"The individual is empowered" is code for Social Media."
sábado, julho 31, 2010
Product Is The New Marketing
""Before if you were making a product, the right business strategy was to put 70% of your attention, energy, and dollars into shouting about a product, and 30% into making a great product. So you could win with a mediocre product, if you were a good enough marketer. That is getting harder to do. The balance of power is shifting toward consumers and away from companies...the individual is empowered... The right way to respond to this if you are a company is to put the vast majority of your energy, attention and dollars into building a great product or service and put a smaller amount into shouting about it, marketing it. If I build a great product or service, my customers will tell each other."
"The individual is empowered" is code for Social Media."
"The individual is empowered" is code for Social Media."
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Trecho retirado daqui, onde o autor do blogue termina perguntando "Bezos makes it sound like this is the end of Marketing? ... or is it just the beginning?"
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IMHO é simplesmente a lógica evolutiva em funcionamento, a realidade muda e os marketeiros interessados na eficácia do seu trabalho adaptam-se.
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A primeira vez que li a frase do título foi neste livro de Kumar.
sexta-feira, julho 30, 2010
Decidam-se, em que ficamos?
Jornal Público "Juros da dívida portuguesa disparam após aviso da Moody’s a Espanha
30.07.2010 - 12:27"
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30.07.2010 - 12:27"
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Por que é que o risco baixa e o juro sobe?
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Quadro às 13h29.
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Será porque o segundo artigo foi escrito pela Lusa?
Moving from Strategic Planning to Storytelling
"Think about a strategic options as being just a happy story about the future.
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It doesn't have to be right and it doesn't even have to be sensible. It just has to result in your organization being in a happy place in the future. In fact, if it were absolutely right and utterly sensible, your company would probably already be doing it.
It doesn't have to be constructed analytically. It is a holistic story — here is where we would find ourselves playing and how we would see ourselves winning. The only real requirement is that it be a happy, aspirational story. If it isn't happy, it isn't worth being an option in the first place." (Moi ici: viajar até ao futuro desejado e visualizar, e descrever o que vemos)
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It doesn't have to be right and it doesn't even have to be sensible. It just has to result in your organization being in a happy place in the future. In fact, if it were absolutely right and utterly sensible, your company would probably already be doing it.
It doesn't have to be constructed analytically. It is a holistic story — here is where we would find ourselves playing and how we would see ourselves winning. The only real requirement is that it be a happy, aspirational story. If it isn't happy, it isn't worth being an option in the first place." (Moi ici: viajar até ao futuro desejado e visualizar, e descrever o que vemos)
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"When you have assembled the happy stories/options, you can then begin to deploy the most important question in strategy: what would have to be true? For each individual story, what would have to be true for it to be a terrific choice? Work backward from an attractive possibility to see what would have to be true to make this a feasible and attractive option."
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Um tema difícil descrito de uma forma simples e poderosa por Roger Martin em "Moving from Strategic Planning to Storytelling"
Não me interpretem mal...
Ontem, Tom Peters twittou:
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"Cost control a must for all. But appears that cost control overdone, as "culture," may have been cause #1 for BP and Toyota implosions."
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Hoje, no semanário Vida Económica, encontro este artigo "Projecto Kaizen trouxe-nos um aumento de produtividade superior a 24%".
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Há tantas maneiras de medir a produtividade, de que indicador de produtividade se está a falar?
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"Fruto do emagrecimento proporcionado pelo projecto Kaizen, conseguimos gerir a empresa, com alguma dificuldade sim, mas com uma redução de custos proporcional ao decréscimo das vendas."
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""apoiamos as empresas, de forma integrada e completa, o processo de redução de custos, actuando na eliminação dos desperdícios, estando orientados para a criação de valor"" (Moi ici: Na terminologia de Larreche, a minha preferida, estão orientados para a extracção de valor, actuam dentro da empresa, o cliente da empresa não vai pagar mais pelo produto, a empresa é que consegue extrair mais valor do preço)
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Estamos a falar de aumentar a produtividade à custa da redução de custos, traduzida em fazer mais ciclos de algo com menos recursos, a concentração no denominador.
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Admitamos, que uma auditoria externa era realizada e comprovava mesmo que tinha havido um aumento da produtividade em 24%. Era interessante saber quanto é que isto vale em termos monetários...
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Realmente 24% é um resultado muito impressivo. Mas atentemos no discurso:
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"Os principais desafios que a Costa Verde enfrenta neste momento têm sobretudo a ver com a enorme crise que existe no mercado europeu, para onde se dirigem 90% das nossas exportações, na dificuldade em competir com produtos fabricados na China e outros países onde as regras relativamente ao ambiente, ao bem-estar dos colaboradores e aos apoios directos à exportação nos colocam neste momento de crise em que o mercado está mais aberto e vulnerável, à procura de produtos baratos, numa situação de competitividade extremamente difícil.
Obviamente que um euro numa relação de 1,30/1,40 para o dólar ainda mais dificulta a nossa penetração em mercados do dólar, favorecendo a oferta oriunda da zona desta moeda."
Obviamente que um euro numa relação de 1,30/1,40 para o dólar ainda mais dificulta a nossa penetração em mercados do dólar, favorecendo a oferta oriunda da zona desta moeda."
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Apesar de um aumento de 24% na produtividade... a empresa continua a debater-se com a competição dos Low Cost Manufacturing Countries (LCMC). Conclusão, por mais que a empresa aposte na melhoria do denominador vai ser sempre insuficiente para fazer face à concorrência no mercado do preço.
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Como é que uma empresa dá a volta a isto?
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"temos vindo a tomar várias iniciativas no sentido de sermos cada vez mais competitivos, através da melhoria do serviço, do design, da nossa flexibilidade e da nossa melhor capacidade de resposta às encomendas cada vez mais pequenas, mais frequentes e com timing de serviço manifestamente mais curtos."
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E isto não vos cheira a esturro?!!!
Por um lado redução de custos, optimização de fluxos, emagrecimento... por outro mais flexibilidade, encomendas mais pequenas, mais frequentes e com tempos de resposta mais curtos... Terry, Terry Hill. Pois bem, revisitemos Terry Hill neste endereço e, depois, voltamos aqui.
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Qual é a conclusão que tiro, se calhar abusivamente?
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BTW, sendo mauzinho, e recordando o jogo do gato e do rato, ou seja produtividade vs salários, era curioso saber que parte deste aumento da produtividade foi partilhado com os operários.
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Não é difícil, se o negócio é preço, sooner or later, todos os ganhos de produtividade passam para os clientes, nem trabalhadores nem accionistas ganham grande coisa... a menos que a empresa fosse a líder nos custos.
