Introduction: The Power of Collective Intelligence in Action
If there’s one place where board members, CEOs, entrepreneurs, and startup founders can step out of their bubble and truly grasp what’s shaping the future of business, it’s in #InteligênciaColetiva within the #GoNewCommunity. And at the first-ever Collective Intelligence - Practical Immersion, this became undeniable. Three sessions, three explosive themes: American Elections and Digital Power, The Rise of the Dollar, Wealth Management, and Family Businesses, and ESG & WOKE. These weren’t just trending topics—they’re powerful forces already reshaping markets, corporate strategies, and governance itself. As one of the co-founders of #InteligênciaColetiva, I already knew the power of this format, but experiencing this first edition firsthand was undeniable proof of the real impact this movement can generate. Learning is no longer about passively consuming knowledge—it’s about co-creating solutions with other leaders facing the same challenges and opportunities. Anderson Godz, CEO and founder of GoNew, led the discussions like a maestro, orchestrating sharp provocations, deep insights, and an energy that left no one in their comfort zone. What happened that day wasn’t just a debate—it was a deep dive into collective intelligence in action. The biggest question that stuck with me was: how can we, as business leaders, turn this learning into real competitive advantage? Because one thing is clear—the game has changed. And if you’re not learning faster than the market, you’re already falling behind. "This movement you saw here is part of the way we do things in this journey—where learning and teaching are part of the same experience." – Anderson Godz
Gonew.co Collective Intelligence | U.S. Elections and Digital Power
If anyone still believes that elections, technology, and business exist in separate worlds, they urgently need to step out of their bubble. The first session of Inteligência Coletiva Day hit like a punch to the gut: Who really controls the future—governments or Big Tech? And the most intriguing part? The answer is far from obvious. Right from the start, Anderson Godz, orchestrating the discussion like a maestro conducting a symphony of insights, threw out a provocation that kept echoing in my mind: Do companies truly understand how much their operations depend on digital power? Or are we all playing strategy games without realizing that the board has already been taken over by Big Tech? Flavio Pripas, always razor-sharp, dropped a chilling reality check: there is no escaping this dependence anymore. It’s that simple. Whether your business sells steel, coffee, or artificial intelligence, it operates within ecosystems controlled by Google, Meta, Amazon, Apple, and Microsoft. These giants don’t just provide infrastructure—they define the rules, control information, and shape behaviors. At that moment, Marcelo Monteiro made a point that seems so obvious it’s almost frightening: corporate boards must integrate media and technology discussions into their strategic meetings. And yet, I still see boardrooms fixated on balance sheets while TikTok and Instagram reshape entire markets. Wake up, people. Digital influence over human behavior is no longer a “marketing department” issue—it’s a fundamental factor of risk and opportunity for every business. But the conversation truly heated up when we tackled artificial intelligence and transparency. Flavio, with his usual directness, declared: AI will never be truly transparent. And you know what? He’s absolutely right. The issue isn’t a lack of regulation or ethics—it’s pure mathematics. AI models are black boxes, even to their own creators. Trust AI blindly? Good luck. But ignore it completely? That’s simply no longer an option. That’s when something really hit me: the battle for AI supremacy is no longer just between companies—it’s between nations. Whoever controls AI controls the future, and this game is being played between China and the United States, where companies are merely chess pieces. I brought up a critical insight here: the real challenge for businesses isn’t choosing which AI to use, but rather how to create AI agents that provide genuine competitive advantage. And, my friends, that’s not something a flashy chatbot on your company’s website is going to solve. At this point, Anderson threw out another sharp question: How can companies mitigate their dependence on Big Tech and manage technological risks? Which led us to another unavoidable topic: regulation. Here, I didn’t hold back: excessive regulation can kill innovation. And the worst part? It’s already happening. The European Union, in its quest to be the moral authority of digital ethics, risks suffocating its own companies, while the U.S., with a more flexible approach, keeps its tech giants ahead. For CEOs and board members, this means one thing: understanding global regulatory nuances is no longer optional—it’s a matter of survival. At this stage, Flavio brought up DeepSeek, and that’s when the game changed. The financial markets reacted as if a meteor had struck Silicon Valley, but the truth? That reaction was more speculation than substance. We are living in a time when investors and business leaders must develop critical thinking—because not every disruption is an apocalypse, but every disruption demands a strategic response. And then came one of the most brilliant moments of the discussion. Ovidio Felippe Pereira da Silva Jr., with the calm wisdom of someone who’s seen it all in the corporate world, reminded us that amid all this technological and geopolitical chaos, one thing never changes: the need for continuous learning. Resisting change won’t help. You either learn, or you become irrelevant. And that’s how we closed the conversation: understanding technology isn’t enough—you need to integrate it into your strategy intelligently, balancing risk, innovation, and governance. “The way to do things is to connect and discuss the hypes based on what’s happening in real time.” – Anderson Godz
