"First, it is hard to envision the specific tasks that actually need to get done to achieve a big goal. No matter how well you plan for a big task, there are certain details that are not obvious until you have completed it.
...
Second, for very large tasks you often do not get feedback on your success until many of the pieces of that project are in place. Even if particular elements of the task appear to be going well, the success of the large-scale project requires integrating all of the specific tasks in a coordinated fashion.
...
By starting out with smaller projects that encompass the range of tasks involved in larger projects, you help to deflate some of this overconfidence. You learn what is involved in expert performance, and you get plenty of chances to refine your abilities."
Este ano descobri uma norma que não conhecia, a ISO 14005:2010. Entretanto, essa mesma norma foi actualizada em 2019.
O que gostei na abordagem dessa norma foi o "time to market".
Implementar um sistema de gestão da qualidade ou do ambiente leva o seu tempo, é preciso montar o sistema, muitas vezes de raiz a partir do nada ou do quase nada. Por isso, até que se comecem a ver resultados palpáveis traduzidos em melhorias pode durar algum tempo.
O que é que a abordagem da ISO 14005 propõe?
Em vez de montar um sistema de gestão completo, fazer um rápido levantamento ambiental inicial, seleccionar um tema relevante (por exemplo, consumo de energia, ou gestão de resíduos, ou emissões gasosas) e atacá-lo de uma ponta à outra. E reduzir o tempo entre o começo do projecto e a obtenção dos primeiros resultados.
Este tema faz-me lembrar um dos meus primeiros gurus, ainda trabalhava por conta de outrém e já lia Robert Schaffer.
"When done well, an organizational redesign fosters improved strategic focus, higher growth, better decision-making and more accountability.
.
However, a McKinsey survey revealed that only 30 percent of organizational redesigns are successful in terms of achieving overall objectives and improved performance. That means a daunting 70 percent of transformations fail.
...
More than 80 percent of executives have gone through an organizational redesign at their current company. They know that a transformation is a marathon. But to get to the finish line, it pays to do implementation sprints. That means taking a simpler, iterative approach; learning as you go; and correcting course more frequently. Under this approach, concept development and implementation are linked, running in parallel.
. To get to the finish line, it pays to do implementation sprints.
...
There are six things to keep in mind when going through a transformation:
. Be bold: Set a clear and ambitious target that will help you substantially transform your organization and let it guide your future operating model. Slim it down: Create a simplified first version of your envisioned end-state that will still deliver a significant amount of impact in the first phase of implementation. Prioritize change initiatives: Don’t kick off all new initiatives at once. Instead, be clear about how the initiatives will be sequenced and how they relate to one another. Conduct implementation sprints: Kick off the implementation in short design-test-apply cycles. Adapt and hone when needed: React to requirements that emerge during the transformation and course-correct whenever needed. Keep your eye on the ball: Stay focused on the actual end product: a truly transformed organization, not a perfectly designed plan. Embrace constant reality checks and adapt the plan accordingly. This helps to concentrate resources on those areas that contribute the most value.
.
Change is not easy, and the odds are hardly in any transformation’s favor. But tackling the root of the problem by simplifying the design and using a pragmatic approach—through implementation sprints—will boost the likelihood of success."
Outra consequência importante da abordagem do ano como um projecto: "React to requirements that emerge during the transformation and course-correct whenever needed." - Aumentar a velocidade de aprendizagem.
Parte I e parte II.
O que me atrai na abordagem do ano como um projecto está sintetizada nesta frase retirada de “The Power of Moments” de Chip e Dan Heath:
“This is the great trap of life: One day rolls into the next, and a year goes by, and we still haven’t had that conversation we always meant to have. Still haven’t created that peak moment for our students. Still haven’t seen the northern lights. We walk a flatland that could have been a mountain range.”
Isto faz-me recordar a diferença entre empurrar e puxar, um postal velhinho de Setembro de 2006, 13 anos feitos anteontem, "Puxar, não empurrar".