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Um aumento da produtividade em 24% e a empresa não saiu do sítio... emagreceu, a passadeira de corrida no ginásio está a correr mais depressa. Este sucesso na redução de custos apenas demonstra o quão fútil é estar nesse campeonato... apenas se atrasa o inevitável.
quinta-feira, julho 29, 2010
Taleb: Government Deficits Could Be the Next 'Black Swan'
Como neto de agricultores, conservador financeiramente e "contrarian" apreciei estas palavras de Nassim Taleb:
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"What should you do with your savings?
We have this culture of financialization. People think they need to make money with their savings rather with their own business. So you end up with dentists who are more traders than dentists. A dentist should drill teeth and use whatever he does in the stock market for entertainment.
People should have three sources of variation in their income. The first one is their own business that they understand rather well. Focus on that. The second one is their savings. Make sure you preserve them. The third portion is the speculative portion: Whatever you are willing to lose, you can invest in whatever you want.
In the second category—preservation of value—you should have the consciousness that there is something called inflation. You should avoid some classes of investments that are very fragile."
We have this culture of financialization. People think they need to make money with their savings rather with their own business. So you end up with dentists who are more traders than dentists. A dentist should drill teeth and use whatever he does in the stock market for entertainment.
People should have three sources of variation in their income. The first one is their own business that they understand rather well. Focus on that. The second one is their savings. Make sure you preserve them. The third portion is the speculative portion: Whatever you are willing to lose, you can invest in whatever you want.
In the second category—preservation of value—you should have the consciousness that there is something called inflation. You should avoid some classes of investments that are very fragile."
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"Governments that try to shoot for a surplus hardly ever reach it.
The problem is getting runaway. It's becoming a pure Ponzi scheme. It's very nonlinear: You need more and more debt just to stay where you are. And what broke [convicted financier Bernard] Madoff is going to break governments. They need to find new suckers all the time. And unfortunately the world has run out of suckers."
The problem is getting runaway. It's becoming a pure Ponzi scheme. It's very nonlinear: You need more and more debt just to stay where you are. And what broke [convicted financier Bernard] Madoff is going to break governments. They need to find new suckers all the time. And unfortunately the world has run out of suckers."
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Recortes daqui.
Outro crente...
Isto nunca vai passar da cepa torta... estamos cercados por socialistas crentes no Grande Planeador, no Grande Geometra que tudo sabe, que tudo vê, que sabe melhor do que nós o que é que é bom para nós.
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O já histórico "Espanha! Espanha! Espanha!" de 2005 não serve de lição?
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Não atrapalhem, deixem viver e sobretudo deixem morrer, não inventem!
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Mas Portugal exporta alguma coisa?
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E existe uma estratégia, ou existem várias? E sabem qual a mais adequada a cada empresa em particular.
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Será que esta gente realiza que as diferenças entre empresas do mesmo sector, em termos de desempenho, são superiores às diferenças entre empresas de diferentes sectores? (aqui)
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Estudem os resultados e as conclusões dos jogos evolutivos, please!
Exegése
Esta semana, a dias de férias, fiz a arrumação geral do escritório. No meio das movimentações passou-me pelas mãos o artigo "The Computerless Computer Company" de Andrew Rappaport e Shmuel Halevi que li há cerca de um ano.
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Resolvi pô-lo de lado para o reler.
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Ontem de manhã, na praia, tive oportunidade de reler o artigo com toda a atenção que ele merece.
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O artigo, escrito para o número de Julho-Agosto da Harvard Business Review, aborda o futuro da indústria de informática os Estados Unidos.
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Ao ler o artigo não pude deixar de fazer a sua exegése, de procurar ir ao fundo da mensagem e extrapolá-la para outras áreas de actividade. E está tanta coisa lá... e se no início dos anos 90 mais gente tivesse apreendido a mensagem principal do artigo e a tivesse posto em prática?
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"What matters is not who manufactures laptop computers but who creates utility for users.
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Controlling how laptops are used, not how they are manufactured, creates real value.
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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.
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The computer companies that prosper into the next century will be those that focus on inventing new markets rather than on building new products."
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Produzir é o mais fácil... difícil, difícil é seduzir clientes-alvo.
O papel do número e da diversidade de contactos
Continuado daqui.
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Voltando ao livro de "The Rational Optimist" de Matt Ridley, é a partir da página 77 que encontro uma ideia verdadeiramente nova para mim:.
"human beings learn skills from each other by copying prestigious individuals, and they innovate by making mistakes that are very occasionally improvements - that is how culture evolves. The bigger the connected population, the more skilled the teacher, and the bigger the probability of a productive mistake. Conversely, the smaller the connected population, the greater the steady deterioration of the skill as it was passed on. Because they depended on wild resources, hunter-gatherers could rarely live in bands larger than a few hundred and could never achieve modern population densities. This had an important consequence. It meant that there was a limit to what they could invent.
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A band of a hundred people cannot sustain more than a certain number of tools, for the simple reason that both the production and the consumption of tools require a minimum size of market.
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People will only learn a limited set of skills and if there are not enough experts to learn one rare skill from, they will lose that skill. A good idea, manifest in bone, stone or string, needs to be kept alive by numbers. Progress can easily falter and turn into regress."
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"There was nothing special about the brains of the moderns; it was their trade networks that made the difference - their collective brains."
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"The lesson is stark. Self-sufficiency was dead tens of thousand years ago. Even the relatively simple lifestyle of a hunter-gatherer cannot exist without a large population exchanging ideas and skills. ... The success of human beings depends crucially, but precariously, on numbers and connections. A few hundred people cannot sustain a sophisticated technology: trade is a vital part of the story.
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Human cultural progress is a collective enterprise and it needs a dense collective brain."
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O papel do número e da diversidade de contactos para o progresso é algo que nunca tinha racionalizado.
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Daí que quando um país se fecha ...
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Daí comparar o que era o mundo há 20 anos e agora... há 20 anos eu recebia um catálogo pelo correio. Escolhia o livro, enviava um fax a pedir uma factura pro-forma. Recebia uma carta dos States com a factura pro-forma, ía ao banco e pedia um cheque. Recebia o cheque e enviava-o pelo correio para os States.... finalmente recebia o livro, ou a revista. Hoje, temos a internet, temos a Amazon, temos a biblioteca científica on-line em qualquer universidade, temos a Gigapedia, temos os blogues, temos o twitter... Lembro-me da surpresa que tive, ao folhear o primeiro número da HBR que subscrevi, em 1990 ou 1991, uma revista em que Peter Drucker respondia a cartas de leitores... Peter Drucker?! Hoje, Tom Peters faz retweets de comentários meus.
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Que aceleração espectacular da quantidade de contactos... e, a fazer fé na forma como Matt Ridley intitula o prólogo do livro, "When ideas have sex", que explosão Câmbrica de conhecimento, tecnologia, ... veremos a sair daqui?
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E isto é só o princípio:
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Futurização
"I saw a two-year old kid (in diapers, in a stroller), using an iPod Touch today. Not just looking at it, but browsing menus and interacting. This is a revolution, guys."
