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Impressiona perceber que tantas coisas que tomamos como garantidas no mundo dos negócios só foram equacionadas e formuladas nos últimos 40 anos.
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Sorri, porque o subtítulo do livro sobre o Balanced Scorecard, "Concentrar uma organização no que é essencial" está em sintonia com os primeiros desafios que o primeiro dos Lords da Estratégia, Bruce Henderson, encontrou nos seus primeiros trabalhos:
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"The family-owned company proudly turned out a dizzying variety of the wheels, some sold in huge volumes to customers like carmakers, others in small lots to manufacturers more specialized.
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As with Westinghouse and its line of motors, this variety turned out to be the problem. Smaller competitors that concentrated on making just the high-volume products were coming in and picking off Norton's biggest customers by charging less. Norton found itself in the dismal situation of seeing its costs, averaged across all lines, going up even as the average price it could command for products headed down.
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Norton thus posed for the consultants the first example of a kind of case they would encounter repeatedly, soon to be classified under the heading market segmentation."
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Mais à frente "it takes a long swim of the imagination to get one's mind back to an era when the notion that "businesses exist to produce results" was something that had to be called to readers' attention. The same holds true for the concept that a business could be actively, consciously managed to that end... Blowing past such hidebound-ness and timidity to install a new, agressive consciousness in business executives was precisely what the strategy revolution was about."
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"While its basic truths are so ingrained today that we take them as eternal and unchanging laws of nature - "everyone knows that"- when first proclaimed, they were electrifying: businesses should expect their costs to decline systematically, at a rate that can be accurately predicted."
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