JOÃO PAULO CABECINHA

 .

Desafios do chief information 

officer: trabalhar isolado

 ou funcionamento em rede?

O sucesso de cada empresa depende cada vez mais da sua capacidade de mobilizar o melhor talento disponível no mercado e de o alinhar com os seus objetivos de negócio, com relações de médio prazo   

𝘜𝘮 𝘥𝘰𝘴 𝘥𝘪𝘭𝘦𝘮𝘢𝘴 𝘥𝘰 𝘊𝘐𝘖 𝘲𝘶𝘢𝘯𝘥𝘰 𝘱𝘢𝘴𝘴𝘢 𝘱𝘢𝘳𝘢 𝘢 𝘧𝘢𝘴𝘦 𝘥𝘦 𝘦𝘹𝘦𝘤𝘶𝘤̧𝘢̃𝘰 𝘥𝘰 𝘴𝘦𝘶 𝘱𝘭𝘢𝘯𝘰 𝘥𝘦 𝘴𝘪𝘴𝘵𝘦𝘮𝘢𝘴 𝘥𝘦 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘤̧𝘢̃𝘰 𝘦́ 𝘥𝘦𝘤𝘪𝘥𝘪𝘳 𝘲𝘶𝘦 𝘢𝘵𝘪𝘷𝘪𝘥𝘢𝘥𝘦𝘴 𝘥𝘦𝘷𝘦𝘮 𝘴𝘦𝘳 𝘢𝘴𝘴𝘦𝘨𝘶𝘳𝘢𝘥𝘢𝘴 𝘱𝘰𝘳 𝘱𝘦𝘴𝘴𝘰𝘢𝘴 𝘥𝘢 𝘴𝘶𝘢 𝘦𝘲𝘶𝘪𝘱𝘢 𝘪𝘯𝘵𝘦𝘳𝘯𝘢 𝘦 𝘰 𝘲𝘶𝘦 𝘥𝘦𝘷𝘦 𝘤𝘰𝘯𝘵𝘳𝘢𝘵𝘢𝘳 𝘦𝘹𝘵𝘦𝘳𝘯𝘢𝘮𝘦𝘯𝘵𝘦.

𝘈𝘴 𝘷𝘢𝘯𝘵𝘢𝘨𝘦𝘯𝘴 𝘦 𝘥𝘦𝘴𝘢𝘧𝘪𝘰𝘴 𝘥𝘦 𝘤𝘢𝘥𝘢 𝘶𝘮𝘢 𝘥𝘢𝘴 𝘰𝘱𝘤̧𝘰̃𝘦𝘴 𝘴𝘢̃𝘰 𝘴𝘰𝘣𝘦𝘫𝘢𝘮𝘦𝘯𝘵𝘦 𝘤𝘰𝘯𝘩𝘦𝘤𝘪𝘥𝘢𝘴 𝘦 𝘯𝘰𝘳𝘮𝘢𝘭𝘮𝘦𝘯𝘵𝘦 𝘦𝘭𝘦𝘯𝘤𝘢𝘥𝘢𝘴 𝘢 𝘧𝘢𝘷𝘰𝘳 𝘥𝘦 𝘶𝘮𝘢 𝘰𝘶 𝘰𝘶𝘵𝘳𝘢 𝘰𝘱𝘤̧𝘢̃𝘰 𝘤𝘰𝘮 𝘣𝘢𝘴𝘦 𝘦𝘮 𝘦𝘹𝘱𝘦𝘳𝘪𝘦̂𝘯𝘤𝘪𝘢𝘴 𝘱𝘢𝘴𝘴𝘢𝘥𝘢𝘴 𝘦 𝘯𝘢̃𝘰 𝘤𝘰𝘮 𝘪𝘯𝘧𝘰𝘳𝘮𝘢𝘤̧𝘢̃𝘰 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘢 𝘦 𝘥𝘦𝘮𝘢𝘴𝘪𝘢𝘥𝘢𝘴 𝘷𝘦𝘻𝘦𝘴 𝘦𝘮𝘰𝘤𝘪𝘰𝘯𝘢𝘭. 𝘍𝘢𝘭𝘢𝘮𝘰𝘴 𝘦𝘮 𝘢𝘤𝘦𝘴𝘴𝘰 𝘢 𝘤𝘰𝘯𝘩𝘦𝘤𝘪𝘮𝘦𝘯𝘵𝘰 𝘦𝘴𝘱𝘦𝘤𝘪𝘢𝘭𝘪𝘻𝘢𝘥𝘰, 𝘳𝘪𝘴𝘤𝘰, 𝘤𝘰𝘯𝘵𝘳𝘰𝘭𝘰, 𝘧𝘭𝘦𝘹𝘪𝘣𝘪𝘭𝘪𝘥𝘢𝘥𝘦, 𝘳𝘢𝘱𝘪𝘥𝘦𝘻 𝘥𝘦 𝘳𝘦𝘴𝘱𝘰𝘴𝘵𝘢, 𝘴𝘦𝘨𝘶𝘳𝘢𝘯𝘤̧𝘢 𝘥𝘰𝘴 𝘥𝘢𝘥𝘰𝘴, 𝘥𝘪𝘧𝘦𝘳𝘦𝘯𝘤𝘪𝘢𝘤̧𝘢̃𝘰, 𝘦 𝘰𝘣𝘷𝘪𝘢𝘮𝘦𝘯𝘵𝘦 𝘰 𝘵𝘦𝘮𝘢 “𝘤𝘶𝘴𝘵𝘰” 𝘲𝘶𝘦 𝘮𝘶𝘪𝘵𝘢𝘴 𝘷𝘦𝘻𝘦𝘴 𝘦́ 𝘢𝘯𝘢𝘭𝘪𝘴𝘢𝘥𝘰 𝘥𝘦 𝘧𝘰𝘳𝘮𝘢 𝘳𝘦𝘥𝘶𝘵𝘰𝘳𝘢.

