Technology has clear benefits, but there is a question we don’t always ask: what might we lose when we choose to use technology?

We live in an era in which technology has stopped being an option and become a condition of competitiveness. Automation, collaborative systems, process digitalization, and artificial intelligence are now part of everyday life in organizations.

The benefits are clear. Technology brings efficiency, speed, access to data, and better decision-making. It helps reduce repetitive tasks, systematize processes, and free up time for higher-value activities.

But there is a question we don’t always ask: what might we lose when we choose to use technology?

This is not a reflection against innovation. Technology is a lever of progress. The problem is not the technology itself, but how we decide to use it.

In many digital transformation processes, the pattern repeats itself: a need is identified, a solution is sought, the tool is implemented, and everything is expected to work better. But that is not always what happens. How many solutions that made sense on paper ended up complicating the work? How many promises of efficiency created noise, resistance, or distance between people?

Perhaps it is because we sometimes automate without deeply understanding the work in question. We remove context, nuance, and the ability to handle exceptions. We confuse speed with improvement, forgetting that doing more things faster does not mean doing them better.

It is not technology that dehumanizes organizations. What can dehumanize them are poorly considered decisions: what to automate, who to involve, what impacts to anticipate, and which human dimensions to preserve.

This is precisely where people management plays an essential role. If we argue that Human Resources is a strategic function, it cannot stay on the sidelines of these choices. A new tool is not just a technical or top-management decision. It changes people’s daily experience: how they work, communicate, collaborate, and relate to the organization.

That is why people management must see itself as a co-author of technological transformation, with three responsibilities.

The first is to put people at the center, evaluating not only what technology makes possible, but also its impact on employees’ day-to-day work. Before digitalizing or automating, it is important to ask why, how, and with what impact.

The second is to create contexts of trust. Resistance to change often stems from uncertainty more than from an inability to adapt. It is up to people management to create space for communication, listening, and participation.

INCENTEA Convention 2026 reinforces vision, culture, and ambition for the future.

INCENTEA held its 2026 Convention, one of the most significant moments on the organization’s internal calendar, bringing together employees, partners, and customers at an event that reinforced the importance of people, shared vision, and the strategic ambition that has guided the company’s growth. The event once again showed that great organizations are built not only on technology, strategy, or results, but above all on teams aligned by a common purpose.

Led by Board Member Luís Barreiro, the session highlighted an INCENTEA that is more ambitious in conquering the Iberian market, more international through its consolidation in Portuguese-speaking markets, and increasingly prepared to lead its customers’ digital transformation.
Among the milestones presented were strategic operations that strengthened the company’s international presence, such as the acquisition of F3M Angola, which expanded its ability to operate in the Angolan market with a focus on Cegid solutions; the integration of Dragomar in Spain; and the equity stake in Kaizen Tech, reinforcing its commitment to industrial solutions for larger companies.
The Convention also highlighted continued investment in innovation, with a focus on Artificial Intelligence initiatives and new security solutions developed in-house, aligned with frameworks such as ISO 27001. These solutions allow customers to implement protection measures in a modular and progressive way, strengthening organizations’ technological maturity.
INCENTEA’s evolution is also reflected in the numbers: 369 employees, 36,000 training hours in 2025, and a geographic presence spread across Portugal, international markets, and remote employees. Luís Barreiro also underlined INCENTEA’s move into the Small Midcap segment, joining a select group of about 300 companies in Portugal.

Organizational culture was also in the spotlight with the INCENTEA Move Together initiative, which promotes healthy lifestyle habits, walks, nutrition tips, and moments of genuine connection, contributing to well-being and to reducing stress in everyday life.
One of the most symbolic moments of the Convention was the tribute to Caiado, a longstanding INCENTEA customer. The award, presented by Filipe Fonseca, celebrated a relationship built on trust and closeness over decades. “Caiado is part of INCENTEA’s history, and perhaps we are also part of Caiado’s history,” he said. In response, Paula Caiado reinforced the spirit of continuity: “We will try to continue for another 50 years.”
The keynote by Ricardo Cabete, an expert in Emotional Intelligence, brought messages of inspiration and reflection, underlining the impact that small changes in attitude can have on individual and collective performance.
In the closing message, CEO and Board Member António Poças thanked everyone for their joint effort, reinforced the culture of continuous improvement, and highlighted the role of ambition in INCENTEA’s growth. For the coming years, the company’s goals include doubling revenue and profitability, increasing efficiency, and strengthening its presence among Corporate customers. On Artificial Intelligence, he left one of the most memorable messages of the event:

He also recalled the storm in Leiria, highlighting the resilience and mutual support shown by the team, a moment that reflected the strength of the internal culture.
More than an annual gathering, INCENTEA Convention 2026 established itself as a moment of strategic alignment and reinforcement of organizational culture, strengthening the bond between employees, partners, and customers. This year’s edition shows an INCENTEA that is growing and continues to evolve without losing what sets it apart: closeness, trust, and a genuine focus on people.

What defined this edition?
Strong culture. Genuine atmosphere.

INCENTEA thanks all the employees, partners, and customers who took part in the 22nd edition of the Convention, strengthening the relationships of trust that are essential to our shared growth.
CILIS, BCP, Bourbon Automotive Plastics Marinha Grande AS, BuildUpValue, Caiado, CBRE, Cegid, Cleanwatts, Cubo Drive, S.A., Embalagem do Futuro, Filedoc, Forvis Mazars, Glose, Hornetsecurity, HPE, Humangext, Iberoalpla Portugal, lda, Innov3D Lda, Itancia, JLM – Consultores de Gestão, Lda., Kaizen Tech, Leadzai, Lubrigaz, Luz Saúde, Media Gate, MedicineOne, Mercatura, Tecnologias de Informacao Lda, Millennium BCP, Moneris, Moving2U, Lda., NERLEI CCI, Novo Banco, NYV Capital, Politécnico de Leiria, PR Gate, Primavera, Rações Zêzere, S.A., RRgest, Lda, Sage, Sisqual, TD SYNNEX, Tranquilidade and Winsig.

See some of the highlights from this event