Dollarization and Global Wealth: Strategies for Companies and Business Families
If there’s one topic that keeps Brazilian business leaders up at night, it’s dollarization. And in the second session of Inteligência Coletiva Day, it became crystal clear that this is no longer just a wealth protection strategy—it’s a strategic imperative in a world of rising volatility and unpredictable regulatory shifts. Anderson Godz kicked off the discussion with a sharp question: Do Brazilian business owners truly understand the long-term impact of dollarization, or are they just reacting to currency panic? Because one thing became evident: anyone who still believes keeping 100% of their assets in Brazil is “safe” is playing with fire. Sandro W. Pereira dos Santos (PSQA) brought a no-nonsense perspective, cutting through any emotional biases. "Wealth is measured in strong currency," he stated, pointing out how banking secrecy is now a relic of the past and how the rules of the game have changed with Law 14.754, introducing a 15% flat tax on foreign investments. The era of deferred taxation is over, and international taxation has become a mandatory equation for any business leader serious about preserving wealth for the next generation. Marcos Fernandes reinforced this by delivering a hard-hitting truth: international diversification isn’t a luxury—it’s risk management. He made it clear that those who still see dollarization as “fleeing the country” haven’t grasped the essence of business strategy. Successful companies and business families aren’t just moving money abroad—they’re playing the long game, uncorrelating risks, protecting assets, and ensuring access to global markets. Rui Rocha, in turn, raised an essential warning: mindset is one of the biggest obstacles to dollarization. Brazilian entrepreneurs are still stuck in a short-term profit mentality, chasing immediate returns when the real game is about security and continuity. He shared cases of business leaders resisting diversification due to fears of government interference abroad—an ironic twist, considering that instability risks are far greater inside Brazil than outside. And then came the question that reframed everything: “Are we looking at dollarization as a tactical move or as a fundamental shift in mindset?” That’s the thought that stuck with me. In the end, what this conversation taught me is that dollarizing wealth isn’t about losing faith in Brazil. It’s about understanding that financial security and business continuity require strategies that transcend borders. 📌 “Collective learning isn’t about easy answers—it’s about creating a new mental map to navigate complex scenarios.” – Anderson Godz
ESG & WOKE: Purification or Retreat? The Future of Governance and Sustainability
If ESG were a movie, we’d be at that pivotal moment when the protagonist realizes their strategy needs to change—or they’ll be swallowed by the plot. The third and final session of Inteligência Coletiva Day was the most intense of all. On one side, those who see the current retreat of many companies as a necessary adjustment. On the other, those who warn that we are about to throw away years of progress in governance, diversity, and sustainability. Thierry Marcondes was the first to throw down the gauntlet: "Diversity and inclusion were treated as marketing tools, but few companies understood how to use them for real innovation." That hit hard because it reflects what we all already knew—many companies used ESG as a branding statement but never truly integrated it into their strategy. He took it further: "Without accessibility, there is no real diversity. And without real diversity, there is no sustainable innovation." I couldn’t help but agree. ESG became a buzzword, and when a concept becomes trendy, a hangover inevitably follows. The issue is not abandoning ESG but revisiting its essence. What sets apart companies that turn diversity and sustainability into a competitive advantage from those that just followed the wave? As board members, we must ask ourselves: are we creating real value or just producing beautiful reports? Alessandra Dabul jumped into the conversation with a sharp analysis: "Those who did ESG for box-checking now have the perfect excuse to stop doing it." And let’s be honest—she’s right. Many companies are using this moment to exit the game because ESG was never a strategic priority for them. But those who understand that sustainable governance and diversity are critical success factors remain steadfast—because they know these practices directly impact business resilience and competitiveness. Then Flavio Pripas reframed the debate: "This isn’t