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Quando saí da universidade em 1987, Cavaco Silva tinha acabado de ganhar a primeira maioria absoluta, Portugal estava de novo na moda e a SONAE ascendia ao estrelato na economia portuguesa.
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E foi na SONAE Indústria que tive o meu primeiro contacto com o mundo do trabalho. Por isso, a SONAE ocupa um lugar especial na minha história pessoal.
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Nos últimos tempos, as notícias sobre a SONAE Indústria referem um encolhimento, com a concentração da actividade em Portugal e na Alemanha. Ainda esta semana apareceu a notícia "Sonae Indústria concluiu venda de fábrica em França". Outras notícias foram ocorrendo ao longo dos últimos meses:
- (Fevereiro 2015) - Vou apenas especular
- (Outubro 2014) - Acerca da proposta de valor baseada no preço
- (Outubro 2014) - Curiosidade do dia (está tudo podre)
- (Julho 2014) - Pena que não haja espaço ...
- (Março 2013) - Curiosidade da manhã
"That’s why a majority of the managers I surveyed said that routine and operational aspects of their work consume too much of their time.Especulo que a mentalidade que criou o sucesso da SONAE Indústria dos anos 80 e 90 do século passado, passou o seu prazo de validade assim que o mundo mudou e
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There is little time to think about why you do what you do, about the meaning and purpose of your work beyond the immediate deliverables. It’s no wonder routine crowds out strategy.
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learned the hard way that she was very efficient—at the wrong thing. She was not much different from many successful managers who continue to devote the bulk of their time to doing what they have learned too well. They define their jobs narrowly, in terms of their own areas of expertise, and confine their activities to where they have historically contributed the most value and consistent results.
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To avoid the kind of competency trap Sophie fell into, you need to understand how once-useful mind-sets and operating habits can persist long after they have outlived their usefulness.
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That is precisely what happens when we let the operational “day job” crowd out our engagement in more strategic, higher-value-added activities. Like athletes and companies, managers and professionals overinvest in their strengths under the false assumption that what produced their past successes will necessarily lead to future wins. Eventually we become trapped in well-honed routines that no longer correspond to the requirements of a new environment.
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We enjoy what we do well, so we do more of it and get still better at it. The more we do something, the more expert we become at it and the more we enjoy doing it. Such a feedback loop motivates us to get even more experience."
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Trechos retirados de "Act like a leader, think like a leader" de Herminia Ibarra.
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