Stefanini: Building an Ecosystem Strategy in the Age of AI

The case describes the growth trajectory of the Stefanini Group, from humble beginnings in 1987 as an IT training services company to one of the few truly global companies in Brazil. By September 2024 it had subsidiaries in more than 41 countries and turnover of over USD 1.6 billion, with 60% of revenues from international operations. Over almost four decades of existence, the founder/CEO navigates through economic and political challenges, anticipating successive waves of technological change – from mainframes to microcomputers, the internet, ERPs, digital transformation, and AI – each time leveraging innovation to expand and an “ambidextrous” approach to remain competitive. With more than 30 companies operating independently in the Group’s ecosystem in 2024, Marco Stefanini sees various challenges ahead. Should it fully integrate the acquired companies or keep them independent to optimize synergies? Is there a simpler management model and new solutions it can pursue? As Stefanini continues to make acquisitions, how to keep them compatible with existing products and services, maintain a cohesive organizational culture, and maximize its technical expertise?

This case can be used in strategy, global strategy, or entrepreneurship courses to illustrate how an entrepreneurial venture from an emerging market (Brazil) succeeded in becoming a major global player in a very competitive industry, particularly as 35 years later it remains a family-owned company. Special focus is given to its “ambidextrous” strategy – consolidating existing competences (and deploying them abroad) while building up new businesses through the acquisition of smaller ventures which are scaled up. The Stefanini ecosystem becomes ever more relevant in the context of artificial intelligence and how it can be integrated in the future solutions offered by the Group.