- Tempo de repensar a melhoria contínua
- "I would suggest that pharma CEOs look to Hollywood for inspiration"
"Revered for decades as one of the world's most innovative companies, 3M lost its innovative mojo when it began using Six Sigma to try to improve its operational efficiency. James McNerney, the CEO named in 2000, was a Jack Welch protégé from GE. He introduced the Six Sigma discipline as soon as he took the helm of the firm, streamlining work processes, eliminating 10% of the workforce, and earning praise (initially) from Wall Street, as operating margins grew from 17% in 2001 to 23% by 2005.Cuidado com as modas! O que resulta numa empresa com uma estratégia pode ser criminoso numa outra com uma estratégia diferente.
But when McNerney tried to apply the Six Sigma discipline to 3M's research and development processes it led to a dramatic fall-off in the number of innovative products developed by the company during those years.
In his book Seeing What Others Don't: The Remarkable Ways We Gain Insight, cognitive psychologist Gary Klein argues strongly that the Six Sigma discipline, eventually embraced by 58 of the Fortune 200 companies, has a significant and often overlooked downside: it does tend to reduce a company's innovative capabilities. Innovation is a creative endeavor, and creativity is inherently unpredictable and un-plannable. If you could plan and schedule creativity, it wouldn't really be creative, would it?
By 2006, Fortune Magazine reported that 91% of the large enterprises that had implemented Six Sigma had fallen behind the growth rate of the S&P 500, and blaming the phenomenon on a significant falloff in innovation at these firms."
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Trechos retirados de "How 3M Lost (and Found) its Innovation Mojo"