𝘔𝘢𝘴 𝘦𝘴𝘵𝘢𝘴 𝘥𝘦𝘤𝘪𝘴𝘰̃𝘦𝘴 𝘯𝘢̃𝘰 𝘱𝘰𝘥𝘦𝘮 𝘴𝘦𝘳 𝘥𝘦𝘴𝘤𝘰𝘯𝘵𝘦𝘹𝘵𝘶𝘢𝘭𝘪𝘻𝘢𝘥𝘢𝘴 𝘥𝘰 𝘤𝘰𝘯𝘫𝘶𝘯𝘵𝘰 𝘥𝘦 𝘥𝘦𝘴𝘢𝘧𝘪𝘰𝘴 𝘲𝘶𝘦 𝘴𝘦 𝘤𝘰𝘭𝘰𝘤𝘢𝘮 𝘢̀ 𝘦𝘲𝘶𝘪𝘱𝘢 𝘥𝘰 𝘊𝘐𝘖, 𝘱𝘦𝘭𝘰 𝘲𝘶𝘦 𝘦𝘹𝘪𝘴𝘵𝘦𝘮 𝘵𝘳𝘦̂𝘴 𝘵𝘰́𝘱𝘪𝘤𝘰𝘴 𝘥𝘦 𝘳𝘦𝘧𝘭𝘦𝘹𝘢̃𝘰 𝘲𝘶𝘦 𝘢𝘤𝘳𝘦𝘥𝘪𝘵𝘰 𝘦𝘴𝘵𝘢𝘳𝘦𝘮 𝘯𝘢 𝘢𝘨𝘦𝘯𝘥𝘢 𝘱𝘢𝘳𝘢 𝟤𝟢𝟤𝟣:

𝟣. 𝘈 𝘨𝘦𝘴𝘵𝘢̃𝘰 𝘥𝘰 𝘳𝘪𝘴𝘤𝘰 𝘦́ 𝘩𝘰𝘫𝘦 𝘶𝘮𝘢 𝘱𝘳𝘪𝘰𝘳𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘲𝘶𝘢𝘭𝘲𝘶𝘦𝘳 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘢̃𝘰 𝘦 𝘢 𝘥𝘪𝘷𝘦𝘳𝘴𝘪𝘧𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘧𝘰𝘯𝘵𝘦𝘴 𝘥𝘦 𝘤𝘰𝘮𝘱𝘦𝘵𝘦̂𝘯𝘤𝘪𝘢𝘴 𝘦 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰𝘴 𝘦́ 𝘢 𝘶́𝘯𝘪𝘤𝘢 𝘧𝘰𝘳𝘮𝘢 𝘥𝘦 𝘰 𝘳𝘦𝘥𝘶𝘻𝘪𝘳

𝟤. 𝘈 𝘥𝘦𝘱𝘦𝘯𝘥𝘦̂𝘯𝘤𝘪𝘢 𝘥𝘢 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘦 𝘢 𝘴𝘰𝘧𝘪𝘴𝘵𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘯𝘢𝘴 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘰̃𝘦𝘴 𝘢𝘶𝘮𝘦𝘯𝘵𝘢 𝘢 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘥𝘢𝘥𝘦 𝘯𝘢 𝘴𝘶𝘢 𝘨𝘦𝘴𝘵𝘢̃𝘰, 𝘴𝘦𝘯𝘥𝘰 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘰 𝘢𝘤𝘦𝘴𝘴𝘰 𝘢 𝘶𝘮𝘢 𝘱𝘰𝘰𝘭 𝘥𝘦 𝘳𝘦𝘤𝘶𝘳𝘴𝘰𝘴 𝘮𝘶𝘪𝘵𝘰 𝘥𝘪𝘷𝘦𝘳𝘴𝘪𝘧𝘪𝘤𝘢𝘥𝘢

𝟥. 𝘖𝘴 𝘤𝘶𝘴𝘵𝘰𝘴 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘰𝘴 𝘦 𝘢 𝘥𝘪𝘧𝘦𝘳𝘦𝘯𝘤𝘪𝘢𝘤̧𝘢̃𝘰 𝘴𝘢̃𝘰 𝘥𝘰𝘪𝘴 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘰𝘴 𝘲𝘶𝘦 𝘰 𝘊𝘐𝘖 𝘵𝘦𝘮 𝘥𝘦 𝘤𝘰𝘯𝘤𝘪𝘭𝘪𝘢𝘳 𝘦𝘮 𝘳𝘦𝘴𝘱𝘰𝘴𝘵𝘢 𝘢̀𝘴 𝘴𝘰𝘭𝘪𝘤𝘪𝘵𝘢𝘤̧𝘰̃𝘦𝘴 𝘥𝘰𝘴 𝘴𝘦𝘶𝘴 𝘱𝘢𝘳𝘦𝘴, 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘢́𝘷𝘦𝘪𝘴 𝘱𝘦𝘭𝘰 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘰 𝘲𝘶𝘦 𝘳𝘦𝘧𝘰𝘳𝘤̧𝘢 𝘰 𝘪𝘯𝘷𝘦𝘴𝘵𝘪𝘮𝘦𝘯𝘵𝘰 𝘲𝘶𝘦 𝘢 𝘦𝘲𝘶𝘪𝘱𝘢 𝘥𝘦 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘵𝘦𝘮 𝘥𝘦 𝘧𝘢𝘻𝘦𝘳 𝘯𝘰 𝘤𝘰𝘯𝘩𝘦𝘤𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘢𝘴 𝘱𝘳𝘪𝘰𝘳𝘪𝘥𝘢𝘥𝘦𝘴 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘦𝘴𝘵𝘢𝘣𝘦𝘭𝘦𝘤𝘦𝘯𝘥𝘰 𝘶𝘮𝘢 𝘧𝘰𝘳𝘵𝘦 𝘢𝘭𝘪𝘢𝘯𝘤̧𝘢 𝘤𝘰𝘮 𝘦𝘴𝘵𝘢𝘴 𝘢́𝘳𝘦𝘢𝘴.

