Comecei a leitura de "Strategy for a Networked World" de Rafael Ramirez e Ulf Mannervik, um bálsamo para o espírito:
"services not as a sector but as a way of creating value, where the actual interaction was what strategists need to understand. This means that the unit of analysis strategists were advised to use was not the firm, nor the position of the firm (in a "chain" or "industry"), but the interactions.[Moi ici: A força das interacções para densificar as relações económicas]
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strategists to consider how the interactions at the core of strategy might need to be transformed in differing environmental conditions. ... strategists ought to consider their role as designers - designers of interactions, and of the value creating systems (VCSs) these interactions entail and bring forth.[Moi ici: "designers of interactions" - recordar a parte I e II que falava dos artistas que pintam, recordar os arquitectos de paisagens competitivas]
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strategists could reframe business and change the very landscape their businesses inhabit.
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conceptions of strategy that seek advantage in a zero-sum competitive struggle can bring forth turbulent environments where one's adaptive capacity falters.
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In today's networked world, turbulence, unpredictable uncertainty, and ambiguity are more the norm than the exception.
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So, a pertinent form of strategizing is called for, one that differs from strategic approaches developed for less turbulent and more stable contexts, where firms are less tightly connected to each other than is the case today.
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do not have strategic frameworks where it is assumed that customers simply "consume" the value that has been added "for" them in a linear process. Rather, their customers, suppliers, partners, and other co-creators are seen as members of a "VCS", participating in the co-creation efforts that makes their participation worth their while."
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