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Trecho de Seth Godin retirado daqui.
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Trecho de Seth Godin retirado daqui.
quarta-feira, julho 28, 2010
Cainesianismo abatido pela demografia?
Depois de Edward Hugh e Claus Vistesen abordarem e disseminarem o tema, eis Bill Gross de volta ao tema:
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"Demographics – or in this case population growth – is so long term in its influence that economists and observers are inclined to explain the functioning of economic society without ever factoring in the essential part that it plays in growth. Production depends upon people, not only in the actual process, but because of the final demand that justifies its existence. The more and more consumers, the more and more need for things to be produced. I will go so far as to say that not only growth but capitalism itself may be in part dependent on a growing population."
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"The danger today, as opposed to prior deleveraging cycles, is that the deleveraging is being attempted into the headwinds of a structural demographic downwave as opposed to a decade of substantial population growth. Japan is the modern-day example of what deleveraging in the face of a slowing and now negatively growing population can do."
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Anda na minha cabeça uma teoria mal amanhada que me impele a fazer o paralelismo com a queda do Império Romano e o colapso demográfico que se lhe sucedeu.
Leituras de 2009
Com cerca de sete meses de atraso cá vai a avaliação das minhas leituras de 2009. A classificação que atribuo é pessoal e baseada sobretudo na importância do conteúdo para o meu trabalho e desenvolvimento.
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5 estrelas (a ordem pelo qual aparecem é aleatória)
- · Quem mexeu no meu queijo?
- · Ultrapassar o impasse
- · Brain rules
- · Multimedia learning
- · The art of profitability
- · Profit patterns
- · A certeza de vencer
- · Branding a store (acrescento que este livro ganha o meu prémio de a melhor leitura de 2009)
- · Business Model Generation
- · Work flow modeling (provavelmente o melhor livro sobre processos)
- · Private label (um must)
- · How to succeed at retail (outro must)
4 estrelas
- · Sources of power
- · The power of intuition
- · Manufacturing in the corporate strategy
- · The strategy and tactics of pricing
- · O ponto morto
- · Marketing em Pessoa
- · Leadership in the era of economic uncertainty
- · Up against the Wal-Marts
- · Balanced scorecard no estado
- · O medo do insucesso nacional
- · Critical chain
- · Pricing on purpose
- · Using Trends and Scenarios as Tools for Strategy Development
- · Scenario Planning The link between future and strategy"
- · The price advantage
- · Give your speech, change the world (premonição)
- · A vaca púrpura
- · Markets of one
- · What the customer wants you to know
- · The art of inovation
- · Making Things Happen
- · Perceber a crise para encontrar o caminho
- · Blink
- · Beating the global consolidation endgame
- · Pricing with confidence
- · The Laws of simplicity
- · Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies
- · Strategy as Practice - An Activity-Based Approach
2 estrelas
- · Strategic supremacy
- · O BSC em Hospitais
Visual language for designers
Winning the profit game
Confessions of a public speaker
Trust me
terça-feira, julho 27, 2010
Para reflexão
"anyone else who still holds a glimmer of hope that at the end of the day the CNBC spin may be right (Moi ici: os Peres Metelo lá do sítio) , is advised to steer clear of Faber's most recent thoughts."
Isto é um teste!
Ontem, ao ver o primeiro quarto de hora do filme "Inception" (não gosto do título português "Origem"), as palavras de Saito san fizeram-me recordar de imediato este texto "Personalidade"
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Obrigado Eduardo.
Trocar, comerciar, experienciar
Actualmente ando a ler "The Rational Optimist How Prosperity Evolves" de Matt Ridley.
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As primeiras 75 páginas lêem-se bem mas o autor plissa um bocado. A grande mensagem das primeiras 75 páginas aprendi-a, ou antes, tomei consciência dela, com Beinhocker: a economia é um desenvolvimento evolutivo criado pelos humanos, tal qual o sonar nos morcegos ou as pintas do leopardo.
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"Whatever the explanation for the modernisation of human technology after 200,000 years ago, it must be something that gathers pace by feeding upon itself, something that is auto-catalytic.
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I am going to argue that the answer lies not in climate, nor genetics, nor in archaeology, nor even entirely in 'culture', but in economics. Human beings had started to do something to and with each other that in effect began to build a collective intelligence. They had started, for the very first time, to exchange things between unrelated, unmarried individuals; to share, swap, barter and trade.
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Exchange is therefore a thing of explosive possibility, a thing that breeds, explodes, grows, auto-catalyses.
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Barter was the trick that changed the world.
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Without trade, innovation just does not happen. Exchange is to technology as sex is to evolution. It stimulates novelty.
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The extraordinary thing about exchange is that it breeds: the more of it you do, the more of it you can do. And it calls fourth innovation."
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Após ler estes trechos como encarar este artigo "Snapgoods: Like Zipcar for Gadgets"
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E agora imaginem a vida de um consultor/auditor/formador que contacta 30/50 empresas por ano, que lê livros e revistas, que acede à internet... desde o primeiro ano da minha vida como consultor/formador o que mais me arrepiou foi o perceber o quanto se cresce mentalmente no espaço de um ano com a quantidade de interacções e experiências, quando comparado com cada um dos 8 anos anteriores a trabalhar por contra de outrem em empresas.
"Natal é quando as Crianças pedem e os Pais pagam. Défices é quando os Pais pedem e as Crianças pagam."
"O problema surge quando as decisões não produzem o resultado previsto, quando não potenciam o crescimento, nem asseguram o desenvolvimento regional harmonioso. Nestas alturas, os modelos de incentivos do Estado, que não se baseiam no utilizador-pagador, nem no contribuinte-pagador, deveriam justificar um debate sério sobre o processo de decisão de incentivos relevantes com custos geracionalmente diferidos? É que a solução do futuro-eventual-pagador tende a ser insustentável, é dificilmente inadmissível e de legitimidade discutível. Álém do mais, é quase imoral querer beneficiar da herança dos filhos."
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Trecho daqui.
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Trecho daqui.
Sintomas de um PDAEC
"Enfermeiros acusam INEM de trocar ambulâncias"
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"O Sindicato dos Enfermeiros Portugueses acusa o INEM de substituir ambulâncias SIV (Suporte Imediato de Vida) por ambulâncias SBV (Suporte Básico de Vida), com risco para as populações, sobretudo no Alentejo. A Ordem confirma. O INEM desmente."
segunda-feira, julho 26, 2010
Sintomas de um PDAEC
"a posição destes enfermeiros se deve à "ausência de pagamento desde há cinco meses""
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"Enfermeiros do helicóptero de Santa Comba Dão indisponíveis para assegurar turnos"
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"Enfermeiros do helicóptero de Santa Comba Dão indisponíveis para assegurar turnos"
A "culpa" nunca é só de uma das partes.
