Iniciativas, a operacionalização da transformação

"Value creation takes place in an uncertain world. We cannot predict the future, and in order to survive, firms need to be able to respond to unfolding circumstances. As we have stressed, we need to work with the complexities of the real world, and not assume these away, or pretend to ignore them.

An initiative may have a positive impact in one part of the system, but result in negative impacts elsewhere. 

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significant change in an organisation typically occurs in two circumstances: a crisis, or a change of leadership, which is often preceded by a crisis. This is not surprising as to change an organisation that is ticking along in an acceptable way is a daunting prospect. “If it ain’t broke don’t fix it’ would be the way most people would think. The idea that managers will enact ‘transformational change’ outside of a crisis is frankly unlikely.

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Firstly, we need to have a clear description of the initiative: what is involved in the change being proposed. The expected or hoped for outcomes of the initiative should also be set out which can help us figure out what feedback is required to monitor the impact of the changes on the wider value system. Some thoughts as to the time frame of the change process will help, that is, is it weeks, or months before we would expect to see some effects?

It will be necessary to identify, at least initially, the resources required to kick-start the change process, and who owns the initiative. If there are expected synergies with other initiatives, these could be set out and monitored and it would be essential to highlight potential risks associated with the changes.

The first initiative will require a significant amount of change energy. The idea is new, it will need management support, and those involved will need to move out of some familiar routine ways of behaving. But once the initiative gets established, it requires a lot less energy to sustain it as the new practices become embedded into routine ways of working.

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Value is created by combining inputs with existing assets to create products and services. Operations activities are those where the firm has most influence. Relationships with suppliers and customers can be influenced by what happens in the value creation process, but the firm has no direct control over what suppliers or customers choose to do. [Moi ici: Este sublinhado é incompreensível para quem vive fora do sector privado. "Como é possível estabelecer objectivos para as vendas quando não é possível obrigar os clientes a comprar]

The value activities ‘inside’ the firm generate outcomes with respect to customers, costs and prices."

Trechos retirados de: Paul Raspin. “What's Your Competitive Advantage?”