Quando falta mão de obra (parte I)

Estive a analisar um inquérito feito a cerca de 20 empresas em 4 concelhos de Trás-os-Montes e a resposta mais comum à pergunta "Quais os problemas que têm internamente?" foi: Falta de mão de obra.

O que tenho escrito por aqui sobre como crescer quando falta mão-de-obra?

Como aumentar a facturação quando não se pode aumentar a produção por falta de pessoas?

• Parte I;
• Parte II;
• Parte III; e
• Parte IV

Relacionar:

“his job as a business owner is not to endlessly increase profits, or even to defeat the competition, but instead to create better and better products and services that his customers benefit from in their lives and work. Implementation, he’s found, is the key to retaining his customers and persuading them to keep buying—that is, if they’re using what he makes, they see successes in their own business and then keep buying more from him.
...
This goal feels very counterintuitive to what we’re taught about business and success. Society says that business goals should focus on ever-increasing profit and that, as profit increases, so should everything else—more employees, more expenses, more growth. But like many others, Sean feels that the opposite is true—that success can be personally defined, and that while profit and sustainability are absolutely important to a business, they aren’t the only driving forces, metrics, or factors in business success.
...
He believes that companies need to focus on becoming better instead of simply growing bigger. His approach is to question the idea that growth is always good and always unlimited.
...
When businesses require endless growth to turn a profit, it can be difficult to keep up with increasingly higher targets. Whereas, if a business turns a good profit at its current size, then growth can be a choice, made when it makes sense to succeed, and not a requirement for success.”

Trecho retirado de "Company of One: Why Staying Small is the Next Big Thing for Business" de Paul Jarvis.

Continua.