Hype actions have become a constant when the goal is to take advantage of a trending topic on social media to be capitalized as a marketing strategy. Indeed, it is not possible to give up this movement; however, the available technological solutions can and should be much better utilized to attract consumers, turn them into engaged and loyal customers.

The big leap of the moment, necessary for online businesses, is to embrace innovations to promote personalization in customer relationships. The fact that it is an e-commerce does not mean that the consumer is willing to engage in mechanized, robotic, cold interactions.

None of that. Centralization and automation of contact channels cannot be synonymous with impersonal communication. The advantage today is that the available artificial intelligence resources already enable the development of solutions that personalize the relationships between company and consumer, promoting a complete and accurate customer journey.

It's not about the famous technophobia of "machines will replace people." Robots can and should replace operational work, freeing human intelligence for strategic, creative, and truly intelligent tasks. But robots can and should be designed for an interaction with consumers that captures and responds to each consumer's specificities.

An example of personalization in service, enabled by artificial intelligence, is what can reconfigure the concept of a store. Whether physical or virtual, standardized service will give way to personalized relationships, enabled by increasingly deep and rapid algorithms and data analysis, virtually in real time.

Purchase history, social media interactions, the words used by the consumer both in speech and searches, how this consumer behaves in the store – all of this provides information for the technology to deliver responses that align with their personal and specific preferences, in order to satisfy their hopes and desires.

In this way, retail will be able not only to meet what the consumer demands but, most importantly, to anticipate that demand and need. The collection, storage, and analysis of data through artificial intelligence are expanding exponentially; the technology's generative capacity enables segmented, personalized, and tailored responses.

The trend is that, in the not-too-distant future, retail stores will become as personalized as user profiles are today on streaming or music platforms, for example, which already offer these consumers movie and music menus that not only meet their preferences but also keep these users connected and loyal.

In this sense, the presentation of launches, discounts, and promotions can be tailored to each customer. The customer's behavior at each moment can also be understood.

In other words, despite the search, purchase, and viewing history, artificial intelligence monitors potential changes in taste or even the consumer's sentiment at that moment of interaction. In this way, an artificial intelligence chatbot detects some variation in mood in response to frustration from unmet needs, for example.

Investing in technology providers that offer an ecosystem of solutions (management, customer service, sales) is therefore essential for retailers to achieve full digital transformation. After all, targeted and personalized actions are useless if, when the customer needs to continue their journey, the system is not structurally prepared to handle demands and flows.

By César Baleco, founder and CEO of Grupo Irrah*, a technology hub for business management and communication

Albert Camus once said that "each generation imagines it is destined to remake the world. Mine, however, knows that it will not remake it. But its task is perhaps greater: to prevent the world from falling apart." This reflection resonates strongly when we talk about Generation Z. Born between the mid-1990s and early 2010s, this generation grew up in a context of hyperconnectivity, climate crisis, and profound cultural transformations. But will she be able to reverse the decline of institutions and promote significant structural changes?

Studies indicate that Generation Z already accounts for about 30% of the global population and, by 2025, will constitute approximately 27% of the global workforce. In Brazil, according to IBGE data, young people aged 10 to 24 already number over 47 million, a contingent that will shape the future of the economy and society.

Frequently labeled as alienated or narcissistic, Generation Z, contrary to what is thought, is deeply engaged in social issues. According to a Deloitte survey, 77% of young people from this generation state that their main goal is to work in companies aligned with their values, prioritizing causes such as sustainability, diversity, and mental well-being. At the same time, 49% say they are willing to leave their jobs if they feel that their mental health is not being taken seriously by their employer.

This behavior reflects a growing distrust in traditional institutions. The Edelman Trust Barometer 2023 indicates that only 37% of Generation Z youth fully trust governments and large corporations. However, this same generation is willing to act through conscious consumption and digital activism, turning their beliefs into action.

One of the most prominent traits of Generation Z is their relationship with technology. They grew up in a digital world, with unlimited access to information, but also suffer from the impact of this environment on mental health. The World Health Organization (WHO) reports that anxiety and depression among young people have increased by 25% since 2019, a phenomenon that many experts attribute to social media pressure and the performance culture.

The South Korean philosopher Byung-Chul Han, in "In the Swarm," describes this reality as a state of continuous vigilance, where individuals become performers of themselves. This overexposure leads to an incessant search for validation, which can result in an existential void. Viktor Frankl, in "Man's Search for Meaning," would say that this void is a call to transformation, and it is precisely this restlessness that can become a driving force for change.

On one hand, Generation Z demonstrates emotional fragility, but on the other hand, they also carry a potential for resilience and creativity. In a fragmented world, these young people seek alternative ways of expression and participation. The growth of movements such as minimalism, the sharing economy, and digital nomadism are clear examples of how this generation is seeking new models of life, work, and consumption.

It is therefore possible to say that the recurring question "Will this generation amount to anything?" is more related to expectations of productivity and conformity than to Generation Z itself. Michel Foucault, in "The Order of Things," argues that discourses like this perpetuate forms of control, while Generation Z challenges exactly these norms. Maybe she doesn't "give in" in the traditional sense, but that could be her greatest strength: questioning and deconstructing outdated patterns.

The real question is not whether Generation Z is prepared for the world, but whether the world is ready to understand and absorb their new dynamics. This generation doesn't just want to adapt; it wants to redefine the rules of the game. Remote work, the pursuit of work-life balance, and a focus on mental well-being are not whims, but real demands that are driving structural changes.

If Generation Z breaks with old patterns and shows us new paths, its greatest contribution will be to prove that true transformation begins where conformity ends.

(*) César Silva is the President Director of the Foundation for Support of Technology (FAT) and has been a faculty member at the São Paulo Technology College – FATEC-SP for over 30 years. He was the deputy superintendent director of Centro Paula Souza. He holds a degree in Business Administration, with specialization in Project Management, Organizational Processes, and Information Systems.