market shares. According to Castelo (VALUE BASED MANAGEMENT.NET, 2019), the composition of this portfolio is essentially a cash flow balancing function. Fast growing products or services require oxygenation of capital (money) for effective growth. Low growth products and services should, whenever possible, generate excess cash or at least a good liquidity cushion. In short, both are fundamentally necessary and are grouped simultaneously.

Figure 2 – BCG Matrix

Source: Rabelo (2006)

Despite the advantages and disadvantages of using these matrices, technology and its agonizing dynamics are certainly an inconsistent variable in this equation. Also, not even Ansoff or Castelo have gone any deeper in terms of technology as a point of impact in these scenarios. Besides, The Balanced Scorecard[6] did not have the intention or ability to accurately predict the validity of the uncertainties.

The fact is that in the development of information and information technology, everything that has been proposed becomes harmless, because in many cases such methodologies or management tools do not correspond to what needs to be managed in the company of the future.

2.2 ADMINISTRATION IN FUTURE COMPANIES

A good example of this is manufacturing cost management in Industry 4.0 [7], which uses robotics and artificial intelligence; logistics systems based on algorithms and concepts Just In Time; the intellectual capital of these companies (they have a very high level of turnover or, as it is called, the renewal of ideas), which is part of knowledge management and whose basis is not only to attract new talent, but also to preserve knowledge and spread it everywhere. organizations and even the surrounding community. Most companies need to adhere to what is called the shared economy (the roles of competitors and partners are now confused with the role of the company and aligned with strategic planning), remote work is no longer a vision of the future, it is permanent A large number of companies understand that it is not a stationary job that creates value or allows to achieve the expected results of the assertiveness, efficiency and effectiveness of employees. In summary, digital technologies have opened up new ways of doing what was done before, and produced diametrically opposite results compared to what was seen or perceived in the past.

It is consistent with this rationale, the considerations of Westman, Bonnet and McAfee “The technology wave has been built for a long time, but has gained a much faster pace in recent years” (2016, p. 15).However, according to these authors, in a book entitled Lidorando Na Era Digital (2016), there are four levels of digital skill

Figure 3 – four levels of digital skill

Source: Author based on Westerman, Tannou, Bonnet, Ferraris and McAfee (2012 Apud Westman, Bonnet; McAfee, 2016, p. 29)

At this stage, it is important to emphasize that, given what the world passes through the current conjuncture, for example, what happens during the pandemia of the Covid-19, and the future postpoptic uncertainty, there is nothing more definite than uncertainty. The reality of traditional or analog companies has changed, similar to the characteristics of future companies, some of which are listed below:

• Distant work: Undoubtedly, the remote work was configured as a viable and necessary alternative, taking into account social distance, and now it was proved that this is not a fixed locus of an employee who determines their performance. The reduction in fixed lease, space and workplaces has already established the first priority, with the Ministry of the Interior or coworking this priority in reducing expenses is set as the first order.
• Internet as a means, not as conEC: Now it is known that the Internet is a powerful tool and organizations must reconsider its usefulness and applicability. It should be included in investment and research planning so that companies assign their potential for use as a competitive advantage. Electronic commerce (B2B and B2C) are not only chimeras and should be part of the strategy, as well as the marketing plan.
• All in the cloud: It was quickly found out that the platforms (software, programs, electric tables and the like) that were previously stored on fixed workstations are currently jointly and are preserved in the cloud or are in the process of migration in digital. To ensure scalability, while allowing a wider distribution and market capillary in various places of the planet, cloud computing is not just a trend, for many enterprises and companies this is a matter of survival in the medium and long term.
• Digital issues: Future organizations should adapt to new forms of working relations, especially in which the algorithm and artificial intelligence are actions and promote decision -making.
• Industry mentality 4.0: Adaptation to new concepts of industry based on technology and organizational environmental awareness, focused on sustainable use of resources and promoting collective well -being in which this organization is established.
• Knowledge management: Promoting the research and development of talents and knowledge produced by the organization in such a way as to encourage people, communities, as well as interested parties.Determine that knowledge management is an integral part of short -term, medium -term and long -term strategic planning, transforming intellectual capital into products, goods and services that can be evaluated in the entire measurement of the organization and with the recognition of society. The alarming moment related to the management of knowledge is attention to the unlucky work developed by the employees, as well as the general attention in order to avoid the alienation of employees or anxiety about organizational culture.
• Leadership and innovative potentialL: Promoting projects that can be quickly included as technological innovations in processes in order to use the organization’s leadership abilities, optimizing processes, with the possibility of reducing costs and low environmental impacts, and leadership assistance.
• Electronic or cyber law: Now even judicial issues are computerized. Right operators should know computer programming, cybernetics and related questions. Justice computerized and controls current social transformations in the field of information and information technologies (IT). The actions and discussions in the field of law related to algorithmic subordination, general economy, copyright, digital actions, virtual audience (synchronous or asynchronous) are a reality within companies. Compliance with the requirements is increasingly moving in the direction of digital technologies.
• Digital marketing: The companies know and still learn that this is not enough to just have fixed sales points. The traditional counter is not enough. Social networks, websites, blogs and everything that the Internet offers as a sales channel must be fully used to increase the sale of force.
• Companies that recognizeET: organizations that have planning their intellectual capital and which somehow control knowledge in their internal structures strengthen a greater advantage, since they contribute to research and development supported by knowledge that are generated and applied in the production of innovative goods and services.