Há dias no Blasfémias, João Miranda recordou este discurso da dona de casa:
Nos últimos 20 segundos do vídeo as palavras de Tatcher são acompanhadas por imagens de gente anónima que pretendem representar, concretizar o que as palavras vão dizendo. . Rapidamente nos lembramos deste discurso de Churchill (sobretudo dos últimos 3/4 minutos), deste outro de Luther King, também deste outro escrito por Shakespeare e posto na boca do rei Henrique V antes da batalha de Azincourt (como eu gosto deste discurso, reparem no conteúdo da mensagem a partir dos 50 segundos: imagens, imagens, imagens... do futuro. We few, we happy few, we band of brothers...) . Estes discursos que motivam, que dão ânimo para as dificuldades não são prescritivos, não dizem o que vai ser feito, como vai ser feito. Levam-nos a viajar mentalmente para o futuro e inundam-nos de imagens desse futuro desejado, e os ouvintes começam a ver esse futuro, começam a perceber qual o ponto de chegada, qual o destino. . O que estes discursos têm em comum é uma história, contam uma história do futuro. Contam uma história simples do futuro, uma história com poucos detalhes, quanto menos detalhes mais os ouvintes se colocarão a eles próprios na história e poderão rever-se como seus protagonistas. . O discurso de Tatcher fez-me voltar à prateleira e procurar o número de Maio de 2004 da revista Harvard Business Review... um artigo de Stephen Denning "Telling Tales": . "Analysis might excite the mind, but it hardly offers a route to the heart. And that's where we must go if we are to motivate people not only to take action but to do so with energy and enthusiasm. At a time when corporate survival often requires disruptive change, leadership involves inspiring people to act in unfamiliar, and often unwelcome, ways. Mind-numbing cascades of numbers or daze-inducing PowerPoint slides won't achieve this goal. Even the most logical arguments usually won't do the trick. . But effective storytelling often does. In fact, in certain situations nothing else works." . Continua .
Estão a ver quem caçou em África, as histórias que contam, os exageros, as metáforas, os cheiros... estão a ver os velhos, muitos anos depois, a arregaçarem as mangas e a mostrarem as cicatrizes, quais medalhas especiais, que conquistaram em Azincourt no dia de São Crespim/Crespiniano? Estão a ver os seus olhos a brilhar?
A última reflexão que retiro do livro de Richard Normann "Reframing Business When the Map Changes the Landscape" é sobre os conceitos de missão e visão. . São conceitos que volta e meia voltam à baila, julgo que a reflexão de Normann denota profundidade e substância. . "I see 'mission' and 'vision' as artefact concepts which are deliberately used to create purposeful, collective action. They do so by making gaps visible." ... "Vision definetely is in the time domain, about the future. It implies a gap between an imagined future state and the present state. . Mission is not related to time in the same manner. Instead, mission is related to what value creating domain we participate in and how, i.e. what role we have in what larger system. . This definition of mission also means that mission can (but not necessarily) imply a gap between the present state and some desired state." ... "So, mission is a description of what differences our existence makes to the context we function in, whereas vision defines a gap between the present and some future state. Vision always implies a gap. mission may imply the existence of a gap but doesn't have to." ... "But vision does not have to imply mission. Mission always implies reasoning in terms of what effects you have on the external world and its betterment. Vision may be about effects on the external world, but it may also be only about the state of our own organization (for example its size, its profitability, its competence, how it makes its shareholders rich, how it gains power)." ... "All visions are about the future; all missions are about the effects on the external world." ... "Why are vision and mission interesting conceptual artefacts? Because of the inherent importance of 'gaps' and of 'meaning' and 'purpose' to create (individual and collective) action in human beings... probably the most important 'atractor' equivalent in social systems is 'meaning'. . In complexity theory, 'atractor' means some sort of principle or 'magnetic field' which can serve to bring the energy of many seemigly disparate elements and actions to move in some particular direction; when suddenly the system acquires qualities beyond those of its elements. This happens normally when a compex system reaches a 'fracture point' in which it takes on a different logic moving towards a different state of organization and structure." ... "visionary leaders who did not formulate a vision about a mission wil be much more quickly forgotten." . BTW, nesta obra, Richard Normann racionaliza, de certa forma, o exercício de sair para fora do corpo, como o realizar, com o upframing e o downframing.
No livro "Think Better" de Tim Hurson encontrei a uma descrição muito próxima da minha abordagem inicial ao desafio da formulação de uma estratégia. . Construir um balanced scorecard sem uma estratégia definida previamente... é um bom negócio para consultor e pouco mais. . Tim Hurson propõe a seguinte bateria de questões:
Qual é a coceira? Qual é a comichão? Qual é a preocupação? Qual é a incomodidade? O que é que nos faz estar descontentes, ou sentir uma irritação que nos impele a fazer algo para mudar?
Qual o impacte? Qual o efeito? Quais as consequências da coceira? Por que é que é importante?
Qual a informação? O que sabemos acerca da coceira e das suas causas? O que mais precisamos de saber?
Quem está envolvido? Quem são as partes interessadas? Quem pode ser afectado pela coceira? Quem pode influenciar a coceira?
