tag:blogger.com,1999:blog-84554672024-03-18T15:57:18.448+00:00Balanced ScorecardPromotor da concorrência imperfeita e de monopólios informais.CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.comBlogger19236125tag:blogger.com,1999:blog-8455467.post-44070800983872424712024-03-18T07:31:00.001+00:002024-03-18T07:31:00.134+00:00Não é impunemente (parte II)<p>A última vez que pensei no assunto foi no mês passado quando descobri quem é o novo líder máximo da Cruz Vermelha Portuguesa. A minha mente começou logo a imaginar quais os seus critérios de decisão, qual a sua experiência de decisão, o que é que automaticamente lhe aparece na cabeça quando tem de tomar uma decisão.</p><p>Como escrevi em <a href="https://balancedscorecard.blogspot.com/2024/01/nao-e-impunemente.html">Não é impunemente ...</a></p><p></p><blockquote>"Não é impunemente que se vivem e se acumulam experiências de gestão. </blockquote><p>Por que volto agora ao tema? Por causa de um dos casos de estudo apresentado no Capítulo II do livro “Cracked It! How to solve big problems and sell solutions like top strategy consultants.” Um caso, já aqui referido várias vezes no blogue, de Ron Johnson à frente da J.C. Penney:</p><p></p><blockquote><p>"Johnson began his tenure as CEO on November 1, 2011, and quickly pursued dramatic changes. </p><p>...</p><p>By April 2013 Johnson was out as CEO, only 18 months after he started. </p><p>...</p><p>There are clear signs that Johnson fell into the solution confirmation trap. Both his merchandising strategy— branded products sold at undiscounted prices in cool-looking stores— and the way he promoted it, with Steve Jobs style keynote speeches, seem lifted from the Apple playbook. And once his mind was set on making this Apple-style strategy work for J.C. Penney, Johnson paid no attention to signs it was failing. Those who questioned the strategy or advised him to slow down its execution were dismissed, because, Johnson assured, "skepticism takes the oxygen out of innovation."</p><p>...</p><p>This is puzzling. Johnson was an experienced, highly successful retail executive, described by some press reports as "an industry icon" who "turns anything he touches to gold."</p><p>...</p><p>When we tackle a complex and multifaceted problem that we superficially understand, it can seem intractably broad. In these cases,<b><span style="color: red;"> it's tempting to frame the problem narrowly to make it look like one we've worked on before. We can then reason by (superficial) analogy to quickly identify a solution instead of investing in thoroughly understanding the problem</span></b>." </p></blockquote><p>Num outro nível também o tema por um outro prisma, quando as revistas de gestão,ou os jornais entrevistam CEOs de empresas grandes é um perigo os decisores das empresas mais pequenas pensarem que podem copiar o que lêem. </p><p></p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-50144811665103612922024-03-17T07:12:00.001+00:002024-03-17T07:12:00.155+00:00Janeiro 2024 - exportações <p> Alguns sectores a começar o ano mal.</p><p><br /></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8HEYzevGTH8AcPvMRV4DrKV_QTepTOjSOpKy_tQgERxXgfIrZLJ4IIZjzVK2hat_mxt40UpaUyYE3WBmLCpPvFdyvArx5MOPUhgDu3tMS_kAaT6ZXv2WUDVzYaYDpcTterqRmNvop7sUFg150fT_-A-xZqOSXU628PWU36UrTkHxvAOHW54xX/s1320/export001.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1320" data-original-width="1316" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh8HEYzevGTH8AcPvMRV4DrKV_QTepTOjSOpKy_tQgERxXgfIrZLJ4IIZjzVK2hat_mxt40UpaUyYE3WBmLCpPvFdyvArx5MOPUhgDu3tMS_kAaT6ZXv2WUDVzYaYDpcTterqRmNvop7sUFg150fT_-A-xZqOSXU628PWU36UrTkHxvAOHW54xX/w399-h400/export001.png" width="399" /></a></div><div class="separator" style="clear: both; text-align: center;"><br /></div><div class="separator" style="clear: both; text-align: left;">Outros a começar bem.</div><div class="separator" style="clear: both; text-align: left;"><br /></div><div class="separator" style="clear: both; text-align: left;"><br /></div><br /><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-11234714634812610852024-03-16T07:18:00.001+00:002024-03-16T07:18:00.142+00:00Are you prepared to walk the talk? (parte IV)<p>Recordar o que tenho escrito aqui ao longo dos anos sobre a Zara e as tiradas de preocupação com o ambiente:</p><p></p><ul style="text-align: left;"><li><a href="https://balancedscorecard.blogspot.com/2023/06/are-you-prepared-to-walk-talk-parte-iii.html">Are you prepared to walk the talk? (parte III)</a></li><li><a href="https://balancedscorecard.blogspot.com/2023/06/are-you-prepared-to-walk-talk-parte-ii.html">Are you prepared to walk the talk? (parte II)</a></li><li><a href="https://balancedscorecard.blogspot.com/2021/11/coerencia-e-ambiente-parte-iii.html">Coerência e ambiente (parte III)</a></li><li><a href="https://balancedscorecard.blogspot.com/2019/07/are-you-prepared-to-walk-talk.html">Are you prepared to walk the talk?</a></li></ul><a href="https://balancedscorecard.blogspot.com/2019/07/are-you-prepared-to-walk-talk.html"> </a>Entretanto, no Le Figaro de quinta-feira passada, "<a href="https://www.lefigaro.fr/conso/shein-temu-des-mesures-pour-penaliser-la-fast-fashion-adoptees-par-l-assemblee-20240314" target="_blank">Shein, Temu... L'Assemblée nationale adopte des mesures pour pénaliser la fast fashion</a>":<p></p><p>Principais medidas da proposta aprovada:</p><p></p><ul style="text-align: left;"><li>Definição de Fast Fashion: A lei propõe critérios baseados nos volumes produzidos e na velocidade de renovação das colecções, com detalhes a serem definidos em decretos. Práticas como as da empresa chinesa Shein, que lança em média 7200 novos modelos de roupas por dia, são o alvo.</li><li>Sistema de Bonus-Malus: A proposta principal é reforçar este sistema no setor têxtil, considerando os custos ambientais da produção excessiva. A penalidade estará ligada ao "affichage environnemental" (rótulo ambiental) dos produtos, com uma nova metodologia de avaliação a ser implementada. As penalidades poderão chegar a 10 euros por produto até 2030, com um tecto de 50% do preço de venda.