I am Affonso Henriques, a Strategic Results Advisor with experience in strategic analysis, organizational management, consulting, university teaching, and academic research.

My work focuses on helping organizations and decision-makers understand complex situations, identify critical problems, evaluate alternatives, and translate analysis into practical action and measurable results.

As a Strategic Results Advisor, I work primarily in the following areas:

• Strategic Planning
• Scenario Analysis
• Decision Support
• Organizational Diagnosis and Change
• Strategic Marketing
• Applied Business Statistics

My approach combines management experience, analytical methods, organizational knowledge, and structured decision-making. Rather than applying predetermined solutions, I seek to understand each organization, its environment, its people, and the factors that affect performance.

Strategic Analysis and Decision Support

Organizations frequently face problems that are difficult to define before they can be solved. Therefore, effective decision-making requires more than identifying symptoms.

My work begins with problem structuring and strategic diagnosis. I examine the organizational context, available evidence, competing interpretations, interests, risks, and possible consequences.

As a Strategic Results Advisor, I use this process to support executives and organizations in clarifying:

• What is happening?
• Why is it happening?
• What factors influence the situation?
• What alternatives are available?
• What are the possible consequences of each alternative?
• What actions can produce better results?

The objective is to improve the quality of analysis before important decisions are made.

Organizational Diagnosis and Change

Organizational performance depends on more than formal structures and procedures. Strategy, culture, leadership, incentives, values, capabilities, markets, technology, and human behaviour interact continuously.

For this reason, my approach to organizational diagnosis and change considers both structural and human dimensions.

The goal is to identify barriers to performance, understand their underlying causes, and develop practical recommendations that organizations can implement, evaluate, and improve.

Strategic Planning and Scenario Analysis

Strategic planning requires organizations to connect current capabilities with future possibilities.

I use strategic planning and scenario analysis to examine uncertainty, competitive environments, organizational capabilities, risks, opportunities, and alternative courses of action.

Scenario analysis is particularly useful when the future cannot be predicted reliably. Instead of depending on a single forecast, organizations can examine several plausible situations and prepare strategic responses for each one.

This strengthens organizational preparedness and decision quality.

Strategic Marketing

My work in strategic marketing examines the relationship between organizations, markets, competitors, customers, positioning, value creation, and long-term strategy.

Marketing decisions should not be isolated from organizational strategy. Consequently, market analysis must connect customer needs and competitive positioning with the organization’s resources, capabilities, and strategic objectives.

The purpose is not simply to increase communication or sales activity. It is to improve the organization’s ability to create, communicate, and sustain value.

Applied Business Statistics

Data become useful only when they support better questions and better decisions.

I apply business statistics to help organizations interpret information, identify patterns, compare alternatives, evaluate performance, and reduce uncertainty.

Statistical analysis can support strategic diagnosis, market analysis, organizational assessment, performance measurement, and decision-making.

However, quantitative evidence should be interpreted together with organizational and contextual knowledge.

Recursive Meaning and Representation Technique

One component of my analytical work is the Recursive Meaning and Representation Technique.

The technique repeatedly asks two questions:

“What does it mean?”
“What does it represent?”

The process continues until the analysis reaches relevant mechanisms, meanings, values, interests, identities, consequences, assumptions, or an evidence-based conclusion that the available information does not support further interpretation.

The technique can be applied to strategic diagnosis, decision support, implementation, organizational review, and learning.

Strategic Cognition and Human Values

My current research also examines strategic cognition under uncertainty and complexity.

One research question concerns how value congruence and incongruence may influence the interpretation of ambiguous strategic information before a decision is formed.

This research uses Schwartz’s refined theory of basic human values as one element within a broader multidisciplinary framework. Human values are therefore treated as possible explanatory factors, rather than deterministic predictors of behaviour.

Professional Experience

My professional experience combines management, strategic analysis, consulting, and higher education.

At Banco do Brasil, where I worked from 1983 to 2005, I served as a Division Manager and Strategic Analyst. My responsibilities included strategic analyses and written recommendations related to institutional and decision-making issues. Some recommendations reached senior decision levels and received board approval.

In 2009, I participated in an international assignment associated with Volkswagen Consulting, working on the implementation of Retail Sales Excellence processes in Lisbon, Portugal.

I later served as Strategic Planning Superintendent at Iate Clube de Brasília, leading the organization’s strategic planning function.

Between 2001 and 2017, I also worked in university teaching and academic management, teaching subjects including strategic management, organizational theory, project management, capital markets, and statistics.

Academic Background

I hold a Doctorate in Management, with research conducted at ESADE Business School and the degree awarded by Universitat Ramon Llull, Spain, in 2013.

My doctoral research examined cross-cultural leadership in Brazil and Portugal.

I also hold a Master’s degree in Administration from the University of Brasília (UnB), with research involving cultural patterns and leadership behaviour in Brazilian and U.S. pension organizations.

In addition, I completed a specialization in Business Management at IBMEC and a bachelor’s degree in Business Administration at CEUB.

Connecting Analysis With Results

The central principle behind my work is straightforward:

Good results begin with better understanding.

Organizations improve decisions when they define problems accurately, examine evidence critically, understand their environment, evaluate alternatives, and connect strategy with implementation.

Through Brazil Insights, I explore these connections between strategy, organizations, human behaviour, markets, decision-making, and results.