Strategic Repositioning of the SENAI-Distrito Federal Business Model: results of the application of the FIVE-V tool
resultados da aplicação da ferramenta FIVE-V
DOI:
https://doi.org/10.21728/p2p.2025v12n1e-7664Keywords:
innovation, business model, FIVE-VAbstract
This article analyzes SENAI's business model in light of the FIVE-V tool, with the aim of proposing innovations aimed at digital transformation, industrialization, and sustainable development in the construction sector and other industries in the Federal District. The hypothesis is that, although there are relevant opportunities to position SENAI as a reference in professional education and technological and innovation services aimed at industrialization, there are challenges such as low perception by the productive sector and operational limitations. The question that guides the research is: how to improve SENAI's business model to strengthen its performance as a vector of innovation and industrial competitiveness in the DF? To this end, information was recorded in nine innovation spaces, contemplating the applicability of the FIVE-V tool; SWOT analysis and its intersections; definition of strategic axes of action; definition of vocations by unit; strategic mind map; and construction of an integrated action plan. As a result, a business model is proposed based on the main themes related to Industry 4.0, through dedicated units, an integrated portfolio (education, technology and innovation), processes optimized by digital technologies and networking with innovation ecosystems. The main contribution of the article is to demonstrate that innovation in business models in a non-profit company, such as SENAI, requires entrepreneurial skills focused on strategic vision, inter-institutional coordination and innovation and change management.
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