A "culpa" nunca é só de uma das partes.
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"O empresário recusa que os baixos salários sejam justificação. "Há dez anos era ainda mais pequeno e havia menos absentismo". Chegou a fazer uma experiência, não trabalhar sexta-feira à tarde, para que as pessoas tivessem tempo livre. "Resultou durante algum tempo, mas depois voltou tudo à mesma", disse."
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E a empresa, não cresceu? E, por isso, a atmosfera e/ou a cultura não se alterou?
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O que tem feito para conquistar a mente das pessoas? Continua a saber o nome das pessoas? Contínua a saber que têm um filho, que está no 6º ano de escolaridade?
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As pessoas saem da escola de hoje (e da família de hoje) com um desprezo natural pela disciplina e pelo esforço, o que tem feito para canalizar a energia das pessoas sem o recurso ao chicote ou à cenoura?
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Não passam de postas de pescada que aqui lanço, mas julgo que de nada serve diabolizar uma parte ou outra.
Abandono e ruína
É verdade, são as estradas minhotas, Vizela foi a que mais me impressionou, recentemente foi no trajecto de comboio entre Aveiro e Coimbra que fiquei perturbado com tanto abandono e ruína.
A escola do futuro
"1. Most colleges are organized to give an average education to average students.
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Pick up any college brochure or catalog. Delete the brand names and the map. Can you tell which school it is? ... They are mass marketers.
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Stop for a second and consider the impact of that choice. By emphasizing mass and sameness and rankings, colleges have changed their mission."
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Pick up any college brochure or catalog. Delete the brand names and the map. Can you tell which school it is? ... They are mass marketers.
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Stop for a second and consider the impact of that choice. By emphasizing mass and sameness and rankings, colleges have changed their mission."
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Por todo o lado os sintomas, os sinais de instituições que precisam de ser mudadas, que já estão dessintonizadas do tempo que vamos viver.
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"Type 1. You can take a class where you learn technique, facts and procedures.
Type 2. You can take a class where you learn to see, learn to lead and learn to solve interesting problems.
The first type of teaching isn't particularly difficult to do, and it's something most of us are trained to absorb. The first type of schooling can even be accomplished with self-discipline and a Dummies book. The first type of class is important but not scarce.
The second kind, on the other hand, is where all real success comes from. It's really tricky to find and train people to do this sort of teaching, and anytime you can find some of it, you should grab it."
Type 2. You can take a class where you learn to see, learn to lead and learn to solve interesting problems.
The first type of teaching isn't particularly difficult to do, and it's something most of us are trained to absorb. The first type of schooling can even be accomplished with self-discipline and a Dummies book. The first type of class is important but not scarce.
The second kind, on the other hand, is where all real success comes from. It's really tricky to find and train people to do this sort of teaching, and anytime you can find some of it, you should grab it."
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(Moi ici: Basta olhar para um daqueles cadernos que o semanário Expresso traz sobre o ensino superior, por exemplo neste fim-de-semana que passou. Se alguém pegasse nos licenciados em Engenharia Química formados pela FEUP, desde 1987 até 2007, e lhes perguntassem que fracção do que aprenderam na universidade usam no dia-a-dia... teriam uma surpresa...)
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Recortes de textos de Seth Godin e aqui também.
Ludibriar os incumbentes...
Na noite de Sábado para Domingo, vi o filme "O Patriota com Mel Gibson.
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As cenas das batalhas, fizeram-me recordar este postal "Martelar modelos "hard" para explicar a realidade".
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Combater no terreno e segundo as regras que dão vantagem aos incumbentes é ser ingénuo, trouxa e carne para canhão.
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Quando Benjamin Martin entra em cena com as tácticas de guerrilha, aproveita a rapidez, a flexibilidade e novas regras.
Falta de concentração estratégica
Há dias, ao visitar uma loja da marca Quebramar, deparei com uns polos em malha piquet(?) usados pela equipa espanhola na America's Cup. Estavam repletos de bordados com os nomes das empresas patrocinadoras, entre eles estava o da Marsans.
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Ontem, num hipermercado Jumbo na cidade do Porto, constatei que a Marsans era a empresa que tinha uma parceria com o Jumbo para operar uns quiosques conjuntos.
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IMHO, cheira-me aqui a desorientação estratégica... será que o potencial consumidor tocado pelo patrocínio da America's Cup é o mesmo que compra viagens turísticas no hipermercado?
domingo, julho 25, 2010
Concentrar, focar, alinhar, sintonizar, ... sempre!!!
"We didn't discover the formula for business success. There isn't one. But we did discover something important. By looking at twenty-six companies in depth, we concluded that there are things you can do if you want your company to be successful for a long time.
Develop a simple strategy. Decide how you're going to be distinctive. Decide how you'll make money. Simplify the strategy until it fits neatly in a sentence or two.
Then, focus ruthlessly on your strategy and on the business basics. Stay with your strategy until it doesn't work anymore.
That's simple, but it's difficult. There is the temptation to grow at any cost. There are new CEOs who want to "put their stamp on the company." Pundits urge you to practice "creative destruction." And there's always the lure of the newest, shiniest, magic strategy.
Don't succumb. Stay with the simplicity that works."
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Textos retirados de Wally Bock's Three Star Leadership Blog
Develop a simple strategy. Decide how you're going to be distinctive. Decide how you'll make money. Simplify the strategy until it fits neatly in a sentence or two.
Then, focus ruthlessly on your strategy and on the business basics. Stay with your strategy until it doesn't work anymore.
That's simple, but it's difficult. There is the temptation to grow at any cost. There are new CEOs who want to "put their stamp on the company." Pundits urge you to practice "creative destruction." And there's always the lure of the newest, shiniest, magic strategy.
Don't succumb. Stay with the simplicity that works."
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""In real life, strategy is actually very straightforward. You pick a general direction and implement like hell." (Welsh)
It's hard to explain a three-volume, number-filled, strategic plan to mid-level managers and people on the front lines. Simple strategies are easier to explain and easier to implement.
Try putting your strategy into a slogan or a sentence or a couple of sentences that everyone can understand and use as a guide to action."
It's hard to explain a three-volume, number-filled, strategic plan to mid-level managers and people on the front lines. Simple strategies are easier to explain and easier to implement.
Try putting your strategy into a slogan or a sentence or a couple of sentences that everyone can understand and use as a guide to action."
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Textos retirados de Wally Bock's Three Star Leadership Blog
sábado, julho 24, 2010
Experimentar, testar, aprender e evoluir.
O trecho que ontem recortei do livro "Competing for the Future" ficou a ressoar na minha mente com uma preocupação... concentração não significa saber tudo à partida, não quer dizer que se tem tudo estabelecido desde o início.
