A evolução da ideia de mosaico estratégico (parte VIII)

Continuado daqui: parte I, parte II, parte III, parte IV, parte V, parte VI e parte VII.
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Não há acasos! Todas as coincidências são significativas!!!
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Começamos há dias esta série, entretanto, na véspera da publicação da parte VI, descobrimos que o número de Janeiro de 2011 da revista Harvard Business Review é dedicado aos modelos de negócio e que havia um artigo, em particular, "How to Design a Winning Business Model" de Ramon Casadesus-Masanell e Joan E. Ricart, que se enquadra nesta série.
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"Strategy has been primary building block of competitiveness over the past three decades, but in the future, the quest for sustainable advantage may well begin with the business model. (Moi ici: A cada vez maior atenção ao conceito de modelo de negócio. Um conjunto de escolhas que se reforçam e criam uma posição distintiva com maior sustentabilidade)

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A 2009 follow-up study reveals that seven out of 10 companies are engaging in business-model innovation, and an incredible 98% are modifying their business models to some extent. Business model innovation is undoubtedly here to stay. (Moi ici: As mudanças no meio abiótico que desabaram sobre a economia mundial desde 2007, criaram uma nova paisagem competitiva. Nova paisagem implica novas formas de competição, logo, novos modelos de negócio)

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The economic slowdown in the developed world is forcing companies to modify their business models or create new ones. In addition, the rise of new technology-based and low-cost rivals is threatening incumbents, reshaping industries, and redistributing profits.

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Our studies suggest that one component of a business model must be the choices that executives make about how the organization should operate … Managerial choices, of course, have consequences. (Moi ici: Fundamental recordar este postal "O paradoxo da estratégia (parte II: As posições anteriores limitam as posições futuras". Ou seja, as escolhas anteriores de uma empresa barram algumas das suas escolhas futuras e potenciam outras das suas escolhas futuras. No mercado, composto por várias empresas, cada uma com o seu cadastro de escolhas, as escolhas acerca do futuro não podem ser feitas livremente... o passado persegue as empresas)

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These consequences influence the company’s logic of value creation and value capture, so they too must have a place in the definition. In its simplest conceptualization, therefore, a business model consists of a set of managerial choices and the consequences of those choices.

Companies make three types of choices when creating business models. Policy choices determine the actions an organization takes across all its operations … Asset choices pertain to the tangible resources a company deploys … And governance choices refer to how a company arranges decision-making rights over the other two … Seemingly innocuous differences in the governance of policies and assets influence their effectiveness a great deal.

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Above all, successful business models generate virtuous cycles, or feedback loops, that are self-reinforcing. This is the most powerful and neglected aspect of business models. (Moi ici: Há algo aqui do arquétipo de "Sucesso para os vencedores". Partindo deste exemplo "Success to the Successful", é considerar a Jane como um conjunto de escolhas e o Tom como outro conjunto de escolhas. O sucesso obtido com um dado conjunto de escolhas começa a sugar, a captar, a drenar recursos de umas para as outras, por causa dos resultados que se obtêm e que recompensam algumas escolhas face a outras) 

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The leaders gathered those assets not by buying them but by making smart choices (Moi ici: E só à posteriori é que as escolhas se revelam como boas!!!) about pricing, royalties, product range, and so on. In other words, they’re consequences of business model choices. Any enterprise can make choices that allow it to build assets or resources—be they project management skills, production experience, reputation, asset utilization, trust, or bargaining power—that make a difference in its sector.

The consequences enable further choices, and so on. This process generates virtuous cycles that continuously strengthen the business model, creating a dynamic that’s similar to that of network effects.

As the cycles spin, stocks of the company’s key assets (or resources) grow, enhancing the enterprise’s competitive advantage. Smart companies design business models to trigger virtuous cycles that, over time, expand both value creation and capture.

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Its competitive advantage keeps growing as long as the virtuous cycles generated by its business model spin. Just as a fast-moving body is hard to stop because of kinetic energy, it’s tough to halt well-functioning virtuous cycles.”

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Alguns postais anteriores que comentam trabalhos de Ramon Casadesus-Masanell e Joan E. Ricart:

• "Modelos de negócio"
• "Modelos de negócio (parte V)"
• "Modelos de negócio (parte VI)"