Quando o "mainstream" vem ter connosco (parte II)

Parte I.

"The underlying premise of any organization is to create value. Historically, firms have done so through engineering ever greater efficiency. By honing internal processes, optimizing the supply chain and reducing product inventories, managers could improve margins and create a sustainable competitive advantage.
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That’s created a bias for simple, linear thinking. Adding extra variables to any process is bound to increase errors and diminish quality, so generations of managers have been trained to wring complexity out of the system in order to create streamlined operations. “Keep it simple, stupid” has become a common corporate mantra.
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Yet in today’s networked marketplace, agility trumps efficiency.
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managers need to embrace complexity. Not because it will make their enterprise more efficient - it won’t - but because that’s what will allow them to create maximum value in an increasingly complex marketplace."

Trechos retirados de "The One Big Reason Every Business Needs To Embrace Complexity"

BTW acerca disto:

"The underlying premise of any organization is to create value.[Moi ici: As organizações criam recursos que podem ser usados pelos clientes para eles criarem valor, as organizações podem, quando muito, co-criar valor em interacção com os clientes. Recordar o caso das "Águas de Monchique"]
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Innovation has become the primary driver of value".[Moi ici: Acredito que o "primary driver of value" é a interacção entre a organização e um cliente individual]