Lopes, AlbinoAcabado Romana, FernandoBarrosa, Luis Filipe MendesMartins, António Eduardo Pais Falcão Barbosa2024-08-082024-08-082024-042754-62092754-6217http://hdl.handle.net/10400.2/16421This paper develops a case study regarding the intervention requested by the leader of the Mozambican company "DNPC" (to consolidate the leadership and management of the company, in the context of the transition to the situation of a large company). In terms of diagnosis, there are four aspects that emerge as the most salient of this business initiative: (i) the differentiation of the company in relation to the commercial orientation of the company in order to respond to the most basic needs of the poor population (provide the supply of frozen fish); (ii) the traditional African culture centred on "affections", with the perverse effect of inducing a very high absenteeism of drivers, which would, in turn, make the flow of supply from popular markets unfeasible; (iii) the response to the initial chaos by the development of a business culture in an entrepreneurial network, both internally (drivers) and externally (sales companies and security elements of the financial flows generated); (iv) promotion of an organization of work based on a meaning based on autonomy and liberation from the hierarchical submission of the worker, and designed not to force him to exclusion from society and to move away from traditional African values.engOrientation to the base of the social pyramidTraditional cultureNetwork integrationWork with meaningjournal article10.51586/2754-6209.2024.12.2.55.64