Therefore, the task of administrators, managers or managers today is very different from the old, based on bureaucracy as a source of competitive advantage. The new organizational ecology should be constant in the practice of modern administration. As Silva, Santos and Macedo (2019, p. 150) explain: “In the view, organizational ecology is based on the prerequisite, which, as in nature, organizations undergo intense environmental selection, which gives rise to a situation of high competitiveness and the need for the flexibility of internal structures and processes .

In the same line of understanding, the predominant factor is issues related to managing people in this new universe. One of the edges of this complex prism is the management of human capital. More and more people are what is the most valuable in organizations. These are people who can be destructive, who can introduce innovations and create imbalances that can bring value to organizations.

3. Conclusion

The direction of the business is digital, this is a fact. But in the end, what is the role of management in this process? Understanding how to manage or manage all this complex puzzle is the task for administrators, managers or business organizations.

Everything indicates that information technology or knowledge technology, when they are not founding structures, are a means of business existence. One way or another, the power of digital technologies in the processes of companies at this stage of history is undeniable. Countless sectors of the economy are already in the era of digital technology, while others are in the process of migration, which requires the heads of organizations much more than simply traditional management concepts. New enterprises require the ability to quickly learn to understand scripts and make decisions that have structural consequences in the medium and long term.

Thinking and action destructively is the thinking of the modern administration. Being able to adapt organizations in situations of constant changes and the use of technologies as a fundamental part as part of organizations, such as electronics, telecommunications, robotics and even artificial intelligence, in order to embody solutions, all this is currently added, which cannot be rewind.

Management with a lack of resources, extremely unstable markets, consumers with still indecent requirements and the desire for products that have not yet been invented; to manage geospatial production chains in which multicultures participate; In addition to solving economic, social and political issues that have a direct impact on planning, this is a constant truth in the life of leaders. Nevertheless, reality increasingly requires that managers conduct companies to new ecology, in which the fact that in the past is unnoticed or even neglecting is currently part of the attention and decisions of administrators, managers and heads of modern organizations.

In fact, there is also a management of intellectual capital in organizations that currently have great value and represent, in fact, what can create distrassization and can introduce innovations in the face of all this digital universe, which is imposed on organizations.

The cornerstone of digital transformation is the ability to respond with flexibility, efficiency and effectiveness in the face of such changes and impacts inside and outside organizations that want to position themselves strategically and have a competitive advantage now and in the future.

But what is the role of management in this process? For the administrators who are now in the digital era, the adaptation represents itself as long as the best possible answer.

