domingo, dezembro 18, 2016

Os riscos da estratégia (parte IV)

Parte I, parte II e parte III.

"When most of us think of disruption, innovative firms like Uber or Airbnb come quickly to mind. However, strictly speaking, Uber, for example, is not a disruptive innovation. Disruption describes a process whereby a smaller player with fewer resources is able to successfully challenge established incumbent businesses. They do so by targeting overlooked segments, offering more suitable functionality (frequently at a lower price). Incumbents typically ignore this move, and eventually new entrants move upmarket delivering the performance customers require, while preserving the advantages (chiefly lower cost) that drove their early success. Technically, Uber did neither of these, but that certainly hasn’t stopped it from forever altering the taxi industry.
Rather than disruption, we could term the changes Uber and others are employing as “business model innovations,” but regardless of the terminology employed the fact remains, there are hungry (nay, starving) companies that you’ve never heard of,who are at this verymomentplotting to steal your market share. No industry is immune to this assault. Take shipping companies. They face a very unanticipated threat: 3D printing. As more manufacturers have the option to print parts and products in finished formonsite, shipments by air, sea, and roadway will plummet. It is estimated that as much as 41 percent of the air cargo business, 37 percent of ocean container shipments, and 25 percent of truck deliveries are vulnerable to 3D printing. Given the undeniable threat, it’s vital that organizations embrace agility and possess the ability to swiftly modify their business model based on new information."
Trecho retirado de "Objectives and Key Results: Driving Focus, Alignment, and Engagement with OKRs"

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