</li><li>Publicidade Proibida para Fast Fashion: A lei também inclui a proibição de publicidade para produtos e empresas que se enquadrem na definição de fast fashion. </li><li>Redistribuição de Contribuições: As contribuições colectadas serão redistribuídas em favor dos produtores de roupas sustentáveis, com o objectivo de reduzir seus preços.</li></ul><div><br /></div><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-65040133012926401092024-03-15T07:21:00.006+00:002024-03-15T07:21:00.139+00:00Trabalho, chefes, saúde, direitos adquiridos - para reflexão<p></p><blockquote><p>"Consider ’work’. <b><span style="color: red;">Work remains a dominating and defining part of our lives</span></b>. We spend one third of our time doing it; increasingly more time than we spend with our loved ones. </p><p>…</p><p>Work is, and has always tended to be, one of the most defining aspects of our lives. ... <b><span style="color: red;">Work is where we obtain purpose and meaning</span></b>; where we meet friends, socialize and have community (and in an increasingly secular society it is one of the few remaining places where we can get sense of community); it is where we get motivated and engaged; where we can create and solve.</p><p><b><span style="color: red;">On the flip side, work can also drive us to utter exasperation and frustration</span></b>; where we feel our efforts are a waste of time; where we feel unvalued, unloved and taken for granted; where we feel stressed. </p><div>...</div><div><div><ul style="text-align: left;"><li>According to Forbes, new data shows that for <b><span style="color: red;">almost 70 per cent of people, their manager has more impact on their mental health than their therapist or their doctor</span></b> - and it's equal to the impact of their partner.</li><li>The Macleod Report found that <b><span style="color: red;">'54 per cent of the actively disengaged say that work stress caused them to behave poorly with friends or family members in the previous three months</span></b>, against 17 per cent of the engaged. More alarmingly, 54 per cent of the actively disengaged say their work lives are having a negative effect on their physical health, versus 12 per cent of the engaged.</li><li>The Stress Institute in Stockholm found that <b><span style="color: red;">'employees who had managers who were incompetent, inconsiderate, secretive, or uncommunicative were 60 per cent more likely to suffer a heart attack or other cardiac condition?</span></b></li></ul></div><div>…</div><div>It is easy to see that the word pension may become an anachronism to most people under the age of 40. Indeed, from that data it is no surprise that 24 per cent of Millennials - that cohort born between 1981 and 1996 and (in 2023) aged between 27 and 42 - <b><span style="color: red;">think they will never retire</span></b> (this statistic was pre-pandemic before the recent bout of inflation further tarnished any retirement plans).</div><div>...</div><div><b><span style="color: red;">In the UK, the retirement age is due to rise from 67 to 68, and recent reports have indicated that the government may bring this date forward by eight years</span></b>."</div></div></blockquote><div><div></div></div><div>Trechos retirados de "<a href="https://www.amazon.es/gp/product/139941271X/ref=ppx_yo_dt_b_asin_title_o04_s00?ie=UTF8&psc=1" target="_blank">The World of Work to 2030: A practical guide to futureproofing your business and your career</a>"</div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-66337234507356840172024-03-14T07:21:00.003+00:002024-03-14T07:21:00.250+00:00Será bom que corras!<p>Em 2010 escrevi este postal <a href="https://balancedscorecard.blogspot.com/2010/02/knowledge-funnel-parte-i.html">The Knowledge Funnel (parte I)</a> onde usei esta imagem de Roger Martin:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiW8xy27z41pSE5Tm4UYSLqPMnYoGANIpMbWLvCP7FZ4bYpwChZPABSvPUnTODlKbF7t4zjsl5YWVqeAtfuUkSmdBP4gM-mciM2X1xrLEL1MyO357fa2RduFPYv_DEgoiTzREZlD9KfZik3tOWgnwSgK4JutULHOwttzxhBvbvKi6uzsNN4tF1R/s320/val311-3.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="223" data-original-width="320" height="279" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiW8xy27z41pSE5Tm4UYSLqPMnYoGANIpMbWLvCP7FZ4bYpwChZPABSvPUnTODlKbF7t4zjsl5YWVqeAtfuUkSmdBP4gM-mciM2X1xrLEL1MyO357fa2RduFPYv_DEgoiTzREZlD9KfZik3tOWgnwSgK4JutULHOwttzxhBvbvKi6uzsNN4tF1R/w400-h279/val311-3.png" width="400" /></a></div>Há dias Martin escreveu, "<a href="https://rogermartin.medium.com/strategy-artificial-intelligence-6f719015b8fc" target="_blank">Strategy & Artificial Intelligence - A Story of Heuristics, Means & Tails</a>" de onde retiro estes trechos:<div></div><blockquote><div>"The world is full of mysteries, which is what makes life interesting. In addition to being interesting, <b><span style="color: red;">tackling a mystery and developing a great heuristic for dealing with the knowledge in question can be extremely remunerative</span></b>. </div><div>...</div><div>Codifying one’s own heuristic is an enormous challenge. </div><div>...</div><div>Beyond the enormity of the challenge, there is the problem of what economists call ‘moral hazard.’ People in possession of a heuristic have strong disincentives to shift it from specific knowledge exclusively in their heads to general knowledge, even though doing so would be good for humanity. If they cause it to become general knowledge, the supply of people in possession of the heuristic would grow and the value to its creator would fall. </div><div>...</div><div><b><span style="color: red;">If a heuristic becomes evenly distributed general knowledge, it is more readily advanced to an algorithm so that even a machine could do it</span></b>. </div><div>...</div><div>LLM/AI has the power of pushing knowledge more quickly through the knowledge funnel by de-partitioning heuristics, making them more ubiquitous faster, which I believe will hasten their further advancement to algorithms — which is good for the world.</div><div>...</div><div><div><b><span style="color: red;">As a manager/professional, you need to work on creating a uniquely valuable heuristic. If you simply run an algorithm, you are probably out of a job already.