Chegados aqui, a questão seguinte é:
Qual a Visão? Qual é a nossa visão de um futuro em que a coceira já estará resolvida?
Ou seja, é preciso estabelecer uma visão para o futuro. Tim Herson chama a esse futuro o futuro-alvo. . "The Target Future is the place you want to get to. It doesn't tell you how you'll get there; in other words it is not a solution. Rather, it is a brief description of a future in which your issue is resolved and your Itch no longer irritates you" . A seguir o autor coloca um segundo grande desafio responder à questão "O que é o sucesso?" . A linguagem que o autor utiliza é tão parecida com a que utilizo que até mete impressão, basta pesquisar neste blogue (o livro é de 2008): . "The purpose of What's Success? is to create Future Pull: to make you care. Deeply. I like to think of this phase ... as throwing a grappling hook into the future. You wind up and hurl that hook into the most compelling future you can imagine. It latches on firmly, and then you start to pull yourself into that future. . That's creating Future Pull." ... "One of the most useful tools to establish Future Pull is the Imagined Future (IF) excursion. You can use IF excursions to generate what it would be like if you succeeded in resolving your Itch and reaching your Target Future. ... "Tell yourself a story about a day in the life of your Imagined Future. Be as vivid and sensory as possible. The more robust your description is, the more compelling it will be for you. Don't worry about what's realistic or not realistic. Just imagine the ideal future you would like to see... ... "Close your eyes and imagine actually being in the future you've targeted."
Ontem à noite, ao ler o número de Fevereiro da Harvard Business Review, encontrei o artigo "In Praise of the Incomplete Leader" de Deborah Ancona, Thomas Malone, Wanda Orlikowski, e Peter Senge. Qual não foi o meu espanto quando... o artigo começa a falar da minha última paixão: "sensemaking". Depois, ainda por cima fala de "visioning".
"Sensemaking and relating can be called the enabling capabilities of leadership. They help set the conditions that motivate and sustain change. The next two leadership capabilities—what we call “visioning” and inventing—are creative and action oriented: They produce the focus and energy needed to make change happen. Visioning involves creating compelling images of the future. While sensemaking charts a map of what is, visioning produces a map of what could be and, more important, what a leader wants the future to be."
"They use stories and metaphors to paint a vivid picture of what the vision will accomplish, even if they don’t have a comprehensive plan for getting there. "
"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."Mas, e como isto é profundo:"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação. . "Lovaglia’s Law: The more important the outcome of a decision, the more people will resist using evidence to make it."
"If an organisation is too stable it can ossify, but if it is too unstable it can disintegrate. Successful organisations work between these two conditions or states, in what Stacey called ‘the chaos zone’."
"If the customer doesn't care about the price, then the retailer shouldn't care about the cost," “It's not enough that we do our best; sometimes we have to do what's required”. "Das Leben, das uns gegeben ist, ist uns nicht als etwas Fertiges gegeben, sondern wir müssen es uns gestalten, und zwar jeder sein eigenes." "Eine Regierung, die nichts wert ist, kostet am meisten." "Forget trying to persuade them; light their pants on fire." "O futuro é o que importa. O futuro é a base do significado, é de onde vem o projecto que alguém tem para si próprio" "The single biggest problem in communication is the illusion that it has taken place."
“It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change.”
"o Marketing só existe a partir do pensamento estratégico, caso contrário "não resulta"" "It is difficult to get a man to understand something, when his salary depends upon his not understanding it" "Perder diversidade é como arrancar páginas de um livro. Quantas páginas poderemos arrancar até deixar de compreender o enredo?" The great enemy of the truth is very often not the lie – deliberate, contrived and dishonest – but the myth, persistent, persuasive, and unrealistic. Belief in myths allows the comfort of opinion without the discomfort of thought."
"By strategy, I mean a cohesive response to a challenge. A real strategy is neither a document nor a forecast but rather an overall approach based on a diagnosis of a challenge. The most important element of a strategy is a coherent viewpoint about the forces at work, not a plan."
"Un desastre està punt de succeir a Espanya. El malentès de la gravetat de la crisi costarà car als inversors, ja que tindrà profundes conseqüències per a tot el sistema bancari europeu", afirma.
Entre d'altres coses, Mauldin diu que "els inversors estan fumant crack si creuen que els bancs espanyols són entre els més forts d'Europa, ja que estan amagant les seves pèrdues".
