"Work is interaction"

O marcador "interacção" regista a importância que ao longo dos anos dedico ao poder da interacção como fundamental para a co-criação de valor e diferenciação. Algo que agora encontro em "Strategy for a networked world" de Ramírez & Mannervik.

"The system of skills and responsibilities has been made on the assumption that all that has to be done can be known or forecasted with efficiency and insight.
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In mass-production, work corresponds mainly with what has been planned. But today, in more contextual problem solving, work corresponds mainly with complex engagement with the customer.
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Instead of skills the focus changes to contextual relevance. The most modern definition of work is “an exchange in which the participants benefit from the interaction”. Interestingly, cooperation is also described as “an exchange in which the participants benefit from the interaction”.
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Due to the variety of contexts, work requires interpretation, exploration and negotiation. The interpreter is the worker together with the customer, not a manager.[Moi ici: Como não sorrir ironicamente dos morons que se ajoelham perante o bezerro da eficiência e acham que um bot é capaz de co-criar arte com um humano...]
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What defines most problems today is that they are not isolated and independent but connected and systemic. To solve them, a person has to think not only about what he believes the right answer is, but also about what other people think the right answers might be. Work, then, is exploration both what comes to defining the problems and finding the solutions.
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Most decision makers are still unaware of the implications of the complex, responsive properties of the world we live in. Enterprises are not organized to facilitate management of interactions, only the actions of parts taken separately. Even more, compensation structures normally rewards improving the actions of parts, not their interactions.
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To succeed in the new economic spaces we need symmetric relationships and open organizations. When customers are identified as individuals in different use contexts, also the sales process is really a joint process of solving problems. You and your customer necessarily then become cooperators. You are together trying to solve the customer’s problem in a way that both satisfies the customer and ensures a profit for you.
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The industrial make-and-sell model required (explicit) skills as we still know them. The decisive thing was your individual knowledge and individual education. Today, in new economic spaces you work more from your network than your skills. The decisive thing is your network. Work is interaction."

Trechos retirados de "Rethinking skills and responsibility"