# The management and leadership lessons that made Magazine Luiza a fixture of Brazilian retail

Luiza Helena Trajano's career reveals fundamental principles about corporate culture, people-centered innovation and strategic resilience in running large organizations.

- Section: Culture & Management
- Published: October 19, 2026
- Address: https://ceoone.com.br/en/article/the-management-and-leadership-lessons-that-made-magazine-luiza-a-fixture
- Em português: https://ceoone.com.br/artigo/as-licoes-de-gestao-e-lideranca-que-consolidaram-o-magazine-luiza-no-v.md

![Luiza Helena Trajano speaking into a microphone, seated on a stage](https://pub-b80e49b2737940b3ab5d3f20d0578192.r2.dev/artigos/as-licoes-de-gestao-e-lideranca-que-consolidaram-o-magazine-luiza-no-v-foto.webp)

Photo: Reproduction/Instagram

## Key points

- Luiza Helena Trajano took over Magazine Luiza in 1991; the chain opened virtual stores in 1992 and launched e-commerce in 2000.
- The company went public in 2011; in 2016, Frederico Trajano became CEO and Luiza became chair of the board.
- The stores have employee councils elected by the teams; her motto: “To err is human, but what you can't do is take too long to correct the mistake.”

Luiza Helena Trajano's leadership of Magazine Luiza offers a valuable case study in turning a regional chain of stores in the interior of São Paulo state into one of the country's largest retail and technology platforms. The executive built a management model based on people taking the lead, fast decision-making and the ability to anticipate market moves. For leaders and managers seeking longevity in dynamic business environments, the philosophy applied at the company offers practical lessons on balancing a strong culture and sustainable growth.

The first big lesson of this journey rests on the premise that empathy is the best sales and management strategy. The executive stresses that closeness to the consumer and a deep understanding of people form the basis of any successful business. Summing up her philosophy on the power of human relationships in business, Trajano says: “Selling is a process of attraction. It is empathy, it is liking people, it is wanting to help others.” This authentic connection has guided the chain's service from the shop floor to the board's guidelines.

The second strategic pillar concerns anticipating technological change. Soon after taking over as chief executive in 1991, she put in place a pioneering vision of innovation. In 1992, the chain opened its first virtual stores, creating an unprecedented integration between physical stores and digital channels. Years later, in 2000, the group launched its own e-commerce platform, showing that great leaders build change rather than merely reacting to market swings.

The third lesson lies in the centrality of people and in encouraging an organic corporate environment. Instead of rigid hierarchies, management bet on team engagement through respect for diversity and tolerance of mistakes as drivers of learning and new projects. Internal alignment and stronger teams sustained the business's expansion up to its initial public offering on the Brazilian stock exchange in 2011, opening new paths in the capital markets.

The fourth lesson of the corporate model addresses planning and maturity in executive succession. Showing the importance of preparing the next generation of leaders to secure the business's longevity, the handover of command was carried out according to plan. In 2016, Frederico Trajano became the company's CEO, accelerating the cycle of digital transformation, while Luiza became chair of the board of directors, a position in which she remains active.

The fifth and last pillar reflects the use of business influence in service of major social causes and the progress of society. Her leadership goes beyond the private sector to publicly champion gender equity and the presence of women in decision-making roles. Taking part in initiatives to increase women's representation in the National Congress and in the corporate world reinforces how senior leadership can create positive impact beyond financial results.

Seen through the lens of participatory management, decentralizing power emerges as a decisive tool for making everyday decisions faster. Creating employee councils elected by the store teams themselves allowed the front line to work directly alongside executives. This internal governance model fosters a collective sense of shared responsibility for meeting the business's targets.

Promoting a democratic environment based on active listening shows that valuing employees raises talent retention and operational performance. On the courage needed to make difficult decisions and innovate in uncertain times, the executive says: “To err is human, but what you can't do is take too long to correct the mistake.” The stance replaces a punitive culture with a dynamic focused on high performance and continuous learning.

Strategic ambition combined with pragmatism is another central aspect of her legacy in retail. A believer that challenging targets mobilize teams far more deeply than timid goals, her management holds that sustainable growth requires dreaming big while keeping your feet on the ground. This stance allowed the chain to get through several economic cycles while keeping its focus on the long-term plan.

Together, these lessons reaffirm that an organization's longevity comes from a continuous balance between technological innovation, capital discipline and respect for people. The retailer's path stands as an inspiring reference for professionals seeking to turn traditional structures into modern management platforms without losing their identity and human essence.

## Sources and editorial notes

- Reference reporting: Forbes Brasil, Forbes Mulher, Harvard Business Review Brasil, Conexão Salto Alto, LG Lugar de Gente, Magazine Luiza IR.

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