“… there are no “sunset” industries condemned to disappear in high wage economies, although there are certainly sunset and condemned strategies, among them building a business on the advantages to be gained by cheap labor”
"o vencedor da vida, o optimista que vive em incesto com o próprio ego, é o traço mais frágil do líder"
"We shall not grow wiser before we learn that much that we have done was very foolish." You may not be able to change the world but can at least get some entertainment & make a living out of the epistemic arrogance of the human race.
"I wanted you to see what real courage is, instead of getting the idea that courage is a man with a gun in his hand. It's when you know you're licked before you begin but you begin anyway and you see it through no matter what. You rarely win, but sometimes you do."
“Trust your guts. But not too much!”
"Customers will try 'low-cost providers,' because the majors have not given them any clear reason not to." "
"Natal é quando as Crianças pedem e os Pais pagam. Défices é quando os Pais pedem e as Crianças pagam."
"A imprevidência dos povos é infinita, a dos governos é legal"
"What a man sees depends both upon what he looks at and also upon what his previous visual-conceptual experience has taught him to see"
“The leaders first task is to be the trumpet that sounds a clear sound”
"lamented the lack of any systematic data on the scale of unfunded IOUs that care-free politicians have handed out like confetti."
"Let them call me rebel and welcome, I feel no concern from it; but I should suffer the misery of devils, were I to make a whore of my soul..."
O problema não é o consumo. O problema é o consumo assente em endividamento."
"There are designations, like "economist", "prostitute", or "consultant" for which additional characterization doesn't add information."
When it becomes more difficult to suffer than change, you will change"
"Hope is not a strategy and a crisis is a terrible thing to waste"
The more you can see of the present, the more you can see of the future"
Yes, You can change the future, but only changing the present"
"Entrepreneurship is 'Having aspirations greater than your resources'"
“The single biggest reason companies fail is they overinvest in what is, as opposed to what might be."
"The first principle is that you must not fool yourself - and you are the easiest person to fool. So you have to be very careful about that"
"A estabilidade é uma ilusão"
"When we create the conditions of possibility, the universe becomes our co-conspirator"
Thinking about doing is not doing. Talking about doing is not doing. Doing is doing."
"'God has created me to do him some definite service. He has committed some work to me which he has not committed to another'.
...
"Each of us has a mission, each of us is called to change the world, to work for a culture of life, a culture forged by love and respect for the dignity of each human person.
"As our Lord tells us in the Gospel we have just heard, our light must shine in the sight of all, so that, seeing our good works, they may give praise to our heavenly Father."
"The future is not there waiting for us. We create it by the power of imagination."
"confusing testosterone with strategy is a bad idea"
"Much consulting involves the application of models to a system, as opposed to getting involved in the system as a positive change agent""
"O Portugal que pára sem orçamento é precisamente aquele que vive dele e que há todo o interesse em parar."
"credibilidade da política financeira e dos seus executores está ao nível da credibilidade de uma barraca das farturas"
"The role of the manager is thought to be reduction of uncertainty rather than the capacity to live creatively in it"
"today an entrepreneur is closer to artists than managers"
"A business without a path to profit isn’t a business, it’s a hobby"
"If no one’s upset by what you’re saying, you’re probably not pushing hard enough. (And you’re probably boring, too.)"
"Storytelling isn’t just how we construct our identities, stories are our identities"
"'He who has a why to live can bear almost any how' "
"They can because they think they can"
"Se há coisa que não suporto é misturar catequese com negócios, é a incapacidade para calçar os sapatos do outro e só pensar na nossa posição de coitadinhos, pobres vítimas indefesas dos maus e que por isso precisamos do Estado todo poderoso para nos proteger e, nem percebem na volta, os juros que o Estado cobra por esse serviço mafioso de protecção que, ainda por cima não resolve nada."
"Empathy is like a universal solvent. Any problem immersed in empathy becomes soluble."
"In victory, do not brag; in defeat, do not weep"
"Value it's a feeling not a calculation"
"An economist is someone who has had a human being described to him, but has never actually seen one."
"Don't finish first--it's not about running a rat race. Start with a better ending in mind."
"If you sit in on a poker game and don’t see a sucker, get up. You’re the sucker.”
"The 'value added' for most any company, tiny or enormous, comes from the Quality of Experience provided."
"Crediting government with the success of entrepreneurs is like crediting the guy who built Bill Gates’ garage with the success of Microsoft."
"I have found that assuming social scientists understand the difference between correlation and causality is not generally a good one."
"Promising never to raise taxes, without reaching a deal on spending, really means a high and rising commitment to future taxes."
