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Como se as estratégias, como se as propostas de valor, como se as prateleiras, como se os relacionamentos, como se os recursos fossem os mesmos.
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Conseguem relacionar este cenário de concentração na empresa de hoje com a mensagem de Alicia Juarrero:
"Complex adaptive systems and evolution select for resilience, not stability."É preciso cultivar a tal ambidextridade e, apostar simultaneamente na "exploration" e na "exploitation".
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"Stability gets killed by next disease, next pest, next competitor, next predator, next crisis
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Resilience is evolving towards greater evolvability, enabling creativity and emergence"
"valuable learning comes not from being told a fact. Recited facts are “inert” ideas disconnected from the fullness of our understanding. Valuable learning, says Whitehead, means discovering “living” knowledge: ideas “utilised, tested, or thrown into fresh combinations.”Trechos retirados de "The Secret"
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So where do organizational capabilities come from?
Wrong answer: Organizational capabilities come from researching “best business practice.” I often have executives come to Stanford thinking they will write down inert ideas told to them by professors. There can be some value in this exercise, but frankly you could parrot inert ideas more efficiently using information technology. Besides, everybody else can easily find out these inert ideas too. A list of best practices will not make you a great company, any more than finding a recipe will make you a great cook.
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Right answer: Design your organization so that it develops new capabilities. We know that some companies learn much better than others. Make it your job, as a leader, to help your organization be better at learning. Structure your organization so that your people must engage with important, unsolved problems. Establish routines that allow for failure and reward those who try to discover – regardless of the ultimate outcome."
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