"Let a thousand business models bloom"

Este texto "Our Obsession With Scalability Must End" deixou-me sem palavras.

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Encontrar um texto escrito por alguém num outro continente, a 30 de Outubro de 2014, e tão sintonizado e alinhado com o que aqui escrevemos há muitos anos. Quando escrevemos sobre Mongo, sobre o Estranhistão, sobre o eficientismo, sobre o denominador versus o numerador, sobre a interacção para co-criar valor, sobre a polarização dos mercados, sobre o não querermos, como clientes, ser tratados como miudagem, ser tratados como plankton.
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Isto é música celestial para PME, pena que a mensagem não chegue com a celeridade necessária aos empresários:

"Our obsession with scalability is getting in the way of unleashing the potential of the 21st century. [Moi ici: Escala versus interacção, volume versus à medida, vómito versus personalização] We are so fixated with scalability we have taken our eye off of delivering value at every scale including the most important scale of one. [Moi ici: O cliente deixa de ser uma pessoa, uma empresa concreta e, passa a ser um substantivo colectivo, como a miudagem, como o plankton] The Industrial Era did that to us. Reaching the mass market takes precedence over delivering value to each customer.
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The Industrial Era brought us the reign of the predominant business model. Every industry quickly became dominated by one business model that defined the rules, roles, and practices for all competitors and stakeholders. We became a nation of share takers clamoring to replicate industry best practices to gain or protect every precious market share point. Companies moved up or down industry leadership rankings based on their ability to compete for market share. Business schools minted CEOs who became share-taking clones of one another. It was all about scale. Bigger was always better.
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Institutional leaders are even more obsessed with scalability than entrepreneurs. They fixate on protecting their current scale and assess all new customer value creating ideas through the lens of their current business model.  ...  This is why CEO’s are so hungry for merger and acquisition opportunities. It’s all about scale, not changing the customer value equation.  New business models force institutional leaders to rethink scalability.
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We live in an era that screams for less share taking and more market making. Market makers don’t accept the idea that a predominant business model has to dictate the industry landscape.  [Moi ici: E falamos aqui sobre ecossistemas e market scripting, desenhar mercados como um pintor pinta quadros] They create a new market with a different playbook. ... Today’s consumers refuse to accept that there is only one predominant business model in every industry and that they have to take or leave its offerings.  Consumers now demand personalized experiences, products, and services.
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Consumers are bringing the era of the predominant business model to an end. Business models don’t last as long as they used to. Predominant business models are crumbling all around us.
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It’s time end our obsession with scalability. There are too many consumer, student, patient, and citizen needs left unmet by predominant business models in every industry. There are too many new business model concepts stuck on white boards and in consulting decks.  We are still allowing predominant business models to slow down and block the emergence of new business models that can better meet our needs.  It’s time to move from the era of the predominant business model to the era of business model proliferation. Let a thousand business models bloom." [Moi ici: Recordar]

Este texto resume bem as ideias deste blogue e da mensagem de esperança que elas encerram.