𝘎𝘦𝘴𝘵𝘢̃𝘰 𝘥𝘰 𝘙𝘪𝘴𝘤𝘰

𝘖 𝘢𝘯𝘰 𝘥𝘦 𝟤𝟢𝟤𝟢 𝘤𝘰𝘭𝘰𝘤𝘰𝘶 𝘯𝘰 𝘤𝘦𝘯𝘵𝘳𝘰 𝘥𝘢 𝘢𝘨𝘦𝘯𝘥𝘢 𝘢 𝘯𝘦𝘤𝘦𝘴𝘴𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘨𝘢𝘳𝘢𝘯𝘵𝘪𝘳 𝘢 𝘦𝘹𝘪𝘴𝘵𝘦̂𝘯𝘤𝘪𝘢 𝘥𝘦 𝘴𝘰́𝘭𝘪𝘥𝘰𝘴 𝘱𝘭𝘢𝘯𝘰𝘴 𝘥𝘦 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘲𝘶𝘦 𝘤𝘰𝘯𝘴𝘪𝘥𝘦𝘳𝘦𝘮 𝘵𝘰𝘥𝘰 𝘰 𝘦𝘤𝘰𝘴𝘴𝘪𝘴𝘵𝘦𝘮𝘢 𝘰𝘯𝘥𝘦 𝘢 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘢̃𝘰 𝘧𝘶𝘯𝘤𝘪𝘰𝘯𝘢. 𝘌𝘴𝘵𝘦 𝘦́ 𝘶𝘮 𝘵𝘰́𝘱𝘪𝘤𝘰 𝘤𝘦𝘯𝘵𝘳𝘢𝘭 𝘱𝘢𝘳𝘢 𝟤𝟢𝟤𝟣 𝘦 𝘥𝘦𝘮𝘰𝘴𝘵𝘳𝘰𝘶 𝘢 𝘧𝘳𝘢𝘨𝘪𝘭𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘢𝘭𝘨𝘶𝘯𝘴 𝘱𝘳𝘰𝘤𝘦𝘴𝘴𝘰𝘴 𝘤𝘳𝘪́𝘵𝘪𝘤𝘰𝘴 𝘯𝘢𝘴 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘰̃𝘦𝘴 𝘤𝘰𝘮 𝘥𝘦𝘱𝘦𝘯𝘥𝘦̂𝘯𝘤𝘪𝘢 𝘶́𝘯𝘪𝘤𝘢 𝘥𝘦 𝘱𝘦𝘴𝘴𝘰𝘢𝘴, 𝘪𝘯𝘧𝘳𝘢𝘦𝘴𝘵𝘳𝘶𝘵𝘶𝘳𝘢𝘴, 𝘦 𝘱𝘳𝘦𝘴𝘵𝘢𝘥𝘰𝘳𝘦𝘴 𝘥𝘦 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰𝘴. 𝘌́ 𝘩𝘰𝘫𝘦 𝘶𝘮 𝘪𝘮𝘱𝘦𝘳𝘢𝘵𝘪𝘷𝘰 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘢𝘴𝘴𝘦𝘨𝘶𝘳𝘢𝘳 𝘵𝘢𝘯𝘵𝘰 𝘢 𝘳𝘦𝘥𝘶𝘯𝘥𝘢̂𝘯𝘤𝘪𝘢 𝘤𝘰𝘮𝘰 𝘢𝘴 𝘢𝘭𝘵𝘦𝘳𝘯𝘢𝘵𝘪𝘷𝘢𝘴 𝘲𝘶𝘦 𝘦𝘮 𝘢𝘭𝘨𝘶𝘯𝘴 𝘤𝘢𝘴𝘰𝘴 𝘵𝘢𝘮𝘣𝘦́𝘮 𝘥𝘦𝘷𝘦𝘮 𝘵𝘦𝘳 𝘦𝘮 𝘤𝘰𝘯𝘵𝘢 𝘢 𝘭𝘰𝘤𝘢𝘭𝘪𝘻𝘢𝘤̧𝘢̃𝘰 𝘨𝘦𝘰𝘨𝘳𝘢́𝘧𝘪𝘤𝘢 𝘥𝘰𝘴 𝘳𝘦𝘤𝘶𝘳𝘴𝘰𝘴 𝘶𝘵𝘪𝘭𝘪𝘻𝘢𝘥𝘰𝘴.

𝘈𝘶𝘮𝘦𝘯𝘵𝘰 𝘥𝘢 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘥𝘢𝘥𝘦 𝘵𝘦𝘤𝘯𝘰𝘭𝘰́𝘨𝘪𝘤𝘢

