Modelos de negócio - muito mais do que uma moda

Um dos autores que mais aprecio, Adrian Slywotzky, escreveu num dos seus livros que o melhor artigo de sempre, publicado pela revista Harvard Business Review, foi "The Computerless Computer Company" de Andrew Rappaport e Shmuel Halevi, um artigo escrito em Julho de 1991.
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O artigo devia ser lido por muita boa gente, aborda a necessidade de ter um modelo de negócio, aborda o cuidado a ter quanto ao prazo de validade de um modelo de negócio.
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E convida os gestores a não se concentrarem nos produtos físicos que produzem mas a focarem-se nas necessidades dos clientes e dos investidores.
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Alguns trechos:
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"By the year 2000, the most successful computer companies will be those that buy computers rather than build them"
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"The future belongs to the computerless computer company."
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"It is good news for the leadind US computer companies - provided they escape the past and redirect their technology, manufacturing, and marketing strategies to embrace the new realities. The strategic goal of US companies should not be to build computers. It should be to create persistent value in computing. increasingly, computers themselves are marginal to the creation of value in computing."
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Há muito sumo por detrás deste parágrafo.
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"Companies must find new sources of value - which means an external focus on business mission and markets rather than an internal focus on hardware and day-to-day operations.
Successful computer companies will play by a new set of strategic rules."
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"Few companies in any industry have the strategic foresight or courage to fundamentally transform business models that have led to success." (Isto é profundo, profundo, profundo)
But fundamentally new technological and economic forces demand just such courage. The computer companies that prosper into the next century will be those those that focus on inventing new markets rather than on building new products."