My last post provided a brief overview of Brazil’s economy and long history of economic turbulence. Even by Brazilian standards, the 1990’s were extremely turbulent. The best way to illustrate the impact of shocks on companies’ ability to build long-term competitiveness is to imagine yourself as the CEO of a Brazilian company in the 1990’s. These are the challenges you would have faced.
The decade began with President Collor freezing all financial assets for eighteen months. This asset freeze caused a liquidity crisis, and companies in certain industries such as retail and consumer goods witnessed sales plunge 30-50% within a few months. Collor simultaneously eliminated an extensive list of preferential incentives and protective tariffs for Brazilian companies, thereby exposing them to direct competition with some of the most competitive and efficient global competitors. In contrast to Mexico’s gradual integration into the North American Free Trade Agreement (NAFTA) over ten years, these changes took place over the span of months in Brazil.
Four years later, Brazil’s government launched a new currency as part of its Real Plan, and inflation dropped from a monthly rate of 47% in June to 3% in August of 1994. You might think that is good news, but inflation




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Lucy Kellaway, FT columnist and associate editor, offers her solution to your workplace problems in a column in the Financial Times. In the 
