PTThe people who look after your diploma need training too
Behind every diploma there are records, regulation and coordination teams that must follow Ministry of Education rules that change all the time. The dissertation listened to 131 of these professionals and, based on what they said, designs a platform to train them: GENESIS360. Explained in 12 screens.
A single diploma goes through eleven rules
To show how complex it gets, the author gathered the rules that touch the undergraduate diploma in Brazil, from the 1996 education law to the 2025 policy. Tap each one.
Graduation was 40 days ago
Table 5 of the dissertation (source: Brazil, 2025). It is an example put together by the author, not the full body of law. Subjects grouped by us. Deadlines of Ordinance 1,095/2018 added up in sequence by us; they can be extended with justification, and sending to a registering body only applies when the institution does not register its own diplomas.
Many learn alone, or only when the law changes
Before you see what the 131 professionals answered: where you work (or study), how does the team learn the rules?
Answers: section 2.3.2, finding a; the dissertation does not detail the remaining 20.5% (our calculation). Figure 7 and section 2.3.3.1: the author built the matrix from her experience in the field and checked it against the questionnaire answers.
The author heard from 131 professionals, then 69 more
The method is Design Science Research: instead of only describing a problem, the research designs a solution (an "artifact") for it. The starting point was two online questionnaires.
Invitation to 200 professionals through WhatsApp groups, e-mail and LinkedIn, between June and July. 131 answered (65.5%): profile, daily dealings with the rules, difficulties and what they would think of a platform.
Invitation to 150 institutions. 69 answers (46%) rated from 1 to 5 how important each of the eight modules planned for the platform would be.
Section 2.3.1. In one passage, stage 1 appears with 133 answers (66.5%); we follow the 131 in the figures and in the rest of the text.
Figures 1 to 4. Dots calculated from the percentages in the figures (our calculations). In Figure 1, program coordination and academic leadership appear without a number; together they make up 9.2%. In Figure 4, the "never" slice has no number either (about 2%).
Almost everyone wants a platform like this
Dependence: Figure 5. Productivity: Figure 6. Usefulness: Question 8 (section 2.3.2), with counts calculated from the percentages. The three questions use the same height scale (people). These are opinions given before the platform existed, and the scores pile up at the top of the scale, the "ceiling effect" the author herself points out.
The difficulties, in the words of those who answered
The author grouped the open answers into four difficulties. Tap each card to read the excerpts.
Findings a, b, c and d in section 2.3.2. Excerpts in quotation marks come from the answers to Question 9, as the dissertation quotes them (translated by us); the others are the author's summaries; she does not count how often each difficulty came up. Summary of the open answers: Table 1.
The rules first, the game later
The platform was planned with eight modules. All of them got many high scores. Place your bet: which one got the fewest?
Table 2: share of scores of 4 and 5 (scale of 1 to 5), 69 answers (68 for the Curriculum Guidelines). Bars start at zero. Color groups are ours, based on the author's reading (section 2.3.3.2).
For those who answered, the eight modules go together
People who gave one module a high score tended to give high scores to the others. All 28 correlations between pairs are positive, and a factor analysis found a single factor, which the author called "Latent management demands".
Table 3 (weights in the factor; minimum residual extraction) and Table 4 (Pearson correlations). The text says the correlations range from 0.335 to 0.730, all with p < 0.001; in the table, the smallest is 0.355, with p = 0.003. We follow the table.
Nobody brought the rules and the training together
In the author's market analysis, by the end of the work there was no platform in Brazil dedicated to training the teams of private higher education institutions in the Ministry's rules with practical application. Tap each kind of solution.
Section 2.3.4.5. The examples of each kind are the ones the author cites. Approximate positions: our reading of what the author says about each kind, not a measurement.
Try out the idea behind GENESIS360
An app (and later a website) that an institution subscribes to in order to train its team: courses in learning paths by role, rules always up to date, checklists and a dashboard for managers. Pick a role on the phone and look around.
Our illustration · the platform does not exist yetRedrawn from the author's prototype (Figures 12 and 13, made in Figma) and the modules in section 2.5.2. Paths by role: topics from section 3.1; checklist: deadlines from Table 5; the rest is an example. Planned technology: a React Native app with data in the cloud, protected under Brazil's data protection law (LGPD).
The platform has targets but no results yet
The dissertation ends with a plan: test GENESIS360 in three cycles and measure six indicators. The author herself calls these numbers hypothetical benchmarks, not results.
Business model: a monthly subscription paid by the institution, with a setup fee of R$ 10,000 to 20,000 and a monthly fee of R$ 2,000 to 6,000 (prices "to be confirmed"), plus a version that plugs into the management systems institutions already use. Target: 50 institutions and 3 system partners in two years.
Sections 4.1, 4.2 and 6. The abstract and the final remarks cite "100% compliance" and "a 30% reduction in errors" as expected results; in section 4.2 the author makes clear they are targets to be measured once the platform is tested. The striped band shows that nothing has been measured yet.
What this proposal leaves us
For those who run institutions
For the author, continuously training records, coordination and management teams has become a critical success factor. Depending on a few veterans leaves the institution vulnerable when they leave.
For the teams
Many answers ask for the rules to be translated: turning each rule into step-by-step guidance, with process templates and checklists.
For entrepreneurs
In the author's words, applied innovation is born from listening to real problems, including the silent ones. In highly regulated markets, the edge lies in offering certainty with a simple digital experience.
Next steps
Build the prototype, run the pilot and measure the six indicators; extend the idea to other topics (evaluation, distance learning) and to other Latin American countries.
What this research does not say
- A proposal, not a product. The platform was designed and prototyped on screen but not yet tested; the indicators are targets. · according to the author (section 4.2)
- Opinion before use. The usefulness is what people imagined without having used the platform, and the scores pile up at the top of the scale. · ceiling effect pointed out by the author
- Who answered. The invitation went out through the author's network (WhatsApp, e-mail, LinkedIn), and 87% were from private institutions; the author acknowledges the limited diversity. The profile of the 69 in stage 2 is not described. · author and our note
- Who proposes it. The research was carried out by the consultancy that will offer the platform (ARMOR), as is common in professional master's programs. · our note
Credits
SILVA, Ana Paula Marques Jaquel da. GENESIS360: proposta de solução tecnológica para capacitação em processos acadêmicos [GENESIS360: a technological solution proposal for training in academic processes]. Dissertation (Professional Master's in Business Development Administration) — Mackenzie Presbyterian University, São Paulo, 2026. Advisor: Prof. Dr. Gilberto Perez.
Design Science Research, two online questionnaires, SWOT analysis and market analysis. According to the author, Figures 8 to 10 were made with ChatGPT and the prototype in Figma. This version simplifies the work for a general audience; the full business plan is in the original text.