a retreat. It’s a purification. Superficial ESG is being eliminated, and real ESG will remain." That made sense. Maybe we’re not witnessing the end of ESG but rather its natural filtering process. The hype is over, and what remains are sustainable initiatives that genuinely create impact. Here, Luiz Ortega provided a crucial counterpoint, reminding us that sustainability has always required resilience—and that crises tend to test that commitment. He pointed out: "Working with sustainability requires a long-term vision because every economic crisis pressures companies to cut ESG investments." According to him, this agenda cannot depend on cycles of optimism or external pressure but must come from a genuine commitment by leadership. He also highlighted that "changing a company’s culture doesn’t happen overnight" and that "creating specific diversity departments can be a superficial solution if the organizational culture isn’t genuinely committed to change." That struck a chord with everyone in the room: sustainable governance isn’t about adding new roles—it’s about transforming mindsets and decision-making processes. Ortega also reminded us that sustainability isn’t just a compliance or marketing exercise—it’s a real socio-environmental risk assessment. "Companies that treat ESG as risk management understand that sustainability is directly linked to financial health." This led to an interesting consensus: ESG needs to be treated as part of long-term strategy—not as a side project or isolated department. Then Luiz Gustavo raised a crucial warning: "This rush to abandon ESG might seem strategic now, but it could be costly in the long run." His argument was that institutional investors, regulators, and private equity funds may be rethinking ESG now, but they won’t forget about it. Companies making abrupt shifts today may face consequences when the tide turns—and it always does. At this point, I brought up a perspective I consider central to this debate: we’re not witnessing the end of ESG—we’re witnessing its repricing. Those who adopted ESG purely for marketing reasons are backing out because they can’t justify the costs. But companies that truly understand its impact continue investing because they know it creates sustainable value. Fernando Granziera captured this idea perfectly: "If there is a clear strategic definition in governance, ESG will always make sense." In other words, ESG is not an end in itself—it’s a means to building a stronger, more resilient, and future-aligned business. I walked away from this discussion with one certainty: ESG is not dying. It’s maturing. Companies that can prove their initiatives create tangible impact will continue to grow. Those that were just riding the trend? They’re stepping off the stage—and maybe that’s for the best. "The way to do things is to connect and discuss the hypes based on what’s happening in the real world." – Anderson Godz
Conclusion: Collective Intelligence as a Competitive Advantage for Future Leaders
If there’s one undeniable truth, it’s that no one builds the future alone. The Inteligência Coletiva Day once again proved that the leadership of tomorrow isn’t dictated from the top down—it’s built side by side, in the genuine exchange between those who face challenges daily and learn while teaching, teach while learning. Here, we’re not discussing abstract theories or fleeting trends. We’re tackling the real-world decisions that board members, CEOs, entrepreneurs, and investors grapple with every day. How do we navigate a world where Big Techs redefine the rules of the game? How do we protect and expand wealth in an uncertain economic landscape? How do we sustain ESG commitments when the agenda is under scrutiny? There are no easy answers. But there are pathways—and they are forged together, through active listening, open debate, and an unwavering commitment to lifelong learning. This is Long Life Learning in practice. It’s not about collecting certificates or following scripted narratives. It’s about staying restless, open to the new, testing ideas, and adjusting course. The #GoNewCommunity and #InteligênciaColetiva are exactly that: a space where leaders come together to build knowledge from real experience—without arrogance, without dogma, just with the drive to do better. And that’s why I want to express my gratitude to Anderson Godz, the GoNew team, and everyone who participated in this event. Collective learning in action was truly transformative. The real value wasn’t just in what was said but in what was experienced—the humility of recognizing that there is always something to learn and always something to teach. And if you’re a board member, CEO, entrepreneur, startup founder, investor, or leader, consider this your invitation: join us at the next Inteligência Coletiva gatherings. The future doesn’t wait, and those who want to stay ahead need to be where the right conversations are happening. "True leadership isn’t about knowing it all, but about always learning—with humility, in community, and alongside those making things happen in the real world." - Fernando Moreira © 2025 10XBlockInnovation. All rights reserved Autor: Fernando Moreira Board Member | Angel Investor | Mentor | Speaker on AI driven Disruption, Strategy, and Exponential Growth | AI-Driven Business Model Innovator | Global Executive | Christian
