Porque não somos plankton... (parte IV)

Parte I, parte II e parte III.

Lembram-se do conglomerado Espírito Santo?

"Since the mid-1990s, the source of competitive advantage has been shifting. Leading companies used to be diverse conglomerates that based their competitive strategy on assets, positions, and economies of scale. Today’s market leaders, by contrast, are more focused enterprises. They do not follow the traditional portfolio strategies of seeking short-term profitability or growth wherever they can find it. Rather, they recognize that value is created by their distinctive capabilities: what they can do consistently well. Their strategic approach, which is based on a single powerful value proposition backed up by a few mutually reinforcing capabilities, gives them a continuing advantage over their rivals. As they consolidate their efforts around this approach, they fundamentally reshape their industries."

É natural que as consultoras grandes escrevam para os seus clientes-alvo, as empresas grandes. Por isso, o artigo está escrito para essa audiência. No entanto, mesmo para PMEs a caminho de Mongo, pode ser interessante ler o artigo:

"Supercompetitors [Moi ici: É a designação que os autores dão a estas empresas grandes e focadas, um pouco o que a P&G começou a fazer há mais de uma década e continua a fazê-lo ainda hoje] are emerging today because, in industry after industry, their few distinctive capabilities are both scalable and relevant, while other forms of competitive advantage, like sheer size, have decreased in importance.
...
The uncertainty and hypercompetitive nature of today’s business world, thanks to outside forces such as technological change, globalization, and the ease of reverse-engineering many products and services, has shifted advantage to companies with distinctive capabilities. Since competitive advantage is increasingly short-lived, winning companies cannot rely on scale—the leverage that comes from being bigger than other companies. Nor can they rely on one or two assets, products, or services. They need a steady stream of offerings that only capabilities can deliver. Capabilities like these are not easy to build. [Moi ici: Mas não impossível para PMEs onde haja paixão e hábito de trabalhar sem rede, testando coisas novas e "always pushing the envelope"]"

Interessante como a P&G anda há 15 anos neste esforço de desinvestimento e ainda não deu sinais de parar.
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Trechos retirados de "The New Supercompetitors"