In many companies, the word “innovation” has become synonymous with decoration. Rooms with colorful ottomans, walls covered with post-its and inspiring slogans make up the ideal scenario for photos on social networks. However, behind this modern look, there is not always a real strategic transformation in progress. The problem is not in the detached environments, which can stimulate new ways of working, but in the confusion between creativity and innovation, one of the great corporate misconceptions of our time. Creativity is necessary, of course: it is she who opens paths, ideas, imagines possibilities. But the real innovation goes beyond brainstorming and stickers on the wall, she requires mainly, she requires commitment, it is a commitment.

It is easy to say “we innovate” when the speech is ready and the events are full. Hard is to move the structure, question untouchable indicators, change the core of the business. Innovate, in its essence, hurts, bothers and provokes. It requires the courage to look at what has always worked and admit that perhaps not enough. And this, few leaders are willing to face. In practice, what you often see is what you can call “innovation fake” A McKinsey survey showed that 84% of executives believe innovation is essential for growth, but only 6% are satisfied with the innovation performance of their organizations.

Companies celebrate squads that deliver beautiful MVPs, but never leave PowerPoint. Executives exalt the culture of innovation while barring bold ideas by “fugiram of the” scope. There are those who invest millions in innovation programs disconnected from the real business strategy, only to feed a discourse that does not sustain itself in practice. And this type of corporate theater costs expensive.It spends energy, frustrates talent and undermines the engagement of those who really want to transform.

Another survey, this time from the Boston Consulting Group (BCG), reveals that more than 70% of digital transformation initiatives do not achieve their goals. This does not happen due to lack of technology or ideas, but most of the time, due to cultural resistance, lack of strategic clarity and failures in execution. True innovation is built on another plane. It begins with uncomfortable questions, with the willingness to listen, with the humility to recognize what needs to change, even if it hurts. It strengthens with a leadership that understands that the future will not be a linear continuation of the present.

Therefore, more than creating a new product or service, innovating is an act of responsibility. It is rethinking how the company positions itself in the world, what real pains it wants to solve, what ethical dilemmas it needs to face. It is to build relevance, not just appearance. If the goal is to innovate for real, perhaps the first step is to take the post-its off the wall and put on the table the challenges that everyone avoids facing. The relevance of the future will not be conquered with inspiring slogans, but with courageous decisions. Because, in the end, innovate is not about looking modern.

Entrepreneurs open their businesses, generate jobs, lead teams, raise children, take care of the house, facing a double or triple journey, almost always very tiring, which ends up compromising emotional balance and mental health.

Many businesswomen began to look at this situation a few years ago, when their employees began to have depression, being removed by burnout or anxiety crises.To bring a broader and humane look at health, in 2020 the Ministry of Labor changed the NR-1, which, from its implementation on May 25, 2026, will include psychosocial risks, such as stress, harassment, emotional overload and burnout in the list of legal obligations of companies.

The new standard requires employers to consider the emotional and mental well-being of workers by encouraging a healthier, more balanced and conscious work culture, where taking care of mental health is just as important as ensuring physical integrity.

NR-1 will require all companies including small businesses to map workplace risks such as accidents or dangerous products, and emotional risks such as stress, constant pressure, over-responsibility, bullying and mental exhaustion to reduce cases of depression, anxiety, suicide and burnout in the workplace.

In addition to ensuring the well-being of employees, the survey “Entrepreneurs and their Business 2023”, conducted by the Institute Rede Mulher Empreendedora (IRME), brings a look at women who undertake. She points out that more than half of Brazilian entrepreneurs also face anxiety crises and a third have symptoms of depression or another mental health problem.

To contribute to the well-being of entrepreneurs, they can count on the CMEC io Culinary and Culture Council, an organ of CACB, FACESP and ACSP (which has more than 900 boards distributed throughout the country, where they can train, receive support and share their experiences with other women facing the same challenges, contributing to feel valued and welcomed so that they can build a lighter and healthier way of undertaking.

Regarding the changes that will be implemented with the new NR-1 it is essential that entrepreneurs and their teams are informed about the law that is available on the Ministry of Labor and Employment (MTE) page on the website www.gov.br/work that makes available the updated NR1 and answers questions on the subject.

Ana Claudia Badra Cotait she is president of the CMEC (FACESP) and the National Council of Women Entrepreneurs and Culture (Agency of the Commercial Association of Sao Paulo, the Federation of Commercial Associations of the State of Sao Paulo and the Confederation of Commercial and Business Associations of Brazil (CACB) (CACB) which acts as a reference forum for studies, debates and inspirations to women entrepreneurs, in addition to developing actions, campaigns and social and cultural projects. It also acts as an instrument for female leaders to discuss their problems and present proposals that mobilize the business community and organized society. It has more than 900 councils of women, distributed by women.

CRO (Conversion Rate Optimization) is a strong marketing strategy that helps companies understand the blockages that lead to the fall of their physical and digital sales. However, to this day, many entrepreneurs of small and medium businesses are still unaware of its application and no longer enjoy a valuable tool to leverage their profits. Faced with a market in constant competitiveness, however, understanding and exploring this service is an important differential to enhance operations and ensure sustainable and prosperous growth.

This conversion rate optimization, translated into Portuguese, is a powerful work, especially within the B2C sales scope, helping to better understand what may be impacting sales conversion and, from there, in the establishment of reversible actions that improve this return.

Many entrepreneurs do not understand why their websites or stores receive a large amount of visitors, but they can not sell the equivalent of at least 2% of this public value commonly taken as a basis in most of the business & in this idea, CRO can present itself as a strategic solution to increase in revenue of the company.And there are no shortage of examples of worldwide cases that have already achieved huge results with this.

One of the most famous that fits perfectly in this theme, involves one of the most famous video games that most of the generations X and Z have access to in childhood: the Sims. In an action focused on the third title of the franchise, a change made within the game page, emphasizing the point of attractive offer, increased in 128% the number of registrations in their user bases. But what change did they make? Just a visual adjustment that gave a greater prominence to the fact that the game is free.

Within marketing, another HotJar project also reinforces these benefits.The technology company at the time decided to implement a single simple pop-up in which visitors received an educational material (e-book) in exchange for the name and email, without extra fields or complications. Within its interesting strategy, the insight it was this: the pop-up only appeared to visitors who first opened the page and who were about to leave. The secret? Avoid any sense of pressure or coercion to users still in the search phase.

In addition, there was an incentive beyond the content: who filled out the form received not only the e-book, but also a free 30-day access to the premium product of Hotjar. Results? Estimated monthly average of 70 new leads only with this action, in addition to a conversion rate of 3,05% (using, as a reference, the market average for a good conversion rate of 2%), which demonstrates a great effect of increase resulting only from this planned insertion.

These examples demonstrate the power that the CRO process has to achieve better sales results, which makes it almost impossible to leave aside this type of analysis that can be performed periodically so that more and more sales leads end up converting and really becoming customers of the company. This is an essential procedure for continuous growth for all companies that want to stand out amid such competitiveness in its segment.