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Então, no capítulo seguinte encontro algo que ajuda a esclarecer, que ajuda a evitar a mensagem que não queria que fosse apreendida:
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"being first carries a risk of failure disproportionate to the rewards of leadership only when the pioneering firm permits its financial commitment to race ahead of its understanding of the precise nature of the emerging opportunity. The objective is to learn as quickly and as inexpensively as possible about the precise nature of customer demand, the suitability of the new product or service concept, and the need for adjustments in market strategy."
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Boyd ensinou-me os fundamentos da blitzkrieg... schwerpunkt:
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"Schwerpunkt represents a unifying concept that provides a way to rapidly shape focus and direction of effort as well as harmonize support activities with combat operations, thereby permit a true decentralization of tactical command within centralized strategic guidance—without losing cohesion of overall effort.
or put another way
Schwerpunkt represents a unifying medium that provides a directed way to tie initiative of many subordinate actions with superior intent as a basis to diminish friction and compress time in order to generate a favorable mismatch in time/ability to shape and adapt to unfolding circumstances."
or put another way
Schwerpunkt represents a unifying medium that provides a directed way to tie initiative of many subordinate actions with superior intent as a basis to diminish friction and compress time in order to generate a favorable mismatch in time/ability to shape and adapt to unfolding circumstances."
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Entretanto, a minha leitura do número especial da revista Long Range Planning dedicado aos modelos de negócio levou-me a um artigo de Rita McGrath, "Business Models: A Discovery Driven Approach":
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"The concept of ‘the business model’ is appealing because it suggests a change to the way that strategies are conceived, created and executed against. In highly uncertain, complex and fast-moving environments, strategies are as much about insight, rapid experimentation and evolutionary learning as they are about the traditional skills of planning and rock-ribbed execution. Modeling, therefore, is a useful approach to figuring out a strategy, as it suggests experimentation, prototyping and a job that is never quite finished.
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business models often cannot be fully anticipated in advance. Rather, they must be learned over time, which emphasizes the centrality of experimentation in the discovery and development of new business models
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Conventionally, the Holy Grail in strategy has been the creation of a ‘sustainable’ competitive advantage. In more and more categories, however, we see firms competing to achieve what we might think of as a ‘temporary’ advantage, which they exploit until competition has caught up or markets have changed, at which point, the hunt is on for a new advantage. The business model construct encourages conversations which might help us discern possible early warnings of model weakness and prompt the search for new ones
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Finally, as business models themselves evolve and mature, adopting the notion suggests a developing understanding that strategy itself is quite frequently discovery driven rather than planning oriented.
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When an existing business model has been copied, made irrelevant by environmental events or is otherwise no longer germane to customers, new business models have the opportunity to flourish. It is difficult, however, to plan analytically for which new models will supplant old ones, since so many of the variables relevant to their success are unknown at the outset. This brings us to the next issue - the centrality of experimentation in discovering new models.
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Most business models are conceived within the boundaries of a particular set of constraints. As new technologies and other shifts relax constraints or impose different ones, the opportunities for new models (and the threats to existing ones) increase. Typically, new models emerge when a constraint is lifted, and old ones often come under pressure when one emerges."
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business models often cannot be fully anticipated in advance. Rather, they must be learned over time, which emphasizes the centrality of experimentation in the discovery and development of new business models
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Conventionally, the Holy Grail in strategy has been the creation of a ‘sustainable’ competitive advantage. In more and more categories, however, we see firms competing to achieve what we might think of as a ‘temporary’ advantage, which they exploit until competition has caught up or markets have changed, at which point, the hunt is on for a new advantage. The business model construct encourages conversations which might help us discern possible early warnings of model weakness and prompt the search for new ones
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Finally, as business models themselves evolve and mature, adopting the notion suggests a developing understanding that strategy itself is quite frequently discovery driven rather than planning oriented.
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When an existing business model has been copied, made irrelevant by environmental events or is otherwise no longer germane to customers, new business models have the opportunity to flourish. It is difficult, however, to plan analytically for which new models will supplant old ones, since so many of the variables relevant to their success are unknown at the outset. This brings us to the next issue - the centrality of experimentation in discovering new models.
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Most business models are conceived within the boundaries of a particular set of constraints. As new technologies and other shifts relax constraints or impose different ones, the opportunities for new models (and the threats to existing ones) increase. Typically, new models emerge when a constraint is lifted, and old ones often come under pressure when one emerges."
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Este último sublinhado faz-me recordar aquela citação, a vida na Natureza não pensa, tem tem vontade teleológica, a vida na Natureza evolui fugindo, ou contornando as restrições.
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Nós, humanos, pensamos, temos vontade teleológica... mas temos ferramentas incompletas e imperfeitas para perceber o mundo na sua totalidade. Nós estamos no mundo mas não vemos o mundo, vemos a nossa interpretação, o nosso modelo do mundo.
Uma analogia interessante
Já escrevi aqui sobre o quanto o marxianismo que está entranhado em mim se espanta com o preço de, por exemplo, capacetes de marcas premium para ciclismo, sabendo qual é o nível de preço a que saem da fábrica na China. O andrecruzzzz chama a atenção para uma analogia interessante:
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"reflicto muito em marcas premium com fábricas na china..tais fábricas em parceria com sócios chineses que rabsorvem o know-how todo. faz-me lembrar um pouco a história da CIA e da al-quaeda no afeganistão.."
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Se eles um dia começarem a financiar alguns craques do ciclismo e conseguirem, com isso, associar a sua, deles, marca a performance e a vitórias...
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Os apologistas da formação profissional por tudo e por nada, que nunca puseram um pé numa empresa, não imaginam o quão fácil é produzir hoje em dia. O truque não é produzir, o truque é seduzir os donos dos porta-moedas a comprarem.
sexta-feira, julho 23, 2010
Sintomas de um PDAEC
O Jornal de Notícias publicou esta madrugada a notícia "Dentistas recusam clientes que usam cheques do Estado". Nela, alguém, apanhado com as calças na mão comenta:
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"“a situação não está totalmente resolvida”, mas está a melhorar"
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Os dentistas contam:
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"“Agora dizem que pagam em Julho um volume significativo. Mas já tinham dito que seria em Junho e, antes disso, tinham prometido em Maio”."
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Há momentos o Público publicava "Dívidas dos cheques-dentista serão liquidadas em Agosto"
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A derrapagem continua... sintomas de um processo de apodrecimento em curso (PDAEC)
Concentrar, alinhar, sintonizar
Concentrar, alinhar, sintonizar, focar, recursos, pessoas, tempo, atenção, imaginação, motivação, sonho e vontade numa aposta, numa oportunidade assente numa qualquer descontinuidade, numa desconformidade, em algo inesperado.
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Quando não há concentração há deriva!