</span></b> If you haven’t done the thinking work to formalize the heuristics that you employ in your own work, good luck, it is only a matter of time until you will be replaced. And if you have aimed for a heuristic of average quality, you are directly in LLM/AI’s kill-zone.</div><div><b><span style="background-color: #fcff01; color: red;">To have a great career in the modern economy, the only path is to have an above average heuristic for creating value in the specific domain of your job</span></b>. LLM/AI won’t find your heuristic because that is not what it is looking for if your heuristic is out on the right tail of the distribution. Creating an above average heuristic is a high bar — but will increasingly be reality in the LLM/AI economy."</div></div></blockquote><div><div></div><p>Entretanto, ontem li:</p><p></p><ul style="text-align: left;"><li><a href="https://eco.sapo.pt/2024/03/12/ano-arranca-com-despedimentos-coletivos-a-aumentar-comercio-e-industria-destacam-se/" target="_blank">Ano arranca com despedimentos coletivos a aumentar. Comércio e indústria destacam-se</a></li><li><a href="https://www.dn.pt/6196134322/mais-que-nunca-o-dn/" target="_blank">Mais que nunca, o DN</a></li></ul><div>E volto ao provérbio africano que <a href="https://balancedscorecard.blogspot.com/2006/06/quando-o-sol-se-levanta-ser-bom-que.html" target="_blank">aqui escrevi em 2006</a>:</div><div><blockquote>Em África, todas as manhãs, uma gazela acorda. Sabe que tem de correr mais depressa que o leão, ser mais veloz ou será morta.Todas as manhãs, um leão acorda. Sabe que tem de correr mais depressa que a gazela mais lenta, ou morrerá de fome. Não interessa se és um leão ou uma gazela. Quando o sol se levantar será bom que corras.</blockquote></div><div>E a vida económica é esta corrida incessante para servir melhor os clientes. Claro que alguns conseguem fazer batota, por mais algum tempo: <a href="https://balancedscorecard.blogspot.com/2007/09/flash.html">Big Man economy</a>.</div><div><br /></div><div><br /></div><div><br /></div><div>BTW, desde um final de tarde na <a href="https://x.com/ccz1/status/52770485301280768?s=20" target="_blank">estação de VFX à espera do Intercidade</a>s em 2007 que deixei de comprar o DN. Não me faz falta. Mas não posso deixar de me sentir incomodado com "Uma nova administração da GMG que mais de um mês após tomar posse nunca falou com a direcção do jornal, e uma nova Comissão Executiva que só a chamou uma semana após entrar em funções para lhe indicar a porta da rua." O jornal pode não ter futuro, ou os despedimentos até podem ser críticos para que o jornal tenha um futuro. No entanto, não é assim que se lida com pessoas.</div><p></p></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-83619969759913439512024-03-13T07:22:00.001+00:002024-03-13T07:22:00.133+00:00Modelos apodrecidos<blockquote class="twitter-tweet"><p dir="ltr" lang="en">The Wall Street journal article indicated the Kansas subcontractor, that builds the fuselage made a practice of firing and transferring quality personnel who found too many defects.<a href="https://t.co/gxcvlqKMZF">https://t.co/gxcvlqKMZF</a></p>— Gary Heintz (@garyandglendah1) <a href="https://twitter.com/garyandglendah1/status/1767344611138097653?ref_src=twsrc%5Etfw">March 12, 2024</a></blockquote> <script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>
<p>Verdade seja dita que a afirmação do tweet não se encontra no texto do artigo "<a href="https://www.wsj.com/business/airlines/boeing-fails-to-turn-over-information-in-alaska-737-max-probe-ntsb-says-e266b2a8?st=ljonjxz2gpoqlvg&reflink=article_copyURL_share" target="_blank">Boeing Response in Alaska Airlines 737 MAX Probe Is Blasted by Feds</a>" no entanto, transpira uma cultura que impressiona:</p><p></p><blockquote><p>"The airplane maker hadn't provided the names of 25 employees the NTSB believes may have information about work on a door plug that later flew off a plane during a Jan. 5 flight,</p><p>...</p><p>Boeing also hasn't provided investigators with documents about factory work related to the door plug's removal and reinstallation in mid-September, she said, adding that certain documents might not exist.</p><p>...</p><p>Homendy said Boeing has told the NTSB that it hasn't been able to find relevant documents in some cases. She said the safety board has been told Boeing has a process for removing, opening and reinstalling door plugs, but that the company hasn't yet provided the written procedures."</p></blockquote><p></p><p>Mais informação em "<a href="https://www.reuters.com/business/aerospace-defense/ntsb-says-boeing-has-not-provided-some-information-sought-737-max-9-probe-2024-03-06/" target="_blank">Boeing discloses names of 737 MAX employees after NTSB chair faults cooperation</a>" e em "<a href="https://www.reuters.com/business/aerospace-defense/us-faa-says-boeing-737-max-production-audit-found-compliance-issues-2024-03-04/" target="_blank">US FAA hits Boeing 737 MAX production for quality control issues</a>"</p><p>Entretanto o subcontratado <a href="https://www.spiritaero.com/company/certifications/" target="_blank">Spirit AeroSystems</a> tem muitas certificações.</p><p>Sintomas de apodrecimento de modelos que degeneram sob a pressão da <a href="https://balancedscorecard.blogspot.com/2020/03/portanto-cuidado-com-pedintes-que.html" target="_blank">doença anglo-saxónica</a> em empresas too big to fail.</p><p>Já escrevi sobre a radioclubização, sobre o hollowing e o eficientismo.</p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-32841608791316743402024-03-12T07:19:00.002+00:002024-03-12T07:19:00.151+00:00O mundo a mudar<blockquote class="twitter-tweet"><p dir="ltr" lang="en"><a href="https://twitter.com/hashtag/Mexico?src=hash&ref_src=twsrc%5Etfw">#Mexico</a> has overtaken China as the U.S.'s main goods supplier 🇲🇽🤝🇺🇸<br /><br />Global Trade’s "Great War" between the <a href="https://twitter.com/hashtag/US?src=hash&ref_src=twsrc%5Etfw">#US</a> and <a href="https://twitter.com/hashtag/China?src=hash&ref_src=twsrc%5Etfw">#China</a> is an economic conflict on a scale that hasn't been seen in the modern era. <br /><br />Mexico's "China Plus One" strategy aimed at reducing the risks of being drawn… <a href="https://t.co/sAj1JLAG4V">pic.twitter.com/sAj1JLAG4V</a></p>— OECtoday (@OECtoday) <a href="https://twitter.com/OECtoday/status/1765834086445138234?ref_src=twsrc%5Etfw">March 7, 2024</a></blockquote> <script async="" charset="utf-8" src="https://platform.twitter.com/widgets.js"></script>
