How can we prepare leaders for a healthcare system undergoing profound transformation? Based on a shared reflection on the challenges facing the sector, Nova SBE Executive Education and Almirall have launched Health Systems 2035, an initiative that combines artificial intelligence, new healthcare models, and human leadership to transform knowledge into the ability to take action.

Based on mentoring experience in the VOICE Leadership program at Nova SBE Executive Education, this is a reflection on how purpose can help SME leaders make better decisions, set priorities, and grow without losing what makes them unique.

Volvo Car Portugal and Nova SBE Executive Education have joined forces in a strategic partnership dedicated to the future of leadership. Through research, executive development, thought leadership, and new learning experiences, this collaboration aims to build knowledge and prepare leaders who are more self-aware, innovative, and capable of responding to the challenges of a changing world.

Nova SBE Executive Education and Glovo Portugal have joined forces in a partnership that brings together academic knowledge and business experience, promoting talent development, continuous learning, and the sharing of knowledge among organizations and participants.

In this article, Nuno Saraiva takes an ironic look at the overly confident rhetoric surrounding artificial intelligence and the clichés that have taken hold around the topic. From “sacred prompts” to AI committees, he debunks the fiction surrounding the technology to defend a simple idea: AI is neither a distant threat nor a passing fad to be endlessly debated, but a tool that should be integrated into daily work in a practical, strategic, and non-dramatic way.

Nova Digital has trained thousands of Portuguese citizens in essential digital skills. With 3,860 final registrations and an average satisfaction rating of 4.5/5, the project underscored the importance of digital training for employability, reskilling, and adapting to the future of work.

The article examines the challenges facing SMEs in an increasingly unstable economic environment, marked by geopolitical conflicts, regulatory pressure, supply chain disruptions, and financial constraints. It argues that operational resilience is not built solely on technology or extreme efficiency, but on solid processes, alternative suppliers, close partnerships, and leadership capable of preparing the organization to continuously absorb shocks.