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Na parte I recordei o que significa apostar tudo na exploitation em detrimento da exploration, e escrevi:
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"Recentemente voltei a recordar neste espaço as palavras de March sobre a exploitation e a exploration. Quando uma empresa se concentra demasiado, quando aposta tudo na exploitation, está a aderir a um modelo mental que assume que o dia de amanhã vai ser igual ao dia de hoje, acredita que o que resulta hoje continuará a resultar amanhã..."
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Entretanto, no livro "The Design of Business - Why Design Thinking Is the Next Competitive Advantage" de Roger Martin encontro:
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"If the goal of the reliability-oriented business is to ensure that tomorrow consistently and predictably replicates yesterday, then it follows that the business will be organized as a permanent structure with long-term ongoing job assignments (Moi ici: Até tremo a ler isto... esta confiança no permanente... um reich que durará mil anos). Daily work will consist of a series of permanent, continuous tasks: make stuff, sell it, ship it, follow up with customers, and service the installed base. There are few if any limited-term projects on the organizational chart, and for good reason.
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Roger Martin cita um artigo de Mihnea Moldoveanu, "Reliability Versus Validity: A Note on Prediction" de onde destaco:
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"The problem of going from reliability... is, of course, the "all things being equal" condition that appears in most experimental reports and empirical study results, which states that the supposed cause-effect relationship supported by the data will be operational in other contexts, "all things being equal." But that is precisely the point of living in an open, uncontrolled system, also known as the world: all things are not equal from one experimental run to another."
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Aqui e aqui abordei o tema da fitness landscape ou business landscape em permanente mutação, e também já abordei o Jogo da Vida de Lindgren, permanentemente há picos elevados que caminham para depressões e vice-versa, depressões que crescem para picos.
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Pois bem, ontem, encontrei este artigo "Exploitation has diminishing returns: Roger Martin" que reforça o tema:
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"Once a company hits a winning formula, it tries to exploit it to the fullest. And therein lies the trap. “The problem is, exploitation has diminishing returns. And by focusing on what it already does, the company puts itself at risk of missing new opportunities and avoiding disasters that come from big changes in the environment. The folks at General Motors were focused on doing what they had always done and were almost destroyed by the changes they didn’t see coming. They had lots of past data to suggest they should keep making pick-ups and SUVs through 2008. But the world changed, and they just missed it,” says Roger Martin, a professor of strategic management and the Dean of Rotman School of Management at the University of Toronto. Martin, who recently authored The Design of Business— Why Design Thinking is the Next Competitive Advantage, spoke with Vivek Kaul recently about his concepts."
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As nossas empresas que não mudaram nada, que continuaram agarradas ao passado, que não viram ou não quiseram ver o mundo a mudar... estavam à espera de quê?
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