<p><br /></p><p>Também me mandaram um e-mail com este artigo "<a href="https://www.assemblymag.com/articles/98349-mexico-surpasses-china-as-americas-top-trade-partner?utm_medium=emailsend&utm_source=PM-ASM-Assembly&utm_content=BNPCD240229060_01&oly_enc_id=7788A0378867H4R" target="_blank">Mexico Surpasses China as America’s Top Trade Partner</a>". Tudo alinhado com <span face=""Trebuchet MS", Verdana, Arial, sans-serif" style="background-color: white; font-size: 12.61px;"> </span><span style="font-family: inherit;"><span style="background-color: white;">"</span><a href="https://www.youtube.com/watch?v=SytmNoG5Fy0&t=1619s" style="color: #cc6633;" target="_blank">Peter Zeihan, March 5, 2024</a><span style="background-color: white;">":</span></span></p><p><span style="font-family: inherit;"><span style="background-color: white;"><br /></span></span></p><p><span style="font-family: inherit;"><span style="background-color: white;">(9' 41'') - it's the perfect partner by any number of measures. If there was one country on this planet that we wanted to have as a trading partner, Mexico is the one we want, and so last year Mexico retook its position as our number one trading partner...</span></span><span style="background-color: white; font-family: inherit;"> </span></p><p><span style="background-color: white; font-size: 15px; white-space: pre-wrap;"><br /></span></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-51192603980652834122024-03-11T07:22:00.004+00:002024-03-11T07:22:00.149+00:00Essa gente não existe!!!<p> Por um lado, "<a href="https://eco.sapo.pt/2024/03/07/montenegro-acredita-que-pais-e-capaz-de-voltar-a-crescer-a-3-4-ou-5/?utm_source=pocket_saves" target="_blank">Montenegro acredita que país é capaz de voltar a crescer a "3, 4 ou 5%"</a>":</p><p></p><blockquote>""Nós conseguimos crescer a 3, 4, 5 por cento, conseguimos. Já conseguimos noutros períodos da nossa história, porque é que a minha geração, a vossa geração hão de estar renitentes quanto à sua capacidade?", questionou, dizendo que o país até tem mais instrumentos tecnológicos, mais financiamento externo e mais qualificações. Por essas razões, Montenegro disse acreditar muito na capacidade dos empresários e de Portugal."</blockquote><p>por outro lado, "<a href="https://www.youtube.com/watch?v=SytmNoG5Fy0&t=1619s" target="_blank">Peter Zeihan, March 5, 2024</a>" diz-nos:</p><p></p><ul style="text-align: left;"><li>vamos ter um choque demográfico mais forte do que o que aconteceu com a Peste Negra.</li></ul><div>Quem vai comprar a produção que suporta um crescimento de 3, 4 ou 5%? Essa gente não existe!!!</div><div><br /></div><div>Aos 7' 21'':</div><div><blockquote>"in the next few years, the Koreans will lead us into whatever's next as that bulge that's currently capital and skills rich and paying taxes ages into Mass retirement, and it all goes away, and so a few years from now, the Koreans will have to figure out a new economic and political and social model that is not based on consumption or on production or on investment what will that look at what will that look like I have no idea because no country in human history has ever crossed that Rubicon and the Koreans definitely will not be alone all right let's start bottom left with the<b><span style="color: red;"> Germans</span></b> are in the same situation as Korea for very similar reasons <span style="color: red;"><b>this is their last decade as an industrial power</b></span> if you want a beamer get it now you should probably get 10 years apart because you're going to need those I'd love for that to be a joke."</blockquote><p>BTW aos 10' 59'':</p><p></p><blockquote>"and then there's the Chinese who is already one of the five fastest collapsing workforces in human history and this data from June of last year is wrong they updated the data in July check out the bottom of it they are now <b><span style="color: red;">reporting officially a larger drop in the birth rate in the last five years in China than what happened to the Jews of Europe during the Holocaust </span></b>that's an official data unofficially the Chinese Academy of Sciences which is kind of their wise men group that interprets government statistics says that this is wrong that they've overcounted their population by more than a 100 million people"</blockquote><p></p></div><p></p><p></p><div></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-27623731942805630812024-03-10T07:38:00.001+00:002024-03-10T07:38:00.138+00:00Acerca do velho "Too big to care"<p>Quinta-feira passada ao principio da tarde, no final de uma reunião, recordava Tom Peters com o seu "Too big to care":</p><p></p><ul style="text-align: left;"><li>De 2015 - <a href="https://balancedscorecard.blogspot.com/2015/12/too-big-to-care.html">Too Big To Care</a></li><li>De 2017 - <a href="https://balancedscorecard.blogspot.com/2017/03/to-big-to-care.html">Too big to care</a></li></ul><div>Sexta-feira ao final da tarde li "<a href="https://seths.blog/2024/03/regressing-to-the-mean-all-by-yourself/" target="_blank">Regressing to the mean all by yourself</a>" de Seth Godin:</div><p></p><div><div></div><blockquote><div>""The mean" is the average. Another word for "mediocre."</div><div>When an organization gets big enough, by definition, it's the average.</div><div><b><span style="color: red;">When you have enough customers, they represent the population as a whole</span></b>.</div><div><b><span style="color: red;">If you find yourself seeking to serve the largest possible number of people, you've signed up to be average</span></b>. Without a doubt, you're raising the bar compared to the ones who came before, but <b><span style="color: red;">scale has its costs.</span></b></div><div><b><span style="color: red;">If you ship enough products to enough people, average is inevitable</span></b>."