Uma surpresa boa!

A leitura de "The Root Cause: Rethink Your Approach to Solving Stubborn Enterprise-Wide Problems" de Hans Norden está a ser uma surpresa, por vezes brutal. Toda uma série de hibridações que desenvolvi ao longo dos anos a aparecerem-me, página após página em lingua inglesa.

Já vi muita gente a usar o modelo de cadeia de valor de Porter de muita maneira, mas não assim:

“The value chain is a representation of the process by which input variables are transformed into output variables. Therefore, the value chain’s design, organization or structure, implementation or operation, maintenance, and management are a function of its competitive advantage.

Within the value chain, each business function has its own objective that contributes to and supports the realization of the overall purpose of the value chain.”

O modelo de Porter usado como uso os mapas de processos!

Olhar para as organizações como seres vivos, organismos e não mecanismos:

“Note the difference in perception of a business, and therefore its value chain, as an organism or as a mechanism. The specifications and design of individual component parts that constitute a value chain are less important than their intricately interdependent and synergistic relationships, which determine a business’s character and nature as an organic whole.”

A linguagem que aprendi com Goldratt e Dettmer 

“It makes sense to distinguish between the desired state and the current state when they are misaligned—when the value chain experiences change. The root cause can originate from outperforming the aim or by easing up on the aim, or by changing the benchmark for success.”

A doença do eficientismo, a doença de saltar para soluções sem perceber as causas: 

“Beware of managers with a finance background who are prone to perceive this altered state as a financial problem in need of a financial solution, which usually means increasing operational efficiency. The unfortunate effect of treating symptoms is ignorance about the magnitude of the problem, jumping to conclusions that might even aggravate the problem, and allowing the problem to linger and fester. As a result, problems will persist, recur, or become a latent condition that can wreak havoc when least expected and tend to arrive at a critical moment in the business’s future.”