𝘈 𝘳𝘦𝘴𝘱𝘰𝘴𝘵𝘢 𝘲𝘶𝘦 𝘵𝘰𝘥𝘰𝘴 𝘰𝘴 𝘴𝘦𝘵𝘰𝘳𝘦𝘴 𝘥𝘦 𝘢𝘵𝘪𝘷𝘪𝘥𝘢𝘥𝘦 𝘦𝘯𝘤𝘰𝘯𝘵𝘳𝘢𝘳𝘢𝘮 𝘱𝘢𝘳𝘢 𝘭𝘪𝘥𝘢𝘳 𝘤𝘰𝘮 𝘢 𝘱𝘢𝘯𝘥𝘦𝘮𝘪𝘢 𝘧𝘰𝘪 𝘶𝘮 𝘳𝘦𝘧𝘰𝘳𝘤̧𝘰 𝘯𝘰𝘴 𝘪𝘯𝘷𝘦𝘴𝘵𝘪𝘮𝘦𝘯𝘵𝘰𝘴 𝘦𝘮 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘲𝘶𝘦 𝘵𝘦𝘳𝘢́ 𝘤𝘰𝘯𝘵𝘪𝘯𝘶𝘪𝘥𝘢𝘥𝘦 𝘦𝘮 𝟤𝟢𝟤𝟣. 𝘈𝘴𝘴𝘪𝘴𝘵𝘪𝘮𝘰𝘴 𝘢 𝘶𝘮𝘢 𝘤𝘳𝘦𝘴𝘤𝘦𝘯𝘵𝘦 𝘢𝘥𝘰𝘤̧𝘢̃𝘰 𝘥𝘦 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰𝘴 𝘦𝘮 𝘤𝘭𝘰𝘶𝘥 𝘱𝘰𝘳 𝘧𝘰𝘳𝘮𝘢 𝘢 𝘦𝘴𝘤𝘢𝘭𝘢𝘳 𝘢 𝘳𝘢́𝘱𝘪𝘥𝘢 𝘪𝘮𝘱𝘭𝘦𝘮𝘦𝘯𝘵𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘢𝘱𝘭𝘪𝘤𝘢𝘤̧𝘰̃𝘦𝘴 𝘦 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰𝘴, 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘪𝘴 𝘱𝘢𝘳𝘢 𝘶𝘮𝘢 𝘧𝘰𝘳𝘤̧𝘢 𝘥𝘦 𝘵𝘳𝘢𝘣𝘢𝘭𝘩𝘰 𝘥𝘦𝘴𝘭𝘰𝘤𝘢𝘭𝘪𝘻𝘢𝘥𝘢 𝘦 𝘢𝘰 𝘢𝘶𝘮𝘦𝘯𝘵𝘰 𝘮𝘢𝘴𝘴𝘪𝘷𝘰 𝘯𝘢 𝘶𝘵𝘪𝘭𝘪𝘻𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘤𝘢𝘯𝘢𝘪𝘴 𝘥𝘪𝘨𝘪𝘵𝘢𝘪𝘴 𝘥𝘦 𝘳𝘦𝘭𝘢𝘤𝘪𝘰𝘯𝘢𝘮𝘦𝘯𝘵𝘰 𝘤𝘰𝘮 𝘱𝘢𝘳𝘤𝘦𝘪𝘳𝘰𝘴 𝘦 𝘤𝘭𝘪𝘦𝘯𝘵𝘦𝘴. 𝘌𝘴𝘵𝘦 𝘤𝘦𝘯𝘢́𝘳𝘪𝘰 𝘦𝘹𝘱𝘰𝘯𝘦𝘯𝘤𝘪𝘢 𝘢 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘥𝘢𝘥𝘦 𝘥𝘰𝘴 𝘢𝘮𝘣𝘪𝘦𝘯𝘵𝘦𝘴 𝘵𝘦𝘤𝘯𝘰𝘭𝘰́𝘨𝘪𝘤𝘰𝘴 𝘲𝘶𝘦 𝘵𝘦̂𝘮 𝘥𝘦 𝘴𝘦𝘳 𝘨𝘦𝘳𝘪𝘥𝘰𝘴, 𝘤𝘶𝘮𝘱𝘳𝘪𝘯𝘥𝘰 𝘯𝘰𝘳𝘮𝘢𝘴 𝘥𝘦 𝘱𝘳𝘪𝘷𝘢𝘤𝘪𝘥𝘢𝘥𝘦 𝘦 𝘢𝘴𝘴𝘦𝘨𝘶𝘳𝘢𝘯𝘥𝘰 𝘶𝘮𝘢 𝘢𝘥𝘦𝘲𝘶𝘢𝘥𝘢 𝘱𝘳𝘰𝘵𝘦𝘤̧𝘢̃𝘰 𝘥𝘦 𝘱𝘰𝘯𝘵𝘰 𝘥𝘦 𝘷𝘪𝘴𝘵𝘢 𝘥𝘦 𝘤𝘪𝘣𝘦𝘳𝘴𝘦𝘨𝘶𝘳𝘢𝘯𝘤̧𝘢. 𝘖 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘢𝘭 𝘥𝘦𝘴𝘢𝘧𝘪𝘰 𝘱𝘢𝘴𝘴𝘢 𝘢 𝘴𝘦𝘳 𝘢 𝘪𝘯𝘵𝘦𝘨𝘳𝘢𝘤̧𝘢̃𝘰 𝘦 𝘢 𝘢𝘳𝘵𝘪𝘤𝘶𝘭𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘥𝘪𝘧𝘦𝘳𝘦𝘯𝘵𝘦𝘴 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰𝘴 𝘦 𝘦𝘲𝘶𝘪𝘱𝘢𝘴, 𝘪𝘯𝘵𝘦𝘳𝘯𝘢𝘴 𝘦 𝘦𝘹𝘵𝘦𝘳𝘯𝘢𝘴, 𝘱𝘰𝘳 𝘧𝘰𝘳𝘮𝘢 𝘢 𝘳𝘦𝘥𝘶𝘻𝘪𝘳 𝘰 𝘢𝘵𝘳𝘪𝘵𝘰 𝘦 𝘻𝘰𝘯𝘢𝘴 𝘤𝘪𝘯𝘻𝘦𝘯𝘵𝘢𝘴 𝘥𝘰 𝘱𝘰𝘯𝘵𝘰 𝘥𝘦 𝘷𝘪𝘴𝘵𝘢 𝘥𝘦 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘢𝘣𝘪𝘭𝘪𝘥𝘢𝘥𝘦.

𝘙𝘦𝘥𝘶𝘻𝘪𝘳 𝘤𝘶𝘴𝘵𝘰 𝘰𝘶 𝘦𝘯𝘵𝘳𝘦𝘨𝘢𝘳 𝘶𝘮 𝘴𝘦𝘳𝘷𝘪𝘤̧𝘰 𝘥𝘪𝘧𝘦𝘳𝘦𝘯𝘤𝘪𝘢𝘥𝘰 𝘥𝘦 𝘦𝘭𝘦𝘷𝘢𝘥𝘢 𝘲𝘶𝘢𝘭𝘪𝘥𝘢𝘥𝘦?

