Let ailing giants die

O número de Julho-Agosto da Harvard Business Review inclui o artigo "Restoring American Competitiveness" de Gary Pisano e Willy Shih de onde retirei o seguinte extracto:
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"Throughout the world, governments have provided significant financial support to industrial companies struck by the economic crisis. As we were writing this article, Congress and the Obama administration were considering whether to give teetering GM more aid or let it go into bankruptcy proceedings. We oppose more support. There are rare instances when companies cannot be allowed to fail because of vital national interests (national security) or systemic effects (the impact that the failure of a big player like AIG or Citigroup would have on the interconnected financial system). Auto companies don’t fall into either category.
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Advocates of aid to the auto companies have argued that, in addition to preserving the huge number of jobs at those enterprises, a key reason to continue to prop them up is to preserve the supplier base. Lose these giants, they say, and you will lose feeder industries (machine tools, advanced metal fabrication, molding, and so on) crucial to the country’s industrial base. We disagree and for two reasons believe that the potential impact on the U.S. commons has been exaggerated.
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First, companies that are failing as a result of poor management or misguided strategy often suck the vitality out of the commons in which they participate, and government bailouts almost never succeed in restoring such companies to full health (Por isso, sou contra o abaixamento administrativo dos salários, por que em nada contribui para uma mudança da estratégia das organizações). Indeed, one cause of the U.S. automakers’ current predicament is their failure to nurture a strong industrial commons. Several studies have documented a marked difference between the ways U.S. and Japanese companies have managed their supplier bases, for instance. Toyota has always understood the concept of industrial commons. It treats key suppliers as long-term partners, shares development work with them, and sticks with them over the long term. When a Toyota supplier is struggling, Toyota sends in its own people to help. In sharp contrast, U.S. auto companies have generally treated their suppliers as adversaries. They keep them on a tight leash. They offer them only short contracts. They all too often base their purchasing decisions largely on price. When a supplier has a problem, the U.S. auto company’s typical response has been to terminate the contract."
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Não esquecer, hoje começa o Tour!!! Armstrong, Sastre, Contador, Menchov, Cadel Evens, Cavendish, Chavanel, Lipheimer, Hincapie, Rui Costa... a não perder!!!!!!!!!! Um must!!!!
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Ah! E apreciem as paisagens... e vejam como o dinheiro da Política Agricola Comum serve para manter a França rural viva e bonita, muito bonita.