</div></blockquote><div></div></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-21217714766223266992024-03-09T07:27:00.004+00:002024-03-09T07:27:00.132+00:00Por que se pedem paletes de mão de obra estrangeira barata? (parte III)<p>Há dias li no WSJ este longo artigo, "<a href="https://www.wsj.com/economy/business-immigrant-low-skilled-labor-addiction-bf009a83?mod=economy_trendingnow_article_pos2" target="_blank">Rich Countries Are Becoming Addicted to Cheap Labor</a>".</p><p>Entretanto, ontem li "<a href="https://www.econlib.org/the-cheap-labor-addiction/" target="_blank">The Cheap Labor Addiction?</a>". Interessante, quer o texto do artigo, quer a troca de comentários. Julgo que se trata do tema que tenho abordado aqui no blogue acerca dos "<a href="https://balancedscorecard.blogspot.com/2023/08/falta-parte-dolorosa-da-transicao.html" target="_blank">Flying Geese"</a> e também do tema desta semana sobre o <a href="https://balancedscorecard.blogspot.com/2024/03/il-um-mal-menor.html" target="_blank">papel dos empresários e da produtividade do país</a>.</p><p>Por exemplo, acerca deste trecho no jornal:</p><p></p><blockquote>"In Canada, economists say the government has cast aside a carefully managed immigration system that gave priority to highly skilled workers, and ramped up significantly the intake of foreign students and other low-skilled temporary workers. <span style="color: red;"><b>By flooding the market with cheap labor, Ottawa may be propping up uncompetitive businesses and ultimately damaging productivity (1)</b></span>, according to a December report co-written by former Canadian central-bank governor David Dodge."</blockquote><p>Leio:</p><p></p><blockquote><p>"<b><span style="color: red;">Notice the strange use of the word "uncompetitive." If those businesses are able to do well and maybe even thrive, how are they uncompetitive? (2) </span></b>In fact, they are quite competitive.</p><p></p><p><b><span style="color: red;">And how would hiring more workers reduce productivity? (3) </span></b>Are the employers stupid? Do they want to pay people who not only don't produce but also reduce production?</p><p>Of course not. It's clear what Dodge means. He means that hiring low-skilled workers could easily reduce average productivity.</p><p>Indeed, the very next paragraph of the news story makes my point:</p><p></p><blockquote><p><b><span style="color: red;">Economic output per capita is lower than it was in 2018 following years of record immigration (4)</span></b>, notes Mikal Skuterud, an economist at Waterloo University in Ontario. <b><span style="color: red;">Canada has been bringing in so many low-skilled workers that it lowers the country's productivity overall (5)</span></b>, he says.</p><p></p><p>Skuterud is pointing to average productivity even though he blows it at the end by equating that to the "country's productivity overall.""</p></blockquote></blockquote><p> (1) e (2) - Já abordamos este tema aqui, misturar e fundir produtividade e competitividade dá asneira. Daí esta imagem que uso há anos:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWu9i_I-Digw_MDJfVcSyS1ExGgbiZLN7tIK4gRUGkPF_b3peaxeYQCJg6yCNNGUc6ZrvGfQ83NPIRvO7fRKom7yB304MHuG-NXDllJ0E_mdN2IU-eYCyKURZqxE3woCoG392gI-by9WvV0P2sBn_QtT6MLowJepd0wl-2AgcG27XV4dsvaD9Z/s400/Captura%20de%20ecra%CC%83%202021-11-12,%20a%CC%80s%2009.02.31.png" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="270" data-original-width="400" height="270" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjWu9i_I-Digw_MDJfVcSyS1ExGgbiZLN7tIK4gRUGkPF_b3peaxeYQCJg6yCNNGUc6ZrvGfQ83NPIRvO7fRKom7yB304MHuG-NXDllJ0E_mdN2IU-eYCyKURZqxE3woCoG392gI-by9WvV0P2sBn_QtT6MLowJepd0wl-2AgcG27XV4dsvaD9Z/w400-h270/Captura%20de%20ecra%CC%83%202021-11-12,%20a%CC%80s%2009.02.31.png" width="400" /></a></div>É possível ser muito competitivo e empobrecer porque se é pouco produtivo e, por isso, apesar da subida do custo de vida os salários não são capazes de acompanhar porque a organização não liberta margem suficiente. <div><br /></div><div>Recordo:</div><div><ul style="text-align: left;"><li><a href="https://balancedscorecard.blogspot.com/2023/03/por-que-se-pedem-paletes-de-mao-de-obra.html">Por que se pedem paletes de mão de obra estrangeira barata?</a></li><li><a href="https://balancedscorecard.blogspot.com/2023/06/a-concorrencia-desigual-ou-evolucao-da.html">A concorrência "desigual" ou A evolução da produtividade (parte VII)</a></li></ul><p>(3) - Produtividade de empresas versus produtividade agregada de um país. Recordo <a href="https://balancedscorecard.blogspot.com/2019/11/salario-minimo-produtividade_9.html">Salário mínimo, produtividade, motivação/malandragem e desemprego (parte II)</a></p><p>(4) e (5) - Recordo <a href="https://balancedscorecard.blogspot.com/2023/08/falta-parte-dolorosa-da-transicao.html">Falta a parte dolorosa da transição</a></p><p>Podem querer o que quiserem, mas a opção que tomarem tem custos.</p><p></p><p></p></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-53807439838630586942024-03-08T07:16:00.004+00:002024-03-08T07:16:00.125+00:00Framing a problem<p></p><blockquote><p>"Framing your problem means articulating what your problem is. To help you do so, a frame provides with three main parts: (1) a substance part; (2) an engagement part (with information on the stakeholders involved); and (3) a logistics part. Let's get started on the first part.</p><p>Borrowing from archetypical narratives in storytelling, <b><span style="color: red;">you can capture the substance of the problem by summarising it in a single overarching question, the quest, that you contextualise with a clearly defined protagonist (the hero), a goal that the hero wants to achieve (the treasure), and an obstacle between the two (the dragon)</span></b>.</p><p>...</p><p>Yet, like it or not, how a problem is framed matters (see below).? People tend to underappreciate what they don't know, and poor framing partly explains why a large proportion of strategic decisions fail. First, <b><span style="color: red;">if you frame poorly, you risk addressing a symptom, or a perceived problem, rather than the underlying disease</span></b>. </p><p>...