Quando não há concentração não há estratégia, há dispersão
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"The pursuit of a single strategic intent over a long period of time ensures that the efforts of individuals, functional departments, and entire businesses converge on the same goal. In many
companies with which we are acquainted there is no such convergence of long-term goals. We often ask managers to look back over the past six or seven annual strategic plans and test them for consistency in long-term direction. What these managers often find is that development trajectories, definitions of served market, investment programs, and even the definition of the firm's core competencies and core businesses get changed far more often than is justified by changing competitive circumstances. The goal of strategic intent is to ensure there is some "cumulativeness" to month-by-month and year-by-year decisions.
Almost as bad as having no clear aspirational goal is having multiple, competing goals. Where there are no shared, corporatewide priorities for growth and new business development, resource fragmentation and suboptimization is the likely outcome."
companies with which we are acquainted there is no such convergence of long-term goals. We often ask managers to look back over the past six or seven annual strategic plans and test them for consistency in long-term direction. What these managers often find is that development trajectories, definitions of served market, investment programs, and even the definition of the firm's core competencies and core businesses get changed far more often than is justified by changing competitive circumstances. The goal of strategic intent is to ensure there is some "cumulativeness" to month-by-month and year-by-year decisions.
Almost as bad as having no clear aspirational goal is having multiple, competing goals. Where there are no shared, corporatewide priorities for growth and new business development, resource fragmentation and suboptimization is the likely outcome."
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Demasiadas vezes exageramos na atenção que damos à concorrência. E essa atenção exagerada impede-nos de ser diferentes, impede-nos de sermos distintos. Estamos tão distraídos em copiar, em superar pontos negativos face ao concorrente que nos esquecemos de fazer a diferença.
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Trecho de Hamel e Prahalad, retirado de "Competing for the Future"
quinta-feira, julho 22, 2010
O fim de uma era (parte II)
Parte I.
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"The scary thing about this is, if Apple isn't secure enough to keep a blatant violation of their rules out of their own store, how many malware-infested apps are slipping into the store right under their noses? It sounds like nobody's at the wheel."
Esticar a corda e começar antes do tempo
Acerca das eternas preparações, acerca das empresas que nunca mais mudam de vida porque ainda não estão preparadas, porque ainda não é tempo, porque falta qualquer coisa, porque ...
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A firm's strategic architecture and its overall strategic intent must be grounded in a deep understanding of potential discontinuities, competitor intentions, and evolving customer needs.
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Nevertheless, a firm's strategic intent should represent an ambition that stretches far beyond the current resources and capabilities of the firm. Unfortunately, planning and budgeting criteria often conspire to prevent the company from committing to a goal that lies beyond the range of currently available resources. What is immediately feasible drives out what is ultimately desirable. Let us explain.
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Strategic planning is, in practice, a "feasibility sieve." It is a tool for ensuring that questions of feasibility are fully addressed. Do we have the resources? Is the market ready? Is the net present value positive? These are the concerns of strategic planning. Strategic planning and capital budgeting are, in essence, used to reject goals when the means for achieving those goals are not readily at hand. They require managers to "Be realistic," which is not a bad thing! These are legitimate questions-there are no excuses for poorly thought out, hare-brained strategies-but what happens if a firm tries to push an ambitious ten-year strategic intent through the sieve? It simply won't go through. (Moi ici: Este "ser realista" versus "optimismo documentado" - termo cunhado pelo José Silva do Norteamos.)
Strategic planning is, in practice, a "feasibility sieve." It is a tool for ensuring that questions of feasibility are fully addressed. Do we have the resources? Is the market ready? Is the net present value positive? These are the concerns of strategic planning. Strategic planning and capital budgeting are, in essence, used to reject goals when the means for achieving those goals are not readily at hand. They require managers to "Be realistic," which is not a bad thing! These are legitimate questions-there are no excuses for poorly thought out, hare-brained strategies-but what happens if a firm tries to push an ambitious ten-year strategic intent through the sieve? It simply won't go through. (Moi ici: Este "ser realista" versus "optimismo documentado" - termo cunhado pelo José Silva do Norteamos.)
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When what is feasible drives out what is desirable, an ambitious strategic intent becomes impossible. While politics may be the art of the possible, leadership is the art of making the impossible come true.
Mahatma Gandhi, Martin Luther King, and Abraham Lincoln were leaders first, and politicians second. Similarly, strategic intent must take primacy over the realpolitik of planning. Although strategic planning is billed as a way of becoming more future oriented, most managers admit that their strategic plans reveal more about today's problems than tomorrow's opportunities. Plans seldom do more than project the present forward incrementally. The goal of strategic intent, the implicit task in developing a strategic architecture, is to fold the future back into the present. It forces the organization to ask, "What must we be doing differently today if we want to create this particular future-if we want to reach this particular future destination?" (Moi ici: Começar pelo fim, começar pela viagem ao futuro, para depois actuar no presente)
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“We believe that it is essential for top management to set out an aspiration that creates, by design, a chasm between ambition and resources. An explicit emphasis on the notion of "fit," and the way in which the idea of fit is embedded in strategy tools, often deflects managers from the enormously important task of creating a misfit between resources and ambitions. Of course, at any point in time there must be a loose fit between short-term objectives and near-at-hand resources.”
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“Where fit is achieved by simply paring down ambitions, there will be no spur for such ingenuity and much of the firm's strategic potential will remain dormant. Tests of realism and feasibility must not be prematurely applied. Stretch and the creativity it engenders are the engine and fuel for corporate growth and vitality.”
When what is feasible drives out what is desirable, an ambitious strategic intent becomes impossible. While politics may be the art of the possible, leadership is the art of making the impossible come true.
Mahatma Gandhi, Martin Luther King, and Abraham Lincoln were leaders first, and politicians second. Similarly, strategic intent must take primacy over the realpolitik of planning. Although strategic planning is billed as a way of becoming more future oriented, most managers admit that their strategic plans reveal more about today's problems than tomorrow's opportunities. Plans seldom do more than project the present forward incrementally. The goal of strategic intent, the implicit task in developing a strategic architecture, is to fold the future back into the present. It forces the organization to ask, "What must we be doing differently today if we want to create this particular future-if we want to reach this particular future destination?" (Moi ici: Começar pelo fim, começar pela viagem ao futuro, para depois actuar no presente)
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“We believe that it is essential for top management to set out an aspiration that creates, by design, a chasm between ambition and resources. An explicit emphasis on the notion of "fit," and the way in which the idea of fit is embedded in strategy tools, often deflects managers from the enormously important task of creating a misfit between resources and ambitions. Of course, at any point in time there must be a loose fit between short-term objectives and near-at-hand resources.”
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“Where fit is achieved by simply paring down ambitions, there will be no spur for such ingenuity and much of the firm's strategic potential will remain dormant. Tests of realism and feasibility must not be prematurely applied. Stretch and the creativity it engenders are the engine and fuel for corporate growth and vitality.”
