O dilema da produtividade

Há cerca de um ano reflectia neste blogue sobre estratégias puras e híbridas (O paradoxo da estratégia (parte I: Compromissos); Estratégias puras ou híbridas (parte II); Estratégias puras ou híbridas (parte I)), trata-se de um tema que me atrai e fascina.
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Sou um partidário da concentração das empresas no que é essencial, sou um partidário da aposta no numerador (eficácia) em detrimento do denominador (eficiência), tenho a minha explicação sobre o porquê da incompatibilidade da aposta em simultâneo na eficiência e eficácia (figura 12)
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Por isso, é com gosto que encontro artigos como este "Perspectives on the productivity dillema" publicado em Fevereiro de 2009 pelo Journal of Operations Management. Mais, artigos como este reforçam ainda mais a minha defesa de que o abaixamento administrativo de salários não é uma estratégia sustentável.
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"The capabilities that enable consistent execution can also hinder learning and innovation, leaving organizations rigid and inflexible. Many once-successful organizations collapse when they prove unable to adapt to environmental shifts. By optimizing their processes for maximum efficiency in the short term, organizations become brittle. In the Productivity Dilemma, Abernathy (1978) conjectured that short-term efficiency and longterm adaptability are inherently incompatible."
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"More than 30 years ago, Abernathy (1978) suggested that a firm’s focus on productivity gains inhibited its flexibility and ability to innovate. Abernathy observed that in the automobile industry, a firm’s economic decline was directly related to its efficiency and productivity efforts. He suggested that a firm’s ability to compete over time was rooted not only in increasing efficiency, but also in its ability to be simultaneously innovative (Abernathy, 1978, p. 173).
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"Process management’s success in improving manufacturing efficiency has led to its migration beyond operations to other parts of organizations, for instance, to adjacent processes for selecting and developing technological innovations (Brown and Duguid, 2000; Scott-Young and Samson, 2008). As the efficiency oriented focus of process management spreads to centers of innovation, it increasingly stunts an organization’s dynamic capabilities (Cole and Matsumiya, 2007)."
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"We argue that process management techniques stabilize and rationalize organizational routines, while establishing a focus on relatively easily available efficiency and customer satisfaction measures. While increased efficiency results from these dynamics in the short run, they also trigger internal biases for certainty and predictable results. The diffusion of process management techniques favors exploitative innovation at the expense of exploratory innovation. We argue that while exploitation and inertia may be functional for organizations within a given technological trajectory or for existing customers, these variance reducing dynamics stunt exploratory innovation (see also Christensen, 1997)."