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Carlos Ivan Simonsen Leal

President of Fundação Getulio Vargas

of activity expanded, we became well known as

a think tank, and we clearly established three

macro-objectives: to do more things, and to do

them better, than we had done in the previous

70 years; to be a portal for Brazilian thought

about other countries, and for foreign thinking

on Brazil; and to bring everything we can

call information science into the heart of our

knowledge production.

Fundação Getulio Vargas is now in its fourth

strategic phase, which began around 2014. I

hope it continues for at least another 10 years.

This period will be marked by the modernization

and further enhancement of controls, greater

emphasis on our objectives, and the promotion

of methodological rigor. The improvement of

our processes leads to the creation of assets

that will generate even greater benefits for the

country. What we have started now is perhaps

the most significant of all the phases. It will allow

us to solidify our continuity, the enhancement

of our services and the expansion of our scope.

2016 was a year of adjustment in the Brazilian

economy and politics. We expect this

adjustment will continue in 2017. Last year,

practically all activities in Brazil suffered, but

for FGV it was a time of fruitful preparation for

the future. Our mission implies a continuous

struggle for progress and modernity. We must

not grow complacent or be satisfied with the

results obtained so far on this long journey.

The work of many people over many years, FGV

will increasingly need everyone’s efforts in order

to continue to overcome its challenges.

Fundação Getulio Vargas’ main mission is to

stimulate Brazil’s development. It has been

performing this role for more than 70 years,

working in various ways. The first of them, and

the most noticeable, is through teaching. We

have some of the best schools in Brazil, if not

the best, and in different vocational areas. The

second is through the provision of information

of public utility, such as the creation and

application of nationwide metrics and the

production of trend reports, contributing

not only to understanding of the country’s

circumstances, but also facilitating business

generation. The third is through the building

of knowledge on various aspects of “national

reality”. Regarding this last way, it is worth

emphasizing the vision that FGV must guide its

research primarily in line with its applicability.

This does not mean that the most sophisticated

abstract theories are not developed at the

institution, but rather that the overriding goal is

to solve the country’s problems.

Fundação Getulio Vargas works continually not

just to develop Brazilian strategic thinking, but

also to arm it with analyses and information to

permit the best formulation and implementation

of practical actions.

In the last 20 years, one may identify four

different phases in FGV’s evolution. The first

phase, which began around 1990 and ended

in 2004, involved the progressive construction

of the institution’s sustainability, which had

been strengthening in the recent past, through

an expansion in executive courses and the

continuation of technical advisory projects

for companies and governments. The second

phase - it is important to note that these phases

overlap - went from 2000 to 2008. It involved

reinvestment of some of FGV’s surpluses in

quality, improvements to governance, and

the evolution of business plans. In the third

period, between 2004 and 2014, FGV’s scope