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Estes trechos de Hamel e Prahalad, retirados de "Competing for the Future" apelam a esticar a corda, a percorrer caminhos desconhecidos, a perder o controlo total... recordo aquela citação da F1, atribuída a muita gente:
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"If everything is under control you're not fast enough."
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Se não entramos "fora de controlo", senão deixamos de ser "realistas" estaremos sempre em terreno conhecido de todos e por todos, com poucas hipóteses de criar valor. Claro que alguns espertos aproveitam-se deste "fora de controlo" para ludibriar as empresas.
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Uma reflexão mais recente sobre este mesmo tema encontra-se aqui:
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"Good things happen when we start before we’re ready. Not only do we open ourselves to the blessings of happy serendipity, but we steal a march on the forces of procrastination, perfectionism, overpreparation, fear and self-doubt.
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One of the quirks of warfare in the desert, where there are no natural defensive barriers like rivers or mountain ranges, is that, once one side gets the other on the run, that “run” can go on for a long time. In this case it was a thousand miles, all because Rommel started before he was ready.
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By the time we’re ready, it’s too late. The moment has passed. Resistance has seen us coming and has marshaled all its forces to lay us low."
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One of the quirks of warfare in the desert, where there are no natural defensive barriers like rivers or mountain ranges, is that, once one side gets the other on the run, that “run” can go on for a long time. In this case it was a thousand miles, all because Rommel started before he was ready.
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By the time we’re ready, it’s too late. The moment has passed. Resistance has seen us coming and has marshaled all its forces to lay us low."
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Nunca me esqueço do europeu de futebol de 1992. Uma selecção tinha ganho no campo o direito a estar presente no evento, a Sérvia. Por causa da política e da guerra foi desqualificada ou suspensa. Assim, à última da hora, sem preparação, com alguns jogadores já em férias, literalmente, foi repescada à pressa a selecção da Dinamarca para substituir a Sérvia e ser campeã da Europa. Depois, quando vemos toda a preparação de algumas selecções... dá que pensar.
Outra forma de começar pelo fim!!!
"Let’s start with operations. The business operations of large Western companies have been built during the past century around the concept of “pushing” resources into the areas of greatest anticipated need.
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Whether it’s the shelves of a retail store, the activities of a manufacturing plant, or the processes comprising human resource management, push approaches try to forecast demand and then design operations to ensure they deploy the right resources to the right place at the right time.
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Push programs have enabled scalable, cost-effective operations. But they’ve come at a steep price: the rigid standardization and specication of activities and tasks they require. The highly specied operations manuals created by traditional push programs are in many ways antithetical to talent development, which requires workers to improvise and experiment with their working practices in order to learn and grow.
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But what if, rather than trying to forecast demand and standardize operations so as to avoid surprises, companies were to create more exible “pull” platforms to help participants access resources whenever and wherever they are needed? What if, rather than treating exceptions (such as quality exceptions on a manufacturing assembly line) as a nuisance to be eliminated, companies welcomed them as an opportunity for participants to tinker and experiment?"
Whether it’s the shelves of a retail store, the activities of a manufacturing plant, or the processes comprising human resource management, push approaches try to forecast demand and then design operations to ensure they deploy the right resources to the right place at the right time.
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Push programs have enabled scalable, cost-effective operations. But they’ve come at a steep price: the rigid standardization and specication of activities and tasks they require. The highly specied operations manuals created by traditional push programs are in many ways antithetical to talent development, which requires workers to improvise and experiment with their working practices in order to learn and grow.
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But what if, rather than trying to forecast demand and standardize operations so as to avoid surprises, companies were to create more exible “pull” platforms to help participants access resources whenever and wherever they are needed? What if, rather than treating exceptions (such as quality exceptions on a manufacturing assembly line) as a nuisance to be eliminated, companies welcomed them as an opportunity for participants to tinker and experiment?"
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Trecho retirado de "The Power of Pull" de John Hagel, John Brown e Land Davison
quarta-feira, julho 21, 2010
Arquitectura estratégica e modelo de negócio
O artigo "Business Model Design: An Activity System Perspective" de Christoph Zott e Raphael Amit, publicado no volume 43 da revista Long Range Planning é uma boa referência sobre o conceito de modelo de negócio. Seguem-se alguns recortes:
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"Each of these choices involves a fundamentally different business model, that is, implies a different set of activities, as well as the resources and capabilities to perform them - either within the firm, or beyond it through cooperation with partners, suppliers or customers. And each choice will have implications for the venture’s performance potential - it will affect what capital expenditures are necessary, what prices can be charged and what margins earned, and, perhaps most importantly, which customers and competitors the new firm will deal with. In other words, the design of the business model is a key decision for an entrepreneur who creates a new firm - and a crucial - perhaps more difficult e task for general managers who are charged with rethinking their old model to make their firm fit for the future.
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“the overall objective of a focal firm’s business model is to exploit a business opportunity by creating value for the parties involved, i.e., to fulfill customers’ needs and create customer surplus while generating a profit for the focal firm and its partners. That objective is reflected in the customer value proposition, and has been characterized by Magretta as ‘the value creating insight on which the firm turns’. An activity in a focal firm’s business model can be viewed as the engagement of human, physical and/or capital resources of any party to the business model (the focal firm, end customers, vendors, etc.) to serve a specific purpose toward the fulfillment of the overall objective. An activity system is thus a set of interdependent organizational activities centered on a focal firm, including those conducted by the focal firm, its partners, vendors or customers, etc.. The firm’s activity system may transcend the focal firm and span its boundaries, but will remain firm-centric to enable the focal firm not only to create value with its partners, but also to appropriate a share of the value created itself.
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Interdependencies among activities are central to the concept of an activity system, and provide insights into the processes that enable the evolution of a focal firm’s activity system over time as its competitive environment changes. (Moi ici: Esta interdependência organizada, orquestrada, arquitectada é um claro exemplo da evolução de mistério para algoritmo que Roger Martin tão bem explica) These interdependencies are created by entrepreneurs or managers who shape and design both the organizational activities and the links (transactions) that weave activities together into a system. Such purposeful design - within and across firm boundaries - is the essence of the business model. Some activities relevant to the focal firm’s business model will be performed by the firm itself, others by suppliers, partners and/or customers. The architecture of the firm’s activity system - shaped by the choice of activities, how they are linked, and who performs them - captures how the focal firm is embedded in its ‘ecology,’ i.e., in its multiple networks of suppliers, partners and customers, as well as defining who are the firm’s potential suppliers, partners and customers (and competitors) in the first place.
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These important consequences of the firm’s business model design choice have obvious ramifications for its ability to create and capture value. The stronger the competition implied by the choice of the business model, for instance, the more difficult value appropriation will be. The firm’s revenue model also plays an important role in value appropriation.