𝘘𝘶𝘢𝘯𝘥𝘰 𝘢 𝘱𝘦𝘳𝘨𝘶𝘯𝘵𝘢 𝘦́ 𝘩𝘰𝘫𝘦 𝘧𝘰𝘳𝘮𝘶𝘭𝘢𝘥𝘢 𝘢 𝘲𝘶𝘢𝘭𝘲𝘶𝘦𝘳 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘢́𝘷𝘦𝘭 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘢 𝘳𝘦𝘴𝘱𝘰𝘴𝘵𝘢 𝘴𝘦𝘮 𝘩𝘦𝘴𝘪𝘵𝘢𝘤̧𝘢̃𝘰 𝘦́: 𝘢𝘴 𝘥𝘶𝘢𝘴! 𝘌𝘴𝘵𝘢 𝘳𝘦𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘰𝘣𝘳𝘪𝘨𝘢 𝘢𝘴 𝘦𝘲𝘶𝘪𝘱𝘢𝘴 𝘥𝘦 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘢 𝘦𝘲𝘶𝘪𝘭𝘪𝘣𝘳𝘢𝘳𝘦𝘮 𝘰 𝘴𝘦𝘶 𝘪𝘯𝘷𝘦𝘴𝘵𝘪𝘮𝘦𝘯𝘵𝘰 𝘦𝘯𝘵𝘳𝘦 𝘢 𝘰𝘱𝘦𝘳𝘢𝘤̧𝘢̃𝘰 𝘦 𝘰 𝘥𝘦𝘴𝘦𝘯𝘷𝘰𝘭𝘷𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘦 𝘯𝘰𝘷𝘢𝘴 𝘴𝘰𝘭𝘶𝘤̧𝘰̃𝘦𝘴, 𝘴𝘢𝘣𝘦𝘯𝘥𝘰 𝘪𝘨𝘶𝘢𝘭𝘮𝘦𝘯𝘵𝘦 𝘲𝘶𝘦 𝘢 𝘷𝘢𝘳𝘪𝘢́𝘷𝘦𝘭 𝘵𝘦𝘮𝘱𝘰 𝘧𝘰𝘪 𝘣𝘳𝘶𝘵𝘢𝘭𝘮𝘦𝘯𝘵𝘦 𝘤𝘰𝘮𝘱𝘳𝘪𝘮𝘪𝘥𝘢 𝘱𝘦𝘭𝘢 𝘥𝘪𝘯𝘢̂𝘮𝘪𝘤𝘢 𝘥𝘦 𝘮𝘦𝘳𝘤𝘢𝘥𝘰 𝘲𝘶𝘦 𝘴𝘦 𝘨𝘦𝘳𝘰𝘶 𝘯𝘢 𝘳𝘦𝘱𝘰𝘴𝘵𝘢 𝘢̀ 𝘱𝘢𝘯𝘥𝘦𝘮𝘪𝘢. 𝘈 𝘦𝘹𝘪𝘴𝘵𝘦̂𝘯𝘤𝘪𝘢 𝘥𝘦 𝘢𝘮𝘱𝘭𝘰 𝘵𝘳𝘢𝘣𝘢𝘭𝘩𝘰 𝘥𝘦 𝘦𝘲𝘶𝘪𝘱𝘢 𝘦𝘯𝘵𝘳𝘦 𝘢́𝘳𝘦𝘢𝘴 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘦 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘫𝘢́ 𝘯𝘢̃𝘰 𝘦́ 𝘴𝘰𝘮𝘦𝘯𝘵𝘦 𝘢𝘭𝘨𝘰 𝘥𝘦𝘴𝘦𝘫𝘢́𝘷𝘦𝘭, 𝘮𝘢𝘴 𝘴𝘪𝘮 𝘶𝘮𝘢 𝘦𝘹𝘪𝘨𝘦̂𝘯𝘤𝘪𝘢 𝘪𝘯𝘤𝘰𝘯𝘵𝘰𝘳𝘯𝘢́𝘷𝘦𝘭.

𝘔𝘢𝘪𝘴 𝘥𝘰 𝘲𝘶𝘦 𝘢𝘥𝘰𝘤̧𝘢̃𝘰 𝘥𝘦 𝘮𝘦𝘵𝘰𝘥𝘰𝘭𝘰𝘨𝘪𝘢𝘴 𝘥𝘦 𝘥𝘦𝘴𝘦𝘯𝘷𝘰𝘭𝘷𝘪𝘮𝘦𝘯𝘵𝘰 𝘰𝘶 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤𝘪𝘰𝘯𝘢𝘪𝘴 “𝘢𝘨𝘪𝘭𝘦”, 𝘦́ 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘶𝘮𝘢 𝘤𝘶𝘭𝘵𝘶𝘳𝘢 𝘥𝘦 𝘱𝘢𝘳𝘵𝘪𝘭𝘩𝘢 𝘥𝘦 𝘳𝘪𝘴𝘤𝘰 𝘦 𝘥𝘦 𝘤𝘰𝘭𝘢𝘣𝘰𝘳𝘢𝘤̧𝘢̃𝘰 𝘲𝘶𝘦 𝘱𝘳𝘦𝘴𝘴𝘶𝘱𝘰̃𝘦 𝘲𝘶𝘦 𝘰𝘴 𝘵𝘰𝘥𝘰𝘴 𝘰𝘴 𝘳𝘦𝘴𝘱𝘰𝘯𝘴𝘢́𝘷𝘦𝘪𝘴 𝘤𝘩𝘢𝘷𝘦 𝘥𝘢 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘢̃𝘰 𝘵𝘦̂𝘮 𝘴𝘪𝘮𝘶𝘭𝘵𝘢𝘯𝘦𝘢𝘮𝘦𝘯𝘵𝘦, 𝘤𝘶𝘭𝘵𝘶𝘳𝘢 𝘵𝘦𝘤𝘯𝘰𝘭𝘰́𝘨𝘪𝘤𝘢 𝘦 𝘤𝘰𝘯𝘩𝘦𝘤𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘴𝘶𝘧𝘪𝘤𝘪𝘦𝘯𝘵𝘦 𝘱𝘢𝘳𝘢 𝘱𝘰𝘥𝘦𝘳𝘦𝘮 𝘢𝘴𝘴𝘶𝘮𝘪𝘳 𝘰𝘴 𝘤𝘰𝘮𝘱𝘳𝘰𝘮𝘪𝘴𝘴𝘰𝘴 𝘯𝘦𝘤𝘦𝘴𝘴𝘢́𝘳𝘪𝘰𝘴 𝘢̀ 𝘦𝘹𝘦𝘤𝘶𝘤̧𝘢̃𝘰 𝘥𝘢 𝘦𝘴𝘵𝘳𝘢𝘵𝘦́𝘨𝘪𝘢.

