Fazer batota!

Sou um grande defensor da batota como se pode ver no marcador ou na coluna da direita deste blogue.
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A batota acontece quando uma empresa descobre quais são os seus factores de sucesso e, em vez de continuar a aproveitar o que já tem e faz, aprofunda e cava ainda mais a diferença para os outros apostando no reforço desses factores.
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Bo Burlingham chama a atenção para a batota neste trecho retirado de "Small Giants -Companies That Choose to Be Great Instead of Big":
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"In fact, he was providing enlightened hospitality before he even knew what it was. (Moi ici: Por vezes chega-se lá fortuitamente, sem um plano, simplesmente acontece)
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The revelation came in 1995, during the difficult period when he was trying to get his second restaurant, Gramercy Tavern, up and running.
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Things were going so badly that he was afraid he might go bankrupt, as his father had—twice—when Meyer was growing up. Desperate for help, he hired a consultant, who pointed out a paradox. Although the diners in the Zagat Survey had ranked the Union Square Café tenth for food, eleventh for service, and out of the money altogether for décor, they had also voted it the third most popular restaurant in the entire city. Evidently there was some other factor at work. The other factor, Meyer and his associates decided, was hospitality, which they then tried to define. (Moi ici: Fundamental reflectir sobre o desempenho, sobre o que está a acontecer) In the end, they agreed that it came from their commitment to five core values: caring for each other; caring for guests; caring for the community; caring for suppliers; and caring for investors and profitability—in descending order of importance.
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Armed with this fresh insight, (Moi ici: Batota, batota, batota) Meyer and his team were able to turn Gramercy Tavern around and build it into one of the city’s most popular restaurants, second only to Union Square Café."