As interacções como a base para a criação de valor

"As business becomes more system-like with "business ecosystems ("BE") ... becoming the norm and  not the exception, value and its production requires more system-like, networked, and emergent conceptual frameworks.
...
In the strategy frame we use in this book, we place interactivity as the focus for where value is created and assessed. Interactivity is, of course, also a major source of risk as well of value.
...
Our argument is that this central concern with the interactivity that has become so ubiquitous inescapably leads strategists to rethink value creation and strategy.
...
Attending interactivity also involves thinking of value as contingent, always located in a setting - no longer as isolated in things or individuals or groups - and dependent on those whom it connects and who co-create it as well as in termos of those it affects positively or negatively.
...
patterns of interactivity that enable the production or co-creation of value and values arise or can be designed.[Moi ici: Aquela situação da empresa que toma consciência que está bem e pretende perceber porquê, para fazer batota!!!]
...
So perceived patterns of interactivity do not therefore require any intentional design on the part of any particular actor, though they might arise in part because of such intent - and often do arise in this manner in business.
...
the notion of value arises for the strategist when one takes the perspective of an actor within a pattern of interaction.
...
how actors choose which interactions to privilege over others, and how they relate one interaction to another.[Moi ici: Como não recordar tantos postais deste blogue, como estes de 2007, 2012, 2013 e 2014]
.
An organization's managers express its intents - and thus its values - by configuring interactions to establish (more or less) continuing patterns of activity with other actors. Are interactions with employees more important than those with customers? are interactions with shareholders more important than those with employees? For which of these interactions is the strategy primary constructed? These senior managers take views on what possibilities for value co-creation their organization is providing for which actors, and make choices that reflect and reinforce their values.
...
We consider this configuring of interactions as a design activity. We use the term Value Creating System (VCS) for the pattern of interactions intentionally configured by the strategic planning carried out by an organization. The designed interactions become manifested as "designed" offerings.
...
if the key to creating value is to design and co-create configuring offerings that mobilize others (who may have the role in the interaction of customer or supplier or partner or employee or investor, etc.) to co-create value, then a key source of success is to conceive the VCS and make it work.
...
value is not simply "added", but is mutually "created" and "recreated" among actors with different values. These multiple values are "reconciled" or "combined" in co-creating value, and as we shall see bellow, cannot be reduced to a single metric, like the price of a commodity.
...
We characterise VCS as designed activities that are part of much broader business ecosystems or business ecologies ("BE")
...
we consider strategy as entailing reconfiguring roles, actions and interactions among economic actors through designed configuring offerings that result in a given VCS.
...
In co-creation, it is the co-created offerings and the relationships these manifest, not the "business unit" actor, which becomes the central unit of (competitive and collaborative) strategic analysis.
...
Designing co-creation requires the strategist having the role of ascertaining and ideally defining the engagement and the dialogue that underpins designing novel and distinctive value creation."

Trechos retirados de "Strategy in a Networked World" de Ramírez & Mannervik.

BTW, como não recordar Storbacka e Nenonen:

• Não é armadilhar, é criar harmonia, é construir uma sinfonia... 
• Os mercados como configurações (parte III)
• Scripting markets