</p><p>Second, <b><span style="color: red;">poor framing also creates problems when you ask your stakeholders to support your conclusions</span></b>. If you haven't considered their perspectives in your framing, expect struggles when 'selling' them on the merits of your approach.</p><p>An effective frame is also critical because you know more than your stakeholders. Working on your problem for days, weeks or months, you will easily presume that they know more than they do. We often see this perception gap, called the curse of knowledge, between project teams and their stakeholders."</p></blockquote><p>Trechos retirados de "Solvable - A simple solution to complex problems" de Arnaud Chevallier e Albrecht Enders"</p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-65532093829892524082024-03-07T07:24:00.000+00:002024-03-07T07:24:00.132+00:00Outro choque chinês?<p></p><blockquote><p> "<b><span style="color: red;">In the late 1990s and early 2000s, the U.S. and the global economy experienced a "China shock," a boom in imports of cheap Chinese made goods that helped keep inflation low but at the cost of local manufacturing jobs.</span></b> [<span style="color: #3d85c6;">Moi ici: Lembram-se dos experts a dizerem que por cá era por causa do euro? Recordo, </span><a href="https://balancedscorecard.blogspot.com/2010/06/o-choque-chines-num-pais-de-moeda-forte_29.html">O choque chinês num país de moeda forte (parte VI)</a>, <a href="https://balancedscorecard.blogspot.com/2011/12/its-not-euro-stupid-parte-iv.html">It's not the euro, stupid! (parte IV)</a> e <a href="https://balancedscorecard.blogspot.com/2013/03/acerca-da-desvalorizacao-interna.html">Acerca da desvalorização interna</a>] <b><span style="color: red;">A sequel might be in the making</span></b> as Beijing doubles down on exports to revive the country's growth. Its factories are churning out more cars, machinery and consumer electronics than its domestic economy can absorb. Propped up by cheap, state-directed loans, Chinese companies are glutting foreign markets with products they can't sell at home.</p><p><b><span style="color: red;">Some economists see this China shock pushing inflation down even more than the first</span></b>. China's economy is now slowing, whereas, in the previous era, it was booming. As a result, the disinflationary effect of cheap Chinese-manufactured goods won't be offset by Chinese demand for iron ore, coal and other commodities.</p><p>...</p><p>There are some countervailing forces. The U.S., Europe and Japan don't want a rerun of the early 2000s, when cheap Chinese goods put many of their factories out of business. So they have extended billions of dollars in support to industries deemed strategic, and imposed or threatened to impose tariffs on Chinese imports. Aging populations and persistent labor shortages in the developed world could further offset some disinflationary pressure China exerts this time. <b><span style="color: red;">"It won't be the same China shock,"</span></b> said David Autor, a professor of economics at the Massachusetts Institute of Technology and one of the authors of a 2016 paper that described the original China shock.</p><p>Even so, "the concerns are more fundamental" now, Autor said, because China is competing with advanced economies in cars, computer chips and complex machinery-higher-value industries that are viewed as more central to technological leadership.</p><p>...</p><p>In 2016, Autor and other economists estimated that the U.S. lost more than two million jobs between 1999 and 2011 as a result of Chinese imports, as makers of furniture, toys and clothes buckled under the competition and workers in hollowed-out communities struggled to find new roles. A sequel of sorts appears to be under way."</p></blockquote><p>A ser verdade, o impacte será sentido sobretudo pelos fabricantes de produtos como máquinas e automóveis. </p><p></p><p>Trechos retirados do WSJ de 4 de Março passado em "New China Export Boom Cuts Two Ways".</p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-52991579238280764042024-03-06T07:26:00.009+00:002024-03-06T07:30:43.028+00:00IL? Um mal menor<p>Disclaimer: Eu vou votar Iniciativa Liberal, como um mal menor. </p><p>Este artigo no DN, "<a href="https://www.dn.pt/1860882675/il-avisa-empresarios-vao-ter-mesmo-de-aumentar-os-salarios-dos-trabalhadores/#error=login_required&state=c17355d2-2486-4e5d-8d57-d03189adf667" target="_blank">IL avisa empresários: "Vão ter mesmo de aumentar os salários" dos trabalhadores</a>", que li ontem, ilustra porque também é um mal. Aliás, eu tento ouvir o menos possível a campanha da Iniciativa Liberal para não ser tentado a mudar de ideias.</p><p>Há aqui um paralelismo com o que <a href="https://balancedscorecard.blogspot.com/2021/10/subam-os-precos.html" target="_blank">costumo dizer aos agricultores</a> e <a href="https://balancedscorecard.blogspot.com/2017/09/os-pescadores-nao-sao-santa-casa-da.html" target="_blank">disse uma vez sobre os pescadores</a>:</p><p></p><blockquote>"O papel dos pescadores não é alimentarem o mundo, não são a Santa Casa da Misericórdia ponto. O papel dos pescadores é ganharem a sua vida ponto." </blockquote><p></p><blockquote>"Estou farto de escrever aqui no blogue que a função do agricultor não é alimentar a sociedade, a função do agricultor é ganhar dinheiro através da prática da agricultura. A sociedade não quer saber dos agricultores, quer produtos agrícolas baratos nem que venham da Ucrânia. Por isso, o agricultor não deve ser trouxa e deve trabalhar para quem valoriza o fruto da sua actividade. Adiante." (<a href="https://balancedscorecard.blogspot.com/2021/09/contrarian.html" target="_blank">Aqui</a>) </blockquote><p>Rui Rocha disse:</p><p></p><blockquote>"O presidente da IL disse esta segunda-feira diretamente aos empresários que "vão ter mesmo de aumentar os salários dos trabalhadores" porque, caso contrário, não será possível contrariar a saída sistemática de pessoas qualificadas do país." </blockquote><p>O que ele disse sobre "a saída sistemática de pessoas qualificadas do país" é mentira? Não!</p><p>Não faz sentido é pedir a empresários que resolvam um problema da comunidade, quando eles não só não têm capital para o fazer como essa não é a sua função.