quarta-feira, agosto 23, 2017

"the emerging organizational form for the 21st century"

Ao ler "Creating the competitive edge: A new relationship between operations management and industrial policy" publicado por Journal of Operations Management 49-51 (2017), encontro outro trecho em sintonia com Normann e Ramirez:
"The theoretical underpinning of manufacturing strategy has moved from process choice to a resource-based view, reflecting the growing importance of learning, innovation and idiosyncratic firm- and network-level capabilities.
The unit of analysis in manufacturing strategy has shifted from the plant or firm to the supply network, with supply chain management growing as a domain of OM research from the mid-1990s to the late 2000s
Operations are now seen by some as fundamentally inter-organizational. Furthermore, whereas plant-level manufacturing strategy approaches and, to some extent, supply chain management sought to design and control the whole system directly, fragmented networks are perhaps better understood as complex adaptive systems in which any one firm has only local and partial control... the emerging organizational form for the 21st century, rather than the multi-firm network, is the ‘collaborative community’. As such, the ‘institutional architecture’ in which such adaptive systems and communities operate becomes an increasingly important ingredient in manufacturing firms' business landscape."
 Richard Normann e Rafael Martinez em "Designing Interactive Strategy" escrevem:
"strategy is the way a company defines its business and links together the only two resources that really matter in today’s economy: knowledge and relationships or an organization’s competencies and customers.
But in a fast-changing competitive environment, the fundamental logic of value creation is also changing and in a way that makes clear strategic thinking simultaneously more important and more difficult. Our traditional thinking about value is grounded in the assumptions and the models of an industrial economy. According to this view, every company occupies a position on a value chain. Upstream, suppliers provide inputs. The company then adds value to these inputs, before passing them downstream to the next actor in the chain, the customer (whether another business or the final consumer). Seen from this perspective, strategy is primarily the art of positioning a company in the right place on the value chain—the right business, the right products and market segments, the right value-adding activities.
Today, however, this understanding of value is as outmoded as the old assembly line that it resembles and so is the view of strategy that goes with it. Global competition, changing markets, and new technologies are opening up qualitatively new ways of creating value."
E repito a citação de ontem:
"In so volatile a competitive environment, strategy is no longer a matter of positioning a fixed set of activities along a value chain. Increasingly, successful companies do not just add value, they reinvent it. Their focus of strategic analysis is not the company or even the industry but the value-creating system itself, within which different economic actors—suppliers, business partners, allies, customers—work together to co-produce value. Their key strategic task is the reconfiguration of roles and relationships among this constellation of actors in order to mobilize the creation of value in new forms and by new players. And their underlying strategic goal is to create an ever-improving fit between competencies and customers." 

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