Tempos de mudança são tempos de incerteza em que é preciso identificar ou construir oportunidades, para substituir realidades que deixaram de ser sustentáveis.
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Sim, para organizações "evoluídas", para organizações super-eficientes, para organizações estabelecidas, há uma enorme resistência a pôr em causa o status-quo e, por isso, deixam passar as oportunidades dos novos mercados.
"if the market was more predictable, someone smarter and with deeper pockets could easily colonize that space. It is only when the market is truly unpredictable that the small, lean and mean startup entrepreneur has a real chance of shaping it into something innovative and valuable. (Moi ici: Não se riem, nem ficam preocupados quando, algumas mentes, tentam convencer as PMEs a copiarem as empresas grandes nestes tempos conturbados?) In other words, it is in the suicide quadrant that we really need a pilot in the plane. ... The name of the game instead is control – non-predictive control.Por isso, faz todo o sentido:
In commercializing new technologies, pioneering entrepreneurs often find that formal market research and expert forecasts, however sophisticated in their methods and impeccable in their analyses, fail to predict where the markets will turn out to be, or what new markets will come into existence."
"It’s rather obvious that strict command and control, or slavish adherence to cult-like methodologies like Sick Stigma, are getting us nowhere."Por isso, acho que uma abordagem deste tipo não vai resultar "Accelerate" de John Kotter na HBR de Novembro deste ano. O que ele propõe é uma espécie de Instituto Público, do tempo de Guterres, para as empresas grandes. Como as empresas grandes têm medo de arriscar no quadrante suicida, cria-se uma estrutura paralela bem intencionada...
"We cannot ignore the daily demands of running a company, which traditional hierarchies and managerial processes can still do very well. What they do not do well is identify the most important hazards and opportunities early enough, formulate creative strategic initiatives nimbly enough, and implement them fast enough.Não creio que faça sentido. Uma cultura que adora a eficiência, que está habituada à sinfonia harmoniosa do pit da Fórmula 1 tem medo da confusão e do caos de quem abre fronteiras.
The existing structures and processes that together form an organization’s operating system need an additional element to address the challenges produced by mounting complexity and rapid change. The solution is a second operating system, devoted to the design and implementation of strategy, that uses an agile, networklike structure and a very different set of processes. The new operating system continually assesses the business, the industry, and the organization, and reacts with greater agility, speed, and creativity than the existing one. It complements rather than overburdens the traditional hierarchy, thus freeing the latter to do what it’s optimized to do. It actually makes enterprises easier to run and accelerates strategic change."
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