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlSXgS7VHNzITxT1iQxDjngE4KWcEGWvw9R0RfaWvbOM66wxmLX1iUq4mYp3BsNzSj8qNxJoCYoyCe34LPlbVZE9LyOmqzlJrcgu3SaW7Cc_B2mb-D-XNdM3UNMU5xQGpLfOGvM38_T3bc15L8XWSO7Pc1ZYf4nd20Fzydy5Mp1onzG2sa3_AC/s1816/desemp.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1540" data-original-width="1816" height="339" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjlSXgS7VHNzITxT1iQxDjngE4KWcEGWvw9R0RfaWvbOM66wxmLX1iUq4mYp3BsNzSj8qNxJoCYoyCe34LPlbVZE9LyOmqzlJrcgu3SaW7Cc_B2mb-D-XNdM3UNMU5xQGpLfOGvM38_T3bc15L8XWSO7Pc1ZYf4nd20Fzydy5Mp1onzG2sa3_AC/w400-h339/desemp.png" width="400" /></a></div><p> Isto só ilustra que Rui Rocha ignora os <a href="https://balancedscorecard.blogspot.com/2022/06/o-mastim-dos-baskerville.html" target="_blank">mastins dos Baskerville</a>, o que é pena. Está como <a href="https://balancedscorecard.blogspot.com/2020/10/tamanho-produtividade-e-receita.html" target="_blank">Alexandre Relvas</a>, também acha que o salto da produtividade irlandesa foi feito por empresários irlandeses. Tem muito para aprender.</p><p>Já agora, em que é que isto difere do discurso de Mortágua sobre o tema?</p><p></p><blockquote>"Há sempre uma desculpa para os salários baixos, o contrato precário, os horários impossíveis. Há sempre o "agora não pode ser", que a economia não aguenta melhores salários, que a produtividade não aumenta, que Portugal é um país pobre", disse, advertindo que "Portugal é um país pobre porque paga salários pobres"."</blockquote><p>Acaso Rui Rocha acha que as empresas podem pagar melhores salários mas não querem? E que basta exortar os empresários para isso acontecer?</p><p>Rui Rocha não relaciona aumento de salários com aumento da produtividade... isto é demasiado grave.</p><p>Rui Rocha é <a href="https://balancedscorecard.blogspot.com/2023/05/consultor-de-empresas-versus-consultor.html" target="_blank">outro que não pode dizer</a> "a Festa de Natal do jardim-escola foi uma valente porcaria!"</p><p>Qual a resposta de um liberal a tudo isto? Não matem empresas deliberadamente, mas deixem as empresas morrer!</p><p>E se quiserem mesmo que a produtividade e os salários aumentem a sério, promovam a <a href="https://balancedscorecard.blogspot.com/2022/01/nao-sao-elas-que-precisam-de-portugal.html" target="_blank">receita irlandesa</a> e o mercado fará o papel que não cabe aos políticos, o de escolher vencedores.</p><p></p><p></p><p></p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com2tag:blogger.com,1999:blog-8455467.post-50708967867324022632024-03-05T07:28:00.021+00:002024-03-05T07:28:00.138+00:00Canário na mina<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivz67Uyu0dfxy4_ilVlVfL7vN8wrFBDUz0OTkRfwmohix-TSr0ekMYNwWnlC1PRSm2xmSbmAjAzcu4Bw7fYN6hY4cdE_vtP_uaCYe7aAao45m3MF7iv4oJyPc2yHqHlLRZOiHVxlaqYBy4fJeWCdl8QfOAIJZwABOylRsubF878wRNybjhiGeG/s400/Imagem%2011.jpeg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="270" data-original-width="400" height="216" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEivz67Uyu0dfxy4_ilVlVfL7vN8wrFBDUz0OTkRfwmohix-TSr0ekMYNwWnlC1PRSm2xmSbmAjAzcu4Bw7fYN6hY4cdE_vtP_uaCYe7aAao45m3MF7iv4oJyPc2yHqHlLRZOiHVxlaqYBy4fJeWCdl8QfOAIJZwABOylRsubF878wRNybjhiGeG/s320/Imagem%2011.jpeg" width="320" /></a></div><br /> No JN do passado dia 2 de Março, "Ecco'Let anuncia processo de despedimento":<p></p><p></p><blockquote>"A multinacional do calçado, Ecco'Let, sediada em São João de Ver, Santa Maria da Feira, prepara o despedimento de cerca de 10% dos seus trabalhadores. A informação foi avançada, na manhã de ontem, aos funcionários."</blockquote><p>Recordar:</p><p></p><ul style="text-align: left;"><li><a href="https://balancedscorecard.blogspot.com/2024/02/e-sinto-que-algo-nao-bate-certo.html">e sinto que algo não bate certo</a> (Fevereiro de 2024)</li><li><a href="https://balancedscorecard.blogspot.com/2024/02/precaucao-e-optimismo-parte-ii.html">Precaução e optimismo (parte II)</a> (Fevereiro de 2024)</li><li><a href="https://balancedscorecard.blogspot.com/2024/02/precaucao-e-optimismo.html">Precaução e optimismo</a> (Fevereiro de 2024)</li></ul>Pois <a href="https://balancedscorecard.blogspot.com/2024/01/um-click.html">Um click!</a> (Janeiro de 2024). <div><br /></div><div><br /></div><div>Anonimamente o desemprego no sector "Indústria do couro e dos produtos do couro" quase <a href="https://www.iefp.pt/documents/10181/12562726/Informação+Mensal+janeiro+2024.pdf/9b39ce88-93ba-4267-80b8-47102a52850d" target="_blank">duplicou num ano</a>. Agora está a chegar a uma empresa conhecida e do segmento alto. A APICCAPS fala no luxo, mas ... </div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-30054142487068530302024-03-04T07:19:00.001+00:002024-03-04T07:19:00.129+00:00Leite, tomate e ... turismo, negócios não sustentáveis<p>Leite, tomate e ... turismo.</p><p>No caso do leite e do tomate percebo o que acontece e percebo o efeito pernicioso da intervenção governamental.</p><p></p><ul style="text-align: left;"><li><b><u>Tomate</u></b></li><li><a href="https://balancedscorecard.blogspot.com/2012/10/perversoes-socialistas.html">Perversões socialistas?</a> (Outubro de 2012)</li><li><a href="https://balancedscorecard.blogspot.com/2014/01/sou-so-eu.html">Sou só eu?</a> (Janeiro de 2014)</li><li><a href="https://balancedscorecard.blogspot.com/2017/11/i-see-qimondas-everywhere.html">I see Qimondas everywhere</a> (Novembro de 2017)</li></ul><div><br /></div><div><br /></div><div><ul style="text-align: left;"><li><u><b>Leite</b></u></li><li><a href="https://balancedscorecard.blogspot.com/2009/08/falta-de-estrategia-falta-de-reflexao-e.html">Falta de estratégia, falta de reflexão e falta de coragem</a> (Agosto de 2009)</li><li><a href="https://balancedscorecard.blogspot.com/2018/08/a-distancia.html">À distância</a> (Agosto de 2018)</li></ul><div>Dois negócios que competem pelo preço mais baixo quando não têm vantagem competitiva, ou seja, violam a primeira lei das Teoria dos Jogos: <a href="https://balancedscorecard.blogspot.com/2023/10/do-not-play-strictly-dominated-strategy.html">"Do not play a strictly dominated strategy"</a></div></div><div><br /></div><div>Entretanto, no último número do Caderno de Economia do semanário Expresso apanho este título, "Aumento de custos preocupa hotelaria". </div><div><br /></div><div>Weird! Aumentam a facturação como nunca, <a href="https://balancedscorecard.blogspot.com/2024/02/a-troika-fez-maravilhas.html" target="_blank">aumentam os preços e as margens como nunca</a> (e ainda bem) mas não conseguem acompanhar os custos?! </div><div><br /></div><div>Para mim é um sinal de que o modelo de negócio não é sustentável. Por que não encaram o problema de frente? Por que pedem aos contribuintes que financiem os seus projectos deficientemente suportados pelos seus clientes?