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7 Questions with Lucio Flavio Azevedo de Oliveira
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7 Questions with Lucio Flavio Azevedo de Oliveira
Name: Lucio Flavio Azevedo de Oliveira
Current title: Chief Information Office (CIO)
Current organization: Platlog Soluções Logística
• Leadership experience in the following segments: Consumer Goods, Services, Retail and Entertainment; from strategic to implementation bias, using innovative solutions that resulted in increased revenues, improvements in business processes, cost reduction, control and systemic governance.
• Board integration participating in strategic plans for up to 5 years, leading initiatives of Transformation and Digital Services, E-commerce, IT Master Plan, Security Information, LGPD.
• Budget management of R$ 15MM/year. Team leader of up to 30 direct professionals, including managers.
• Participation in the creation of Shared Services Center (CSC) of the Silvio Santos Group in 2003, defining the technological structure to meet the processes and system resources of this operation, in addition to consolidating the ERP. Investment and control of more adequate processes aiming at synergy in the processes of Finance, HR and Purchasing.
• Experience in Contingency Plans: implementation of a backup site so that the full operations of Banco Panamericano. As well as the business continuity plan of “Liderança Capitalização” (CAP - Telesena).
• Definition of technological structures to serve and support the systems for automation of 135 Lojas do Baú across the country, as well as integration of the Dudony chain. In 2010 participation in due diligence, integration and migration of operations from Lojas do Baú to Magazine Luiza.
• Leadership of Digital Transformation, Change Management and Soft Skills in communication and negotiation aimed at strengthening teams and business partners, adhering to innovations in a high performance environment. Conducting engagement workshops, transforming the definitions captured in sprints, training the IT team in agile methodology, among others.
• Development and launch of Jequiti APP with digital catalog for Consultants: result of 30 thousand downloads and 9.7 thousand orders in 40 days.
• Jequiti's E-commerce/B2C implementation: configuration and development of UX and CX on the VTEX platform by suppliers, developing the necessary integrations.
• Leadership in Efficiency Projects: KNAPP implementation in the Jequiti product line separation, generating a 400% increase in productivity. Also noteworthy for the WMS system implementation, which brought better use of storage spaces, lot validity control, INA reduction and losses due to the destruction of out-of-date products.
• Project Management: systemic adequacy to meet the monolevel sales requirements for Bevel, resulting for Jequiti in the 19% increase in the total revenue.
1. What have you found most challenging as a CEO or executive of a large enterprise?
In my opinion, the most challenging is talent retention, there is no organizational strategy without good people.
2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?
I prepared myself for this. I was lucky because I had good leaders who passed a lot and helped me on the journey, in addition to that I sought to train myself in educational institutions.
3. How do you structure your work days from waking up to going to sleep?
When I wake up and get ready to work, I make a script of what my acting needs.
I have a quick chat with my subordinates to get status and feedback on something I need to act on. I have weekly team meetings and one-on-one meetings with my subordinates. I act in actions. I have alignment with the boarding to define new actions or projects. I usually leave the company around 7pm and I reserve time to be with my family.
4. What's the most recent significant leadership lesson you've learned?
That the team's engagement is fundamental to achieving the goals.
5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?
Who knows what time it is! In Portuguese "Quem sabe faz a hora!"
The right skills in uncertain times Since the acceleration of globalization in the early 1990s, the world of work has not had such a significant impact. The new coronavirus pandemic has definitely changed professional relationships in every way. The need for distance and isolation intensified some movements that were already taking shape before the spread of the virus, such as distance work (the so-called home office), the use of new technologies and the strengthening of e-commerce. The sense of urgency, however, also demanded a rethinking of management and operation. From large corporations to small entrepreneurs, everyone found themselves – and still see themselves – challenged by the unfolding of the pandemic. Real challenges in virtual times. In this context, the philosopher Mario Sergio Cortella turns his focus to the world of work and, in his characteristic direct and inspiring way, he talks about the right skills in uncertain times. The considerations, however, are not restricted to the issue of the pandemic; this is the serious but transitory environment, without being the horizon! Cortella addresses decisive issues for professionals who occupy leadership positions, who are responsible for management and also for those who have these aspirations in undertaking their careers.
6. How do you build leadership capacity in a large enterprise?
With the right people in the right places.
7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?
Once I went to take a serious problem to my boss, I was super excited, he told me to calm down and that nervous as I was wouldn't solve it, I calmed down and told me calmly what had happened, he said then what was the solution, that is, moral of the story I already had a solution, it was enough just to be calm to reason better.