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A ideia-base é defendida há muitos anos neste blogue. Contudo, julgo que o autor continua a usar a medida da produtividade para comparar outputs diferentes. E mais, ler este texto com as ideias da service-dominant logic muito frescas... é como ser exímio numa linguagem e perceber que o autor anda a arranhar as primeiras palavras dessa mesma linguagem:
"Many contemporary businesses are on a quest for productivity gains. They seek to maintain quality and quantity of output at ever-decreasing cost, yielding higher profitability. As advanced economies move more into the service sector, that means many managers devote a lot of attention to designing automated processes that reduce the need for people [Moi ici: O mais recente exemplo que encontrei é o das lojas Grab & Go, interacção mínima] — typically their most expensive resource.
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in service businesses, productivity gains are not always easy to make without sacrificing perceptions of quality. [Moi ici: Acho que o autor fala da produtividade como sendo uma unidade de medida de coisas, de quantidade de coisas por unidade de tempo. Eu gosto de a ver como dinheiro por unidade de tempo, daí as duas visões opostas - produzir cada vez mais unidades e ganhar cada vez menos com cada uma, ou produzir cada vez menos unidades e ganhar cada vez mais com cada uma, como no calçado português ou nestes textos de Christensen e Peppers] For service businesses, quality perceptions tend to correlate with investments in labor. The truth is that things are different in service, and unlike on the assembly line, increased productivity may not always lead to increased profitability. [Moi ici: Esta frase só faz sentido se a produtividade for uma medida da velocidade de produção de coisas equivalentes... muito redutor]
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in a service business, productivity must be treated as a strategic decision variable, not as a reliable path to greater profitability. ... productivity improvements often have counterproductive results in a service business.
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Executives typically think about productivity as something to be maximized; if capitalism were a religion, the virtues of pursuing productivity would be a key tenet. After all, at a macroeconomic level, more productivity always means more profit and ultimately more wealth. If employees do more work than before, how can that be bad? But at a micro level, we believed that the dynamics could be different.
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Our research suggests that instead of seeing productivity as an outcome to be maximized, it is better for service companies to view productivity as a strategic decision variable that depends on the business and the technology in question. A company needs to choose the right level of productivity, neither too high nor too low, to maximize its profitability. [Moi ici: Até que enfim, que faz a ligação...]
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Based on our model, the key to making decisions about productivity is considering two factors: (1) the state of the technology and (2) the relative importance of customer satisfaction. In particular, we believe the importance of customer satisfaction is too often underestimated. When customer satisfaction is more important than efficiency, a service company’s optimal productivity level should probably be comparatively lower.
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When should customer satisfaction be given more weight than efficiency? When margins are higher.[Moi ici: Será que o autor acha que eficiência e produtividade são a mesma coisa?]
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So if wages are higher, productivity should be higher. [Moi ici: Hmmm quer isto dizer, seguindo a lógica do autor que se os salários são mais altos se tem de ser mais eficiente? Não faz sentido!!! A não ser que comparemos outputs semelhantes. Um restaurante de luxo pode pagar mais que um McDonalds, apesar de servir menos refeições, cada uma tem um valor muito superior. Não faz sentido comparar a produtividade em unidades quando estamos a falar de outputs diferentes]
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In the manufacturing-dominated economy of 50 years ago, mass production and mass marketing were the name of the game. Quality meant standardization — manufacturing every part the same. [Moi ici: 100% de acordo, recordar a cristalização] Sales were often one-off transactions.
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Things have changed dramatically since then. Today every developed economy is predominantly service; for example, the service sector accounts for about 80% of the U.S. economy.
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The bottom line from both industry and academia is that the shift toward a service economy has transformed the way businesses should be managed. The traditional manufacturing-based, goods-oriented view of the business world no longer works — particularly with respect to how we think about productivity. [Moi ici: Por isso, o autor ganharia em estudar a service-dominant logic]
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The implication is that whether your company is in service or manufacturing, these days, the chances are good that your company is at least partly a service company. If that’s the case, you should reexamine the assumptions about productivity that are embedded in management training and reward systems. In many ways, companies create incentives for managers to increase productivity, even at the expense of revenues and profits. If a manager thinks that he or she will make more money from increasing short-term productivity than from building long-term profits, the company may suffer."
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