"Some things are so foolish that only an intellectual could believe them, for no ordinary man could be such a fool"
"os bancos não financiam a economia, a poupança sim"
"I do not know the key to success, but the key to failure is trying to please everybody"
"Never be afraid to try, remember... Amateurs built the ark. Professionals built the Titanic."
"terms such as 'experiment' and 'observation' cover complex processes containing many strands. 'Facts' come from negotiations between different parties and the final product - the published report - is influenced by physical events, dataprocessors, compromises, exhaustion, lack of money, national pride and so on."
"'science in the making' is 'the consequence of [a] settlement' of 'controversies'."
"If the state wishes to spend more, it can do so only by borrowing your savings or taxing you more. And it's no good thinking someone else will pay, that someone else is you."
"All failures of strategy are rooted in the assumption that outcomes are predictable."
"Doing things like your bigger competitors is how to get killed in the wars out there"
“Uma moeda boa e forte é como a saúde. Só lhe damos verdadeiramente valor quando não a temos.”
"Life’s tough. It’s tougher if you’re stupid"
"O homem de bem exige tudo de si próprio; o homem medíocre espera tudo dos outros"
"Change is a threat when done to me, but an opportunity when done by me."
"As elites foram deixando de falar das exportações à medida que se foi percebendo que o país consegue exportar sem elas"
"Your toughest competition is the little voice inside your head telling you to stop"
"Pain is just weakness leaving your body"
"Built to last" is bad economics. Built to do something great" is the better idea. Think: "Creative destruction."
"the world is an uncertain place no matter how many Greek letter equations you affix to a problem."
"You never change things by fighting existing reality. To change s.th., build a new model making the existing model obsolete"
“No, no, you're not thinking; you're just being logical.”
"Success is not a destination. It's the trail you leave behind you."
"Winners make a habit of manufacturing their own positive expectations in advance of the event."
“You’ve got to start with the customer experience and work back toward the technology – not the other way around”
"Strategy as the "smallest set of - intended or actual - choices and decisions sufficient to guide all other choices and decisions sufficient to guide all other choices and decisions."
"When something is commoditized, an adjacent market becomes valuable"
"nature evolves away from constraints, not toward goals"
"There aren't any textbooks on what to stop doing!"
"With great power comes great irresponsibility "
"Weird things happen when you take price out of the equation for consumers"
"‘It’s so damn complex. If you ever think you have the solution to this, you’re wrong and you’re dangerous.’"
"Saruman believes it is only great power that can hold evil in check, but that is not what I have found. I found it is the small everyday deeds of ordinary folk that keep the darkness at bay. Small acts of kindness and love."
"Increasing stuff that doesn't add value dilutes existing value."
"O federalismo não é a alternativa à troika, é a troika para sempre."
"Never underestimate the difficulty of changing false beliefs by facts"
"Stressors are information"
“If you hear a “prominent” economist using the word ‘equilibrium,’ or ‘normal distribution,’ do not argue with him; just ignore him, or try to put a rat down his shirt.”
"The advantage of experiences over things for most of us is that we can make them seem unique, which = scarce, which = value"
"Pedras no caminho?
Guardo todas, um dia vou construir um castelo"
"Without risk, faith is an impossibility."
"Não posso com quem vive a achar que os outros lhe devem sempre alguma coisa."
"In a world of increasing automation, our ability to perform tasks is not nearly as important as our ability to dream. The questions we need to ask are not ones of action, but ones of meaning"
"Me arrancam tudo a força e depois me chamam de contribuinte."
"Letting people vote for expensive programs that “somebody else” will finance is a good recipe for getting people to vote irresponsibly"
"what's fairness gotta do with pricing based in value?"
"The epic battle of our generation is between the status quo of mass and the never-ceasing tide of weird."
“Price is emotional”
"There will always be a reason why you can't pursue it, until competitors create a reason why you must."
"The most important thing to study is opening theory"
"The greater the contrast, the greater the potential"
“Customers don't care about your solution, they care about their problems.”
"Todos querem conhecer a verdade, mas o que desejam é que lhes contem uma mentira em que não sejam protagonistas."
"Execution efficiency strangles innovation in the crib, but not with malice, by default.”
"Our obsession with scalability is getting in the way of unleashing the potential of the 21st century."
"The system is optimized to mitigate risk, not create value"
"Champions are made when no one is looking"
"Don't bargain on value. Half as expensive is often twice as cheap."
"Customers care about outcomes, not effort, technology, or originality."
" I can't believe it. That is why you fail."
"You don't have to pick between 1) playing the game and 2) not playing the game. You can *change* the game."
""The first principle is that you must not fool yourself and you are the easiest person to fool." "