𝘗𝘦𝘳𝘢𝘯𝘵𝘦 𝘦𝘴𝘵𝘦 𝘤𝘦𝘯𝘢́𝘳𝘪𝘰, 𝘦𝘮𝘦𝘳𝘨𝘦𝘮 𝘥𝘶𝘢𝘴 𝘱𝘳𝘪𝘰𝘳𝘪𝘥𝘢𝘥𝘦𝘴 𝘥𝘢 𝘦𝘲𝘶𝘪𝘱𝘢 𝘥𝘦 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘲𝘶𝘦 𝘯𝘢̃𝘰 𝘱𝘰𝘥𝘦𝘮 𝘴𝘦𝘳 𝘵𝘦𝘳𝘤𝘦𝘪𝘳𝘪𝘻𝘢𝘥𝘢𝘴 𝘦 𝘲𝘶𝘦 𝘥𝘦𝘷𝘦𝘮 𝘤𝘰𝘯𝘥𝘪𝘤𝘪𝘰𝘯𝘢𝘳 𝘢𝘴 𝘴𝘶𝘢𝘴 𝘥𝘦𝘤𝘪𝘴𝘰̃𝘦𝘴:

𝟣. 𝘖 𝘢𝘤𝘰𝘮𝘱𝘢𝘯𝘩𝘢𝘮𝘦𝘯𝘵𝘰 𝘤𝘰𝘯𝘴𝘵𝘢𝘯𝘵𝘦 𝘥𝘢𝘴 𝘦𝘲𝘶𝘪𝘱𝘢𝘴 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘱𝘢𝘳𝘢 𝘦𝘯𝘤𝘰𝘯𝘵𝘳𝘢𝘳 𝘢𝘴 𝘮𝘦𝘭𝘩𝘰𝘳𝘦𝘴 𝘴𝘰𝘭𝘶𝘤̧𝘰̃𝘦𝘴 𝘵𝘦𝘤𝘯𝘰𝘭𝘰́𝘨𝘪𝘤𝘢𝘴 𝘲𝘶𝘦 𝘨𝘢𝘳𝘢𝘯𝘵𝘢𝘮 𝘢 𝘤𝘰𝘮𝘱𝘦𝘵𝘪𝘵𝘪𝘷𝘪𝘥𝘢𝘥𝘦 𝘥𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢, 𝘦𝘹𝘦𝘤𝘶𝘵𝘢𝘯𝘥𝘰 𝘢 𝘦𝘴𝘵𝘳𝘢𝘵𝘦́𝘨𝘪𝘢 𝘥𝘦𝘧𝘪𝘯𝘪𝘥𝘢.

𝟤. 𝘈𝘴𝘴𝘦𝘨𝘶𝘳𝘢𝘳 𝘶𝘮𝘢 𝘯𝘰𝘷𝘢 𝘨𝘦𝘴𝘵𝘢̃𝘰 𝘥𝘦 𝘱𝘢𝘳𝘤𝘦𝘪𝘳𝘰𝘴 𝘵𝘦𝘤𝘯𝘰𝘭𝘰́𝘨𝘪𝘤𝘰𝘴 𝘤𝘰𝘮 𝘰 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘰 𝘥𝘦 𝘤𝘰𝘯𝘵𝘳𝘶𝘪𝘳 𝘶𝘮 𝘦𝘤𝘰𝘴𝘴𝘪𝘴𝘵𝘦𝘮𝘢 𝘥𝘦 𝘵𝘢𝘭𝘦𝘯𝘵𝘰 𝘦𝘹𝘱𝘢𝘯𝘥𝘪𝘥𝘰, 𝘲𝘶𝘦 𝘤𝘰𝘯𝘤𝘪𝘭𝘪𝘦 𝘧𝘢𝘣𝘳𝘪𝘤𝘢𝘯𝘵𝘦𝘴, 𝘤𝘰𝘯𝘴𝘶𝘭𝘵𝘰𝘳𝘦𝘴, 𝘪𝘯𝘵𝘦𝘨𝘳𝘢𝘥𝘰𝘳𝘦𝘴 𝘦 𝘴𝘵𝘢𝘳𝘵-𝘶𝘱𝘴.

𝘌́ 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘲𝘶𝘦 𝘦𝘴𝘵𝘢𝘴 𝘢𝘵𝘪𝘷𝘪𝘥𝘢𝘥𝘦𝘴 𝘵𝘦𝘯𝘩𝘢𝘮 𝘰𝘴 𝘳𝘦𝘤𝘶𝘳𝘴𝘰𝘴 𝘯𝘦𝘤𝘦𝘴𝘴𝘢́𝘳𝘪𝘰𝘴 𝘦 𝘯𝘢̃𝘰 𝘴𝘦𝘫𝘢𝘮 𝘴𝘶𝘣𝘢𝘭𝘵𝘦𝘳𝘯𝘪𝘻𝘢𝘥𝘢𝘴 𝘱𝘦𝘭𝘢 𝘥𝘪𝘯𝘢̂𝘮𝘪𝘤𝘢 𝘥𝘦 𝘤𝘶𝘳𝘵𝘰 𝘱𝘳𝘢𝘻𝘰 𝘦 𝘱𝘦𝘭𝘢 𝘵𝘦𝘯𝘵𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘧𝘰𝘤𝘢𝘳 𝘢 𝘦𝘲𝘶𝘪𝘱𝘢 𝘥𝘰 𝘊𝘐𝘖 𝘴𝘪𝘮𝘱𝘭𝘦𝘴𝘮𝘦𝘯𝘵𝘦 𝘦𝘮 𝘢𝘵𝘪𝘷𝘪𝘥𝘢𝘥𝘦𝘴 𝘥𝘦 𝘥𝘦𝘴𝘦𝘯𝘷𝘰𝘭𝘷𝘪𝘮𝘦𝘯𝘵𝘰 𝘦 𝘰𝘱𝘦𝘳𝘢𝘤̧𝘢̃𝘰.

