Descobrir valor onde antes ele era ignorado

A minha transcrição dos primeiros minutos da intervenção de Rory neste podcast:

"Innovation is essentially about discovering value in areas that have been previously undervalued or overlooked. I have a concept that I call reverse benchmarking—a strategic exercise I encourage everyone to try. I coined the term myself, because, let’s face it, you have to name an idea if you want people to take it seriously.

The key insight here is: don’t optimize for the average. That’s a trap. Instead of differentiating, most organizations fall into a cycle of comparing themselves to others—essentially entering a race to the bottom.

Roger Martin makes a powerful point in his article 'Benchmarking Is for Losers' on Medium. He argues that by benchmarking too closely, companies stop thinking strategically. They stop asking: 'What makes us unique?' and instead start mimicking competitors—turning competition into a zero-sum game.

Strategic thinking requires stepping back, looking at where real, underexplored value might lie, and choosing to stand out rather than fit in."

A ideia central é simples e poderosa: a inovação nasce quando descobrimos valor onde antes ele era ignorado ou subestimado. No fundo, não é através da comparação com os outros que criamos vantagem competitiva, mas sim através da diferenciação deliberada. É isso que a expressão reverse benchmarking quer ilustrar — em vez de olhar para o que os outros fazem bem, olhemos para onde ninguém está a olhar.