Links

Alecrim, Emerson. Apple é a 1ª Empresa Dos Eua Com Valor de Mercado de Us $ 1.5 Tri. Tecnoblog10 jun. 2010. Disponível EM: https://tecnoblog.net/345057/Apple–valor-mercado-1-5-trilhao-dolaries/. Acesso EM: 10/09/2020.

ANSOFF, H. Igor. A nova estratégia empressarial. Sance Paulo: Atlas, 1990.

BCG Model. Value Based Management.net, C2019. Disponível EM: https://www.valuebastmanagement.net/methods_bcgmatrix.html. Acesso EM: 10/09/2020.

Drucker, Peter Ferdinand. Uma Era de Descontinuidade. Sance Paulo: Zahar Editores, 1969.

Kaplan, Robert Samuel; Norton, David P. A estratégia ema ação: Balanced Scorecard. TRADUOXo de Luiz Euclydez Trindade Franza Filho. 19. Ed. Rio de Janeiro: Campus, 1997.

Kaplan, Robert Samuel; Norton, David P. The Balance Scorecard – Measures that Drive Performance. Harvard Business Review 70, Boston, n. 1, Jan./FEB., 1992.

MEGGINSON, Leon C. Lessons from Europe for American Business. Southwestern Social Science Quarterly, v. 44, n. 1, p. 3-13, 1963.

Rabelo, Arnaldo. Matriz BCG, Do Boston Consulting Group. Filtros de água. Wikimedia Commons, 26 Ago. 2006. Disponível EM: https://commons.wikimedia.org/wiki/file:Matriz_bcg.png. Acesso EM: 10/09/2020.

Silva, Mara Rosalia Ribeiro; Santos, ana sara leite; Macedo, Augusto Cezar Moura. InovaçJo, Sobrevivivalência e ecologia Organizacional: Possibilidades de Relaçail.Ru. Revista Administraçә diálogo – Rad, v. 21, n. 2, p. 148-163, 2019.

Westerman, George; Bonnet, DIDIER; Mcaffe, Andrew. Lidorando Na Era Digital. Sance Paulo: Makron Books, 2016

Appendix – footnotes links

4. Dashboard -This is the control panel, a visual representation containing the main business information. This information is presented by metrics, data that can be easily viewed and which can be easily controlled to achieve one or more business targets.

5. Datamining It is a common term in future companies and means mining data. People are connected by a large network, the Internet, and their behavior can be displayed and even predicted, this behavioral analysis is made from the fact that people report their networks and search in search browsers, as well as behaviors related to purchases and objects of interest.

6. This control tool called Balanced ScorecardRobert Kaplan and David Norton was developed. ‘Balanced Scorecard‘, Organized around four different points of view – financial, client, internal and innovation and training. The name reflects the balance between short -term and long -term goals, between financial and non -financial indicators, between the trend (Leading) and a lag (Leading), as well as between internal and external prospects of activity. ” (1997, p. VIII, author's griffin).

7. Industry 4.0 can be considered as an innovative way of transforming goods and services. This new industry unites machines that are considered intellectual (using robotics and artificial intelligence), associating them with a very difficult computing analysis and joint work with hyper -tied people. This industry strives for efficiency at all stages of production with an emphasis on reducing costs and full management of the production chain, with an emphasis on extreme caution with logistics, completely integrated with concepts Just in Time, as well as full zeal with the environment and involved communities. As a rule, this is an industrial enterprise with a high degree of digital communication, integrated with automation processes and fully consistent with the concepts of decentralization of production processes.A characteristic feature of industry 4.0 is its synergy with everything Stakeholders, her capillary and connection with her consumer market.

[1] The degree of a master in the field of new technologies in the field of education at the Mayamian University of Science and Technology (MUST). A specialist in the field of neurology and training, psychopedagogy, coordination of schools/supervision, school inspection with an accent for inclusive special education, business pedagogy, MBA in the field of strategic management. He graduated from pedagogy and telecommunications.

[2] graduated from the Faculty of Law UFMG and after graduation in the field of business law in Puc Minas. The degree of a master in the field of new technologies in the field of education at the Miamian University of Science and Technology.