</div><div><br /></div><div>É a velha cena <a href="https://balancedscorecard.blogspot.com/2010/07/assar-sardinhas-so-com-chama-de.html">Assar sardinhas só com a chama de fósforos</a>.</div><div><br /></div><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-71048901807371324862024-03-03T07:24:00.002+00:002024-03-03T07:35:15.075+00:00Era importante que olhassem para os números primeiro (parte I)<p>No passado dia 1 de Março no JdN li "Geopolítica, juros e salários preocupam indústria" um artigo baseado numa conversa com o presidente da Associação Industrial Portuguesa (AIP).</p><p>A certa altura leio:</p><p></p><blockquote><p>"O <b><span style="color: red;">abrandamento da procura externa</span></b>, os conflitos na Ucrânia e no Médio Oriente, <b><span style="color: red;">a concorrência asiática</span></b>, <b><span style="color: red;">as taxas de juro</span></b>, [<span style="color: #3d85c6;">Moi ici: Factores conjunturais</span>] os <b><span style="color: red;">custos salariais e a produtividade são os principais desafios que a indústria enfrenta para este ano</span></b>. [<span style="color: #3d85c6;">Moi ici: Enfrenta para este ano?! Come on, não se iludam, são factores estruturais</span>] O leque de preocupações é elencado pelo presidente da Associação Industrial Portuguesa (AIP), que em declarações ao Negócios começa por descrever o "estado da arte" e a evolução do setor secundário nacional. "A base industrial do país tem enfraquecido. <b><span style="color: red;">O peso da indústria transformadora no produto interno bruto não ultrapassa 14%, e 25% no valor acrescentado bruto</span></b>. [<span style="color: #3d85c6;">Moi ici: Releiam este número. A indústria é responsável por 25% no valor acrescentado bruto. Será verdade? E isso é bom ou mau? E isso é relevante para o tema da produtividade e do crescimento ou não? Que dados podemos consultar? Podemos comparar com outros países? Dados do Banco Mundial no <a href="https://data.worldbank.org/indicator/NV.IND.MANF.ZS?end=2022&locations=FR-PT-ES-DE-SE&start=1960" target="_blank">gráfico abaixo</a></span>] O número de empresas industriais (68.501) no número total das sociedades comerciais é de 9,2%.A diferença da produtividade industrial também é alarmante: é cerca de um terço da francesa e pouco mais de metade da espanhola", ", alerta.</p><p><span style="color: red;"><b>É uma evolução </b></span><b><span style="color: red;">que</span></b>, na opinião de José Eduardo Carvalho, "<b><span style="color: red;">explica, em parte, o anémico crescimento em que temos vivido"</span></b>. "Um país com uma forte base industrial reforça a competitividade externa e o grau de internacionalização da economia, produz mais conhecimento e inovação e aumenta a competitividade salarial", defende."</p></blockquote><p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR54GJRmUqJoxFPEMh0OvDhai5bgC2iBFGem0h7YHd_vWrk3ylDmMS3TwtmOlDs1a6PFecb37aAKcEBqe3P7bpm1xeSwKess_s30PxayG08jlJDyfunebYXqHaCcpPdt0U47lLZiregOyp7pOWOswPLR-AheOWFo0Mb1G97o-GORKPaE0VHJe8/s1614/wb01.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1332" data-original-width="1614" height="330" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhR54GJRmUqJoxFPEMh0OvDhai5bgC2iBFGem0h7YHd_vWrk3ylDmMS3TwtmOlDs1a6PFecb37aAKcEBqe3P7bpm1xeSwKess_s30PxayG08jlJDyfunebYXqHaCcpPdt0U47lLZiregOyp7pOWOswPLR-AheOWFo0Mb1G97o-GORKPaE0VHJe8/w400-h330/wb01.png" width="400" /></a></div><div><br /></div><div><br /></div>Agora procuremos informação sobre a produtividade:<div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPs-hR14r8IpFSfzYyGII_dt4FHeN3CZPhG3PcSJkTABmruJg8HjMRMaUrLCC4voVNs91BGbeZx3KAgLfsCmNCbl4yhGMzVcniHckcrf4wuJOL73EpAj7pCWHtdXr9lEPOmZmWco5t2i9AOELWvFJKkjy67vYC9NzdxsYDfyjQHUyjzEWelOyh/s1224/prod.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="772" data-original-width="1224" height="253" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPs-hR14r8IpFSfzYyGII_dt4FHeN3CZPhG3PcSJkTABmruJg8HjMRMaUrLCC4voVNs91BGbeZx3KAgLfsCmNCbl4yhGMzVcniHckcrf4wuJOL73EpAj7pCWHtdXr9lEPOmZmWco5t2i9AOELWvFJKkjy67vYC9NzdxsYDfyjQHUyjzEWelOyh/w400-h253/prod.png" width="400" /></a></div><div><br /></div>Vêem alguma correlação entre produtividade laboral e peso da indústria transformadora no produto interno bruto?<div><br /></div><div>Entretanto, lembrei-me da Dinamarca. Como se posiciona?</div><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrhLpCZ6afhLuMP3hisZuJzHYocFRTT8BrySxpn8MPTIjtMl6QUYoSzta4pyC-0K5u-Zaw2eJwiyRtqMvw9kZMrhRqvy3ReIr58GqlqmkfSEZ92G_F00TDcFtqqlKw2XWaNpJLeydns5HV-2eW9D4zOdsomdBd67qOmR34T21MMYaRiFxDAgDw/s1638/Captura%20de%20ecra%CC%83%202024-03-02,%20a%CC%80s%2008.23.27.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1526" data-original-width="1638" height="373" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhrhLpCZ6afhLuMP3hisZuJzHYocFRTT8BrySxpn8MPTIjtMl6QUYoSzta4pyC-0K5u-Zaw2eJwiyRtqMvw9kZMrhRqvy3ReIr58GqlqmkfSEZ92G_F00TDcFtqqlKw2XWaNpJLeydns5HV-2eW9D4zOdsomdBd67qOmR34T21MMYaRiFxDAgDw/w400-h373/Captura%20de%20ecra%CC%83%202024-03-02,%20a%CC%80s%2008.23.27.png" width="400" /></a></div><br /><div>E volto à <a href="https://balancedscorecard.blogspot.com/2024/02/outra-coisa-que-me-faz-especie.html" target="_blank">metáfora de há dias</a>:<br /><p>Alguém diz ao filho com 5 anos?</p><p>- A actuação do vosso ano na Festa de Natal do jardim-escola foi uma valente porcaria!</p><p>Claro que não... por isso, o presidente da Associação Industrial Portuguesa prefere atirar culpas para cima do governo de turno. O governo de turno tem culpa por causa dos mastins que não ladram, não tem culpa do desempenho das empresas existentes. O presidente da Associação Industrial Portuguesa não pