quarta-feira, agosto 30, 2017

Pessoas, não saem de linhas de montagem (parte II)

Depois de ter escrito "Pessoas, não saem de linhas de montagem" onde chamo a atenção para a heterogeneidade das pessoas:
"Julgo que a maior fonte de variabilidade reside nos recursos humanos. Há empresas com que trabalho num dia, em que nunca proporia certas práticas de gestão que recomendei a outras no dia anterior. Diferentes pessoas, diferentes arcaboiços psicológicos, diferentes objectivos pessoais e profissionais, diferentes níveis de abstracção."
Em "Why Do We Undervalue Competent Management?" não pude deixar de sentir:

- Touché!

Ora vejamos:
"It’s a truism among strategists that you can’t compete on the basis of better management processes because they’re easily copied. Operational excellence is table stakes in the competitive marketplace.
Organizations need competent management just as much as they need analytical brilliance. We should stop teaching business school students that operational issues are beneath the CEO—and should encourage firms to invest in strengthening management throughout the organization.
If you look at the data, it becomes clear that core management practices can’t be taken for granted. There are vast differences in how well companies execute basic tasks like setting targets and grooming talent, and those differences matter: Firms with strong managerial processes perform significantly better on high-level metrics such as productivity, profitability, growth, and longevity. In addition, the differences in the quality of those processes—and in performance—persist over time, suggesting that competent management is not easy to replicate.
Nobody has ever argued that operational excellence doesn’t matter. But we contend that it should be treated as a crucial complement to strategy—and that this is true now more than ever. After all, if a firm can’t get the operational basics right, it doesn’t matter how brilliant its strategy is."
Ou seja:
"Achieving managerial competence takes effort, though: It requires sizable investments in people and processes throughout good times and bad. These investments, we argue, represent a major barrier to imitation." 
 Recordei logo o artigo de Porter, "What is Strategy?" ... A heterogeneidade dos recursos humanos pode ser uma importante barreira contra a imitação.

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