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A business model is geared toward total value creation for all parties involved. It lays the foundations for the focal firm’s value capture by co-defining (along with the firm’s products and services) the overall ‘size of the value pie,’ or the total value created in transactions, which can be considered the upper limit of the “firm’s value capture potential."
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These important consequences of the firm’s business model design choice have obvious ramifications for its ability to create and capture value. The stronger the competition implied by the choice of the business model, for instance, the more difficult value appropriation will be. The firm’s revenue model also plays an important role in value appropriation.
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A business model is geared toward total value creation for all parties involved. It lays the foundations for the focal firm’s value capture by co-defining (along with the firm’s products and services) the overall ‘size of the value pie,’ or the total value created in transactions, which can be considered the upper limit of the “firm’s value capture potential."
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Leio isto num artigo publicado em 2010 e faço o paralelismo para o livro publicado em 1994 por Hamel e Prahalad, "Competing for the Future":
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“Not only must the future be imagined, it must be built; hence our term, "strategic architecture." An architect must be capable of dreaming of things not yet created-a cathedral where there is now only a dusty plain, or an elegant span across a chasm that hasn't yet been crossed. But an architect must also be capable of producing a blueprint for how to turn the dream into reality. An architect is both a dreamer and a draftsman. An architect marries art with structural engineering.
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There seems to be, in many companies, an implicit assumption that the short term and long term abut each other, rather than being dovetailed together. But the long term doesn't start at year five of the current strategic plan. It starts right now!
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A strategic architecture identifies "what we must be doing right now" to intercept the future. A strategic architecture is the essential link between today and tomorrow, between short term and long term.
It shows the organization what competencies it must begin building right now, what new customer groups it must begin to understand right now, what new channels it should be exploring right nozu, what new development priorities it should be pursuing right now to intercept the future. Strategic architecture is a broad opportunity approach plan.”
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There seems to be, in many companies, an implicit assumption that the short term and long term abut each other, rather than being dovetailed together. But the long term doesn't start at year five of the current strategic plan. It starts right now!
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A strategic architecture identifies "what we must be doing right now" to intercept the future. A strategic architecture is the essential link between today and tomorrow, between short term and long term.
It shows the organization what competencies it must begin building right now, what new customer groups it must begin to understand right now, what new channels it should be exploring right nozu, what new development priorities it should be pursuing right now to intercept the future. Strategic architecture is a broad opportunity approach plan.”
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Aquilo a que Hamel e Prahalad chamaram "arquitectura estratégica" foi, IMHO, uma contribuição para a evolução de algo a que hoje chamamos "modelo de negócio".
Caldeirada
Para certas empresas, o seu modelo de negócio já não se adapta ao Portugal de hoje:
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"Leoni de Viana do Castelo acaba produção para a semana"
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A destruição continua, essencial para libertar recursos acorrentados ao passado:
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Os teóricos sentados na secretária continuam a olhar para a economia como peças de Lego que podem manipular a seu belo-prazer. Ás segundas, terças e quartas:
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Ás quintas, sextas e sábados, são precisos estímulos:
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"Estímulos públicos versus crescimento económico" para proteger o passado...
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Entretanto as pessoas aprendem a brincar com o sistema:
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Por alguma razão, como lembra Pedro Arroja, nenhuma sociedade humana ateia ou areligiosa ficou na história.
Et voilá!
A nossa sorte é termos o Estado que nos pastoreia sob um regime de austeridade, senão era muito pior.
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Síntese da Execução Orçamental - Julho 2010.
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"A despesa efectiva do Estado cresceu 4,3% (Moi ici: ainda bem que PPC negociou um corte na despesa do Estado com JS) relativamente a igual período do ano anterior, apresentando um grau de execução de 48,7% ligeiramente acima da média do perfil intra-anual de execução
da despesa nos quatro anos precedentes (48,5%).
da despesa nos quatro anos precedentes (48,5%).
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A despesa primária aumentou 4,7% em termos homólogos, acelerando 0,7 pp. relativamente ao período anterior.
De salientar que, excluindo as transferências para outros subsectores das Administrações Públicas, a VH da despesa efectiva se situa em 1,4%.
Os principais factores que influenciam a evolução das diferentes rubricas da despesa do Estado são os seguintes:
Aumento das “despesas com pessoal” de 1,7%, determinado pelo crescimento das seguintes rubricas:
“Remunerações certas e permanentes” (+1,5%), reflectindo o impacto orçamental associado à implementação dos novos sistemas remuneratórios das forças de segurança e dos militares, bem como às alterações de posições remuneratórias de docentes do ensino não superior associadas ao processo de avaliação (Moi ici: os tais 450 milhões anuais, prenda de Isabel Alçada); e"
A despesa primária aumentou 4,7% em termos homólogos, acelerando 0,7 pp. relativamente ao período anterior.
De salientar que, excluindo as transferências para outros subsectores das Administrações Públicas, a VH da despesa efectiva se situa em 1,4%.
Os principais factores que influenciam a evolução das diferentes rubricas da despesa do Estado são os seguintes:
Aumento das “despesas com pessoal” de 1,7%, determinado pelo crescimento das seguintes rubricas:
“Remunerações certas e permanentes” (+1,5%), reflectindo o impacto orçamental associado à implementação dos novos sistemas remuneratórios das forças de segurança e dos militares, bem como às alterações de posições remuneratórias de docentes do ensino não superior associadas ao processo de avaliação (Moi ici: os tais 450 milhões anuais, prenda de Isabel Alçada); e"
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O monstro, como os Daleks da série Dr. Who,
está sempre a gritar "Mais, mais, mais impostos!!!"
Estratégia e modelo de negócio
Fala-se muito de modelos de negócio, um conceito interessante.
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Receio, posso estar enganado, que se fale pouco da estratégia por detrás de um modelo de negócio.
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David Teece em "Business Models, Business Strategy and Innovation" e publicado na Long Range Planning 43 (2010) chama a atenção para o tema:
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"Business model choices define the architecture of the business, and expansion paths develop from there on out.
...
innovating with business models will not, by itself, build enterprise-level competitive advantage.
However, newbusinessmodels, or refinements to existing ones, like newproducts themselves, often result in lower cost or increased value to the consumer; if not easily replicated by competitors, they can provide an opportunity to generate higher returns to the pioneer, at least until their novel features are copied. These issues are summarized in Figure 2."
...
innovating with business models will not, by itself, build enterprise-level competitive advantage.
However, newbusinessmodels, or refinements to existing ones, like newproducts themselves, often result in lower cost or increased value to the consumer; if not easily replicated by competitors, they can provide an opportunity to generate higher returns to the pioneer, at least until their novel features are copied. These issues are summarized in Figure 2."
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terça-feira, julho 20, 2010
O fim de uma era
O fim da invencibilidade da Apple?
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A mudança da maré?
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