Recordo, a título de exemplo:
- De Outubro de 2015 – “Do concreto para o abstracto e não o contrário”
- De Junho de 2010 – “Lugar do Senhor dos Perdões (parte III)”
- De Março de 2008 – “Para reflectir”
- Ou ainda a grande série, 25 episódios, de Fevereiro e Março de 2016, “Aprenda a duvidar dos media (parte XXV)”
Ainda ontem, ao ler “Research in Cognition and Strategy: Reflections on Two Decades of Progress and a Look to the Future” de Sarah Kaplan e publicado em Journal of Management Studies 48:3 May 2011 sublinhei as seguintes passagens:
“The cognitive perspective suggested that the environment is not purely exogenous and therefore organizational response to the environment is mediated by the interpretations made of that environment by managers. Cognitive researchers pointed out that this is particularly true because of the uncertainties and complexities of the environment that decision-makers faced. … cognitive frames are the means by which managers could make sense of the environment, and such sensemaking shapes strategic choice and action.
…
to address a challenge in the strategic management literature posed by asymmetries within industries. [Moi ici: Outro tema recorrente aqui no blogue, existe mais variabilidade dentro de um sector de actividade do que entre sectores de actividade] There was an emerging critique of the tendency (escalated by the publication of Michael Porter’s 1980 book on competitive strategy and industry analysis) to focus strategic analysis at the industry level. Thomas and others suggested that such a high-level grouping omitted asymmetries within industries that could explain outcomes”
O artigo de Sarah Kaplan parte dos 20 anos da publicação do artigo "Competitive Groups as Cognitive Communities: The Case of Scottish Knitwear Manufacturers" publicado no Journal of Management Studies em Julho de 1989”, e que citei recentemente.
O artigo de 1989 refere 17 empresas escolhidas numa zona da Escócia onde se produziam peças de lã clássicas e de elevada qualidade. Sorri ao ler o artigo pois via retratada uma hipótese competitiva que me é muito querida. Estes fabricantes escoceses de malhas definiram seu negócio como a produção de pulôveres de cashmere e casacos de lã de alta qualidade. Elegeram como consumidores-alvo a nata dos consumidores endinheirados e, criaram um modelo de negócio onde lidavam com agentes e lojas focadas nesse tipo de cliente.
Entretanto, em Maio de 2011, no mesmo volume onde Sarah Kaplan publicou o seu artigo, os autores do artigo de 1989 publicaram uma revisitação ao seu artigo de 1989. Nele pode-se ler:
“The question, of course, was whether this focused strategy and definition of the market was a source of competitive advantage or disadvantage. Strategy and organizational theories could no doubt support either conclusion, and our own observations in Hawick provided good grist for considering both possibilities. The Hawick producers were financially successful during the 1980s, and, indeed, we had chosen to study them because of their success. However, a third outcome from our research was the nascent empirical intuition that most of these firms were on borrowed time, and that some had already entered the downward spiral of self-reinforcing decline that Baden-Fuller and Stopford (1992) argued is a central dynamic of a ‘mature’ business. We worked hard in writing the 1989 paper to be as neutral as possible in telling the Hawick story, and thus did not take a stand on the liabilities or advantages of the sector's strong business identity. But, it was pretty clear to us back then that the ‘Hawick Mind’, as we called it, had become more of a liability than a source of spirited innovation in the industry.
The cues were all around us. Hawick Managing Directors spoke proudly about their firms' skill in providing retail customers with flexible small lot production runs. But, when we spoke with these very same customers, they said just the opposite, and remarked that they often had to bargain hard to get their preferred garments delivered on time. And, the production flexibility that managers said existed in the industry was betrayed by the large work-in-process inventories that we observed in many Hawick factories.
…
Unfortunately, our quiet intuition in 1989 has largely been borne out in subsequent industry developments during the past twenty years. The Gross Value Added of output from the Scottish textile sector decreased by half from 1995 to 2005 (Scottish Executive, 2005), with clothing output declining even more. The Borders knitwear industry, in particular, has significantly shed employment in its ongoing efforts to rationalize production and align with a lower revenue base. Between 1981 and 1998, industry employment declined by over 40 per cent, and has dropped even more in the past decade (Scottish Parliament, 2000). Dawson International, the confident leader of the industry in 1989, has divested many of its operating companies and dismantled the vertically integrated production system that was the hallmark of the company's corporate strategy. Iconic Hawick firms such as Pringles, Peter Scott, and Ballantyne have been sold to Asian and Italian rivals, merged with other brands, or taken into administration. Many smaller producers have permanently closed their doors as well. And, as jobs and tax revenue have disappeared, the community of Hawick has struggled to adapt to the changing economics of the region. A 2004 article in The Scotsman referred to the town as a ‘third world economy’ because of the loss of high paying jobs and the displacement of skilled workers (Chisholm, 2004). To be fair, some firms in Hawick are still doing well, and a recent report on local cashmere production suggests that the worst of the decline may be over and that there is still a viable export business for ‘. . . a flexible, innovative and dynamic cashmere industry which is focused on high quality, niche markets’ (Scottish Enterprise, 2007, p. 37). Then again, the report's recommended actions – i.e. ‘effective brand development’, ‘design creativity and flair’, ‘high quality’, and ‘not competing on price’ (p. 38) – were exactly the same goals of the industry twenty years ago.
This last point, we believe, reinforces our fourth, and perhaps most important, observation coming out of the Scottish study: the cognitive and material aspects of the knitwear industry (indeed, all industries) are thickly interwoven. It seems to us that it is this intermingling that makes strategic imagination, innovation, and new ways of acting so difficult, and the downward spiral of mature businesses so problematic.”
E isto faz-me seguir duas linhas de pensamento:
- O paradoxo de Ícaro, recentemente referido no blogue
- E, sobretudo uma linha desencadeada por:
“The cues were all around us. Hawick Managing Directors spoke proudly about their firms' skill in providing retail customers with flexible small lot production runs. But, when we spoke with these very same customers, they said just the opposite, and remarked that they often had to bargain hard to get their preferred garments delivered on time. And, the production flexibility that managers said existed in the industry was betrayed by the large work-in-process inventories that we observed in many Hawick factories”
Esta é uma linha de pensamento triste... a realidade não existe, a realidade é o que seleccionamos, vêmos e pensamos dela, nada mais. Quantas vezes um empresário adopta uma estratégia e, de boa-fé ilude-se porque só tem acesso ao feedback que reforça o seu pensamento. Por outro lado, quantas vezes um empresário adopta uma estratégia facialmente, mas por trás toma decisões deliberadas que a minam, porque se acha mais esperto que os outros, porque acha que pode vender gato por lebre. Há dias estava a pensar num empresário que está a seguir este caminho e pensei nos anfíbios que andam por terra, mas quando sentem perigo fogem para a água a toda a velocidade. Aqui a água é a recordação de um tempo anterior onde se sentia à vontade e tinha bons resultados. O que é interessante, é a falta de coragem para assumir abertamente as escolhas feitas. Parece que aguarda, estilo governo com a TAP quando começou a pandemia, que a evolução dos acontecimentos torne inevitável as escolhas que já fez, mas não tem coragem de verbalizar.
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