Dores de crescimento (parte III)

Continuado daqui.
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"Virtually all companies worry about their customers’ experiences with their products and services (Moi ici: Atributos talvez, agora experiências... duvido). But how many care about the experiences of their other stakeholders who directly or indirectly shape customers’ experiences — from employees, suppliers, and distributors, to NGOs and regulators? We mean seriously care." (Moi ici: Sim, é olhar para todo o ecossistema de uma cadeia da procura 

E pensar sobre como pode funcionar bem a nosso favor fazendo com que todos ganhem, alguns mesmo que inicialmente contrariados por serem incapazes de pensamento abstracto suficiente para poderem ver para lá da próxima jogada de bilhar)
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"Traditional process design strives to meet a defined set of customer requirements and focuses on streamlining existing processes. By eliminating steps and handoffs, it increases efficiency and saves time and money. It ignores the interests of all stakeholders but the firm and its customers. (Moi ici: Muitas vezes as empresas não percebem, incapacidade de pensamento abstracto, das consequências para os clientes das decisões que tomam e que não têm a ver com o produto. Exemplo recente: despedir 1 trabalhador experiente para contratar 2 mais baratuchos mas que não conhecem os produtos, mas que não conhecem as regras, e que se comportam como estando a fazer um frete. "If you pay them peanuts, you will get monkeys")
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The co-creation approach, in contrast, aims to serve the interests of all stakeholders. It focuses on their experiences and how they interact with one another. (Moi ici: ehehe. Been there already, done that) Here are the steps a firm typically takes:

1. Identify all stakeholders touched by the process (employees, customers, suppliers, distributors, communities). (Moi ici: utilizadores, aplicadores, reguladores, influenciadores, prescritores, ...)
2. Understand and map out current interactions among stakeholders.
3. Organize workshops in which stakeholders share experiences and imagine ways to improve them.
4. Build platforms to implement ideas for new interactions and to continue the dialogue among stakeholders to generate further ideas."

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"The best way to co-create value is to focus on the experiences of all stakeholders. Most organizations focus on creating economic value.

Successful co-creators, in contrast, explicitly focus on providing rewarding experiences for customers, employees, suppliers, and other stakeholders.
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(Moi ici: Segue-se algo que não tenho tido oportunidade para desenvolver com clientes)
The key to improving experiences is letting stakeholders play a central role in designing how they work with one another."
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"Co-creation changes the way companies think about operations and strategy. (Moi ici: Segue-se uma reflexão muito interessante sobre um tema que me é muito caro - eficácia vs eficiência; numerador vs denominador; custo vs valor) In conventional approaches, activities and processes are the two building blocks of business design. Each link of the value chain or step in the process is judged on its economic merits, which leads companies to produce where the cost is the lowest (for example, by offshoring manufacturing) or to cut steps out to save time and money. The experiences of people that could lead to new sources of competitive advantage and new business models are largely ignored.
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Reengineering focuses predominantly on identifying “pain points” that cause inefficiencies in the system, which are bounded (the firm, not the individuals affected, defines the process and the problem), negative (the easiest thing to do is to fix what’s wrong), and incremental (in spite of messianic incantations about “clean sheet design,” nearly all reengineering projects start with an “as is” view of the process and its shortcomings, limiting the scope of change). Co-creation has none of those constraints: The people involved in redesigning work imagine new, positive experiences for themselves and develop interactions that did not exist before —like the informal community sessions and websites that the European bank’s junior advisers and target customers dreamed up. Moreover, co-creation avoids other critical disadvantages of traditional strategy formulation.
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We believe that conventional thinking about business design and strategy suffers from three limitations:
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It is solely focused on the economics of the firm and its industry. In this world a firm fights to appropriate as much of its industry’s and value chain’s profits as it can. Toward that end it tries to gain a competitive advantage that allows it to hold as strong a bargaining position as possible. In all cases, competitive advantage is located within the walls of each firm.
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It fails to allow for the possibility of co creating an ecosystem whose members all win.
Strategy formulation in the co-creation paradigm, on the other hand, starts with a focus on the entire ecosystem — not the individual firm’s position in it — and tries to imagine a new value chain that benefits all players, including, of course, the company itself. The top priorities are growing the pie and maintaining the vibrancy of the ecosystem; maximizing the firm’s slice of the pie is secondary.
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It assumes that a strategy will be completely defined at the outset, though uncertain circumstances often make that impossible. In the co-creation paradigm, strategy emerges slowly through a process of discovery by the individuals in the firm. A firm starts out with a strategic objective and a target customer whose needs it is trying to serve. In pursuing that goal the firm enlists the participation of the members of its ecosystem by striving to improve their lot as well as its own. The full strategy can be discovered only through a live process organized by the company but conducted by the stakeholders themselves."
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Trechos retirados de "Building the CoCreative Enterprise" de Venkat Ramaswamy e Francis Gouillart, publicado por HBR em Outubro de 2010.