Não culpem a caneta quando a culpa é de quem escreve! (parte II)

Há cerca de ano e meio escrevemos o postal Não culpem a caneta quando a culpa é de quem escreve! acerca do perigo de aplicar receitas válidas para uma proposta de valor destinadas a um certo tipo de clientes-alvo, a qualquer organização independentemente da sua proposta de valor.
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Não faz sentido querer aplicar o lean six sigma a um conjunto de processos relevantes para a liderança pela inovação, como o artigo da Business Week referido no postal faz suspeitar.
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Pois bem, a revista Harvard Business Review de Março de 2009 volta de certa forma ao tema com o artigo "When Should a Process Be Art, Not Science?" assinado por Joseph M. Hall e M. Eric Johnson.
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"The idea that some processes should be allowed to vary flies in the face of the century-old movement toward standardization. Process standardization is taught to MBAs, embedded in Six Sigma programs, and practiced by managers and consultants worldwide. Thousands of manufacturing companies have achieved tremendous improvements in quality and efficiency by copying the Toyota Production System, which combines rigorous work standardization with approaches such as just-in-time delivery of components and the use of visual controls to highlight deviations. Process standardization also has permeated nearly every service industry, generating impressive gains.
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With success, though, has come overuse. Process standardization has been pushed too far, with little regard for where it does and does not make sense. We aim to rescue artistic processes from the tide of scientific standardization by offering a three-step approach to identifying and successfully integrating them into any business.
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We argue that artistic and scientific approaches need not be at odds but must be carefully harmonized."
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Criar um vinho, ano após ano, passa por fazer sobressair o melhor de cada um desses anos.
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Receber e servir os hóspedes na recepção e um hotel, passa por criar experiências únicas para pessoas únicas.
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E como o mundo é pequeno:
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"Artists, of course, must learn the skills of their trade. They often have to undergo a formal apprenticeship or informal mentoring and a probationary period during which their freedom is curtailed. They might even have to pass a formal exam to be certified.
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But whether the artists are insurance claims adjusters, civil engineers, or software architects, their training entails more than just mastering new skills. It also involves developing an understanding of customer needs, the judgment required to act without perfect information, and the ability and willingness to learn from both good and bad outcomes.
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Companies can employ a variety of methods to instill their culture in new artists. One we’ve already mentioned: an apprenticeship with a master. Another is storytelling. Ritz-Carlton regularly shares stories of outstanding customer service to inspire its frontline employees."
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Por fim, o artigo termina com a caixa "Science as a Platform for Art"
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"The creation of many products and services involves both artistic and scientific processes. In such cases, the output of the scientific processes should provide a stable platform on which artists can then apply their craft."
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Pessoalmente, estou neste momento a trabalhar com uma empresa que quer fazer precisamente o contrário. Tem uma unidade de negócio que baseada na arte serve os visionários do lado de cá do 'chasm' e quer desenvolver outra unidade de negócio, em que os produtos da arte servem de plataforma para, após autópsia e reformulação, através da padronização dos processos e componentes, servir os pragmáticos do lado de lá do 'chasm'.