Há anos que aqui no blogue escrevo sobre as empresas que querem continuar a ser decatlonistas como o Bruce Jenner. Por exemplo, em 2015 escrevi A sua empresa tem cada vez menos espaço para ser um Bruce Jenner, e há dias no outro blogue escrevi "How to increase the economic return on certification? (Part XII)" onde voltei a referir que as emperesas decatlonistas não têm qualquer hipótese contra "salami slicers".
Entretanto, ontem Roger Martin publicou "What has Changed the Most for Strategy". Sublinho:
"Pick a WTP in which you aim to create a matching and powerful HTW.
Invest in that WTP/HTW combination quickly and aggressively.
If your WTP is too broad and/or your investment is slow or tentative, someone else will be able to out-invest you — and customers will figure that out fast.
And when they do, it is a quick downward spiral for you."
Roger Martin descreve aqui o colapso da estratégia “decatlonista” — empresas que tentam cobrir demasiados “Where to Play” (mercados, produtos, clientes) acabam por não investir o suficiente em nenhum deles.
A empresa especialista, ao contrário, concentra investimento e foco, ganha escala e vence.
"The path to a logical competitive conclusion is shorter. In 1981, mediocre companies could survive as viable entities for decades.
...
They could then but they can’t now.
If you can’t find a Where-to-Play (WTP) in which you can put in place a How-to-Win (HTW), the clock is ticking fast for your demise."
Num mundo de custos fixos elevados e de descoberta instantânea de valor, as empresas generalistas não têm tempo nem margem. O mercado elimina rapidamente quem não tem uma vantagem clara — exactamente o que acontece às empresas “decatlonistas”, boas em tudo e excelentes em nada.
"If you are investing energy and capital in activities without an intention of winning, you are fooling yourself. I hear it all the time: Roger, we can't exit that mediocre product line/business unit because our overall sales will shrink. [Moi ici: Eu também e sempre me fez impressão] They foolishly assume that their position in that mediocre business is stable. It isn't. It will be crushed — quicker than ever. And it will continue to bleed investment resources away from product lines/businesses that have a chance of an upward spiral.
Figure out a place to stand - and fight to win. Out-invest your competition. If you can't, you are fooling yourself. If you can, double down and take the fight to your competition."
Voltamos às formigas num piquenique.
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