Impressão 3D: Acerca do óbvio de que não se fala (parte II)

Em Abril passado, a propósito de um artigo de Richard D'aveni sobre a impressão 3D escrevi o postal "Impressão 3D: Acerca do óbvio de que não se fala".
.
Entretanto, D'Aveni volta à carga e segue na direcção oposta à que equacionei, "3D Printing Will Revive Conglomerates":

"a single 3D printer can produce engine pumps one day and crankshafts the next. The technology’s flexibility introduces synergies where none existed before. [Moi ici: Olhar para dentro, produção e eficiência]
...
Running plants at full capacity is often a key to profitability in manufacturing.[Moi ici: Olhar para dentro, produção e eficiência]
...
3D printing offers even more advantages to these groups. Most of their sales are now overseas, but the individual businesses aren’t big enough to justify dedicated factories in Europe and Asia to better serve these markets. When combined in a conglomerate, however, the businesses could have enough scope to make overseas printer farms practical.[Moi ici: Olhar para dentro, produção e eficiência]
...
When printer farms become such a readily available commodity in the marketplace, conglomerates will lose their advantage in manufacturing synergies."[Moi ici: Talvez em alguns sectores muito regulados, com elevadas barreiras à entrada, esta vantagem dos conglomerados possa ser verdade]

Julgo que o exemplo das multinacionais pode merecer reflexão que tempere a opinião de D'Aveni. Atender a "The New Mission for Multinationals":

"As local companies win an increasing share of markets in emerging economies, multinationals need to let go of their global strategies and embrace a new mission: Integrate locally and adapt globally.
...
Something strange seems to be happening as globalization marches forward: Increasingly, powerful local companies are winning out against multinational competitors. This is especially true in emerging markets, where multinationals are assumed to enjoy superiority and their CEOs are counting on growth.
...
Our data demonstrate the shortcomings of this traditional multinational approach in emerging markets. In dynamic markets, local adaptation is, at best, a catch-up strategy. To win in today’s global environment, companies will need to create new advantages in target markets by integrating their businesses with the local commercial networks and the society itself. They will need to help shape local markets rather than just adapt to them.
...
[Moi ici: IMHO o grande trunfo, neste mundo que aspira a doses crescentes de interacção e co-criação] "locally integrated companies forge deep relationships with customers in ways that go well beyond market feedback. By connecting with customers’ lives and working closely with local influencers and lead users, companies can create new markets or embed their products and brands into local networks."

Julgo que em mercados com baixas barreiras à entrada, a democratização da produção vai acelerar de tal forma o modo de interacção produção-clientes que a a rapidez e a flexibilidade vão ser chave