𝘖 𝘴𝘶𝘤𝘦𝘴𝘴𝘰 𝘥𝘦 𝘤𝘢𝘥𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘥𝘦𝘱𝘦𝘯𝘥𝘦 𝘤𝘢𝘥𝘢 𝘷𝘦𝘻 𝘮𝘢𝘪𝘴 𝘥𝘢 𝘴𝘶𝘢 𝘤𝘢𝘱𝘢𝘤𝘪𝘥𝘢𝘥𝘦 𝘥𝘦 𝘮𝘰𝘣𝘪𝘭𝘪𝘻𝘢𝘳 𝘰 𝘮𝘦𝘭𝘩𝘰𝘳 𝘵𝘢𝘭𝘦𝘯𝘵𝘰 𝘥𝘪𝘴𝘱𝘰𝘯𝘪́𝘷𝘦𝘭 𝘯𝘰 𝘮𝘦𝘳𝘤𝘢𝘥𝘰 𝘦 𝘥𝘦 𝘰 𝘢𝘭𝘪𝘯𝘩𝘢𝘳 𝘤𝘰𝘮 𝘰𝘴 𝘴𝘦𝘶𝘴 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘰𝘴 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰, 𝘤𝘰𝘮 𝘳𝘦𝘭𝘢𝘤̧𝘰̃𝘦𝘴 𝘥𝘦 𝘮𝘦́𝘥𝘪𝘰 𝘱𝘳𝘢𝘻𝘰. 𝘈 𝘤𝘳𝘪𝘢𝘤̧𝘢̃𝘰 𝘥𝘦𝘴𝘵𝘢 𝘳𝘦𝘥𝘦 𝘥𝘦𝘷𝘦 𝘴𝘦𝘳 𝘶𝘮 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘰 𝘤𝘦𝘯𝘵𝘳𝘢𝘭 𝘦 𝘢 𝘴𝘶𝘢 𝘥𝘪𝘮𝘦𝘯𝘴𝘢̃𝘰 𝘢𝘫𝘶𝘴𝘵𝘢𝘥𝘢 𝘢̀𝘴 𝘤𝘢𝘱𝘢𝘤𝘪𝘥𝘢𝘥𝘦𝘴 𝘥𝘢 𝘦𝘮𝘱𝘳𝘦𝘴𝘢 𝘴𝘢𝘣𝘦𝘯𝘥𝘰 𝘲𝘶𝘦 𝘰 𝘯𝘶́𝘮𝘦𝘳𝘰 𝘦𝘹𝘱𝘰𝘯𝘦𝘯𝘤𝘪𝘢 𝘢 𝘤𝘰𝘮𝘱𝘭𝘦𝘹𝘪𝘥𝘢𝘥𝘦 𝘥𝘢 𝘴𝘶𝘢 𝘨𝘦𝘴𝘵𝘢̃𝘰.

𝘌𝘴𝘵𝘦 𝘮𝘰𝘥𝘦𝘭𝘰 𝘲𝘶𝘢𝘯𝘥𝘰 𝘤𝘰𝘳𝘳𝘦𝘵𝘢𝘮𝘦𝘯𝘵𝘦 𝘢𝘱𝘭𝘪𝘤𝘢𝘥𝘰 𝘤𝘰𝘯𝘴𝘦𝘨𝘶𝘦 𝘰𝘵𝘪𝘮𝘪𝘻𝘢𝘳 𝘢 𝘨𝘦𝘴𝘵𝘢̃𝘰 𝘥𝘦 𝘳𝘪𝘴𝘤𝘰 𝘦 𝘢𝘤𝘦𝘴𝘴𝘰 𝘢 𝘵𝘢𝘭𝘦𝘯𝘵𝘰 𝘦 𝘪𝘯𝘰𝘷𝘢𝘤̧𝘢̃𝘰 𝘲𝘶𝘦 𝘩𝘰𝘫𝘦 𝘲𝘶𝘢𝘭𝘲𝘶𝘦𝘳 𝘰𝘳𝘨𝘢𝘯𝘪𝘻𝘢𝘤̧𝘢̃𝘰, 𝘪𝘯𝘥𝘦𝘱𝘦𝘯𝘥𝘦𝘯𝘵𝘦𝘮𝘦𝘯𝘵𝘦 𝘥𝘰 𝘴𝘦𝘶 𝘵𝘢𝘮𝘢𝘯𝘩𝘰, 𝘯𝘢̃𝘰 𝘤𝘰𝘯𝘴𝘦𝘨𝘶𝘦 𝘥𝘦 𝘧𝘰𝘳𝘮𝘢 𝘪𝘴𝘰𝘭𝘢𝘥𝘢.

𝘕𝘢 𝘰𝘱𝘦𝘳𝘢𝘤̧𝘢̃𝘰 𝘵𝘦𝘮𝘰𝘴 𝘥𝘦 𝘦𝘴𝘵𝘢𝘳 𝘱𝘳𝘦𝘱𝘢𝘳𝘢𝘥𝘰𝘴 𝘱𝘢𝘳𝘢 𝘵𝘳𝘢𝘣𝘢𝘭𝘩𝘢𝘳 𝘤𝘰𝘮 𝘦𝘲𝘶𝘪𝘱𝘢𝘴 𝘥𝘪𝘷𝘦𝘳𝘴𝘢𝘴, 𝘦𝘮 𝘮𝘶́𝘭𝘵𝘪𝘱𝘭𝘢𝘴 𝘭𝘰𝘤𝘢𝘭𝘪𝘻𝘢𝘤̧𝘰̃𝘦𝘴 𝘨𝘦𝘰𝘨𝘳𝘢́𝘧𝘪𝘤𝘢𝘴, 𝘢𝘭𝘨𝘰 𝘲𝘶𝘦 𝘴𝘦 𝘣𝘢𝘯𝘢𝘭𝘪𝘻𝘰𝘶 𝘥𝘶𝘳𝘢𝘯𝘵𝘦 𝟤𝟢𝟤𝟢. 𝘖 𝘤𝘰𝘮𝘱𝘳𝘰𝘮𝘪𝘴𝘴𝘰 𝘥𝘦 𝘵𝘰𝘥𝘰𝘴 𝘦́ 𝘰𝘣𝘵𝘪𝘥𝘰 𝘱𝘦𝘭𝘰 𝘢𝘭𝘪𝘯𝘩𝘢𝘮𝘦𝘯𝘵𝘰 𝘦𝘮 𝘵𝘰𝘳𝘯𝘰 𝘥𝘦 𝘶𝘮 𝘱𝘳𝘰𝘱𝘰́𝘴𝘪𝘵𝘰 𝘤𝘰𝘮𝘶𝘮 𝘦 𝘪𝘴𝘴𝘰 𝘯𝘢̃𝘰 𝘥𝘦𝘱𝘦𝘯𝘥𝘦 𝘥𝘦 𝘶𝘮 𝘷𝘪́𝘯𝘤𝘶𝘭𝘰 𝘭𝘢𝘣𝘰𝘳𝘢𝘭 𝘤𝘭𝘢́𝘴𝘴𝘪𝘤𝘰, 𝘤𝘰𝘮𝘰 𝘰𝘴 𝘯𝘰𝘷𝘰𝘴 𝘮𝘰𝘥𝘦𝘭𝘰𝘴 𝘥𝘦 𝘯𝘦𝘨𝘰́𝘤𝘪𝘰 𝘣𝘢𝘴𝘦𝘢𝘥𝘰𝘴 𝘦𝘮 𝘱𝘭𝘢𝘵𝘢𝘧𝘰𝘳𝘮𝘢𝘴 𝘫𝘢́ 𝘰 𝘥𝘦𝘮𝘰𝘯𝘴𝘵𝘳𝘢𝘳𝘢𝘮. 𝘕𝘰 𝘦𝘯𝘵𝘢𝘯𝘵𝘰 𝘦́ 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘨𝘢𝘳𝘢𝘯𝘵𝘪𝘳 𝘶𝘮𝘢 𝘤𝘰𝘮𝘶𝘯𝘪𝘤𝘢𝘤̧𝘢̃𝘰 𝘦𝘧𝘦𝘵𝘪𝘷𝘢 𝘦 𝘱𝘦𝘳𝘮𝘢𝘯𝘦𝘯𝘵𝘦 𝘱𝘰𝘳 𝘧𝘰𝘳𝘮𝘢 𝘢 𝘲𝘶𝘦 𝘴𝘦 𝘤𝘰𝘯𝘴𝘪𝘨𝘢 𝘶𝘮 𝘴𝘦𝘯𝘵𝘪𝘮𝘦𝘯𝘵𝘰 𝘥𝘦 𝘱𝘦𝘳𝘵𝘦𝘯𝘤̧𝘢, 𝘦 𝘱𝘢𝘳𝘵𝘪𝘭𝘩𝘢 𝘥𝘦 𝘰𝘣𝘫𝘦𝘵𝘪𝘷𝘰𝘴. 𝘈 𝘤𝘳𝘪𝘢𝘤̧𝘢̃𝘰 𝘥𝘦 𝘶𝘮𝘢 𝘤𝘶𝘭𝘵𝘶𝘳𝘢 𝘱𝘳𝘰́𝘱𝘳𝘪𝘢 𝘧𝘰𝘳𝘵𝘦 𝘦́ 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘦 𝘥𝘦𝘷𝘦𝘳𝘢́ 𝘴𝘦𝘳 𝘦𝘴𝘵𝘦𝘯𝘥𝘪𝘥𝘢 𝘢𝘰𝘴 𝘱𝘢𝘳𝘤𝘦𝘪𝘳𝘰𝘴 𝘦 𝘢𝘴𝘴𝘪𝘮𝘪𝘭𝘢𝘥𝘢 𝘱𝘰𝘳 𝘦𝘴𝘵𝘦𝘴 𝘴𝘦𝘯𝘥𝘰 𝘦𝘴𝘵𝘦 𝘶𝘮 𝘢𝘴𝘱𝘦𝘵𝘰 𝘧𝘶𝘯𝘥𝘢𝘮𝘦𝘯𝘵𝘢𝘭 𝘯𝘢 𝘴𝘶𝘢 𝘴𝘦𝘭𝘦𝘤̧𝘢̃𝘰, 𝘢 𝘱𝘢𝘳 𝘥𝘢 𝘤𝘰𝘮𝘱𝘦𝘵𝘦̂𝘯𝘤𝘪𝘢 𝘵𝘦́𝘤𝘯𝘪𝘤𝘢.

𝘈 𝘲𝘶𝘢𝘭𝘪𝘥𝘢𝘥𝘦 𝘥𝘢 𝘳𝘦𝘥𝘦 𝘥𝘦 𝘤𝘰𝘯𝘩𝘦𝘤𝘪𝘮𝘦𝘯𝘵𝘰 𝘦 𝘥𝘦 𝘢𝘤𝘦𝘴𝘴𝘰 𝘢̀ 𝘵𝘦𝘤𝘯𝘰𝘭𝘰𝘨𝘪𝘢 𝘥𝘦𝘷𝘦𝘳𝘢́ 𝘴𝘦𝘳 𝘰 𝘱𝘳𝘪𝘯𝘤𝘪𝘱𝘢𝘭 𝘳𝘦𝘤𝘶𝘳𝘴𝘰 𝘥𝘢 𝘦𝘲𝘶𝘪𝘱𝘢 𝘥𝘰 𝘊𝘐𝘖, 𝘳𝘦𝘴𝘪𝘴𝘵𝘪𝘯𝘥𝘰 𝘢̀ 𝘵𝘦𝘯𝘵𝘢𝘤̧𝘢̃𝘰 𝘥𝘰 𝘋𝘠𝘐 (𝘋𝘰 𝘐𝘵 𝘠𝘰𝘶𝘳𝘴𝘦𝘭𝘧).

* Board Member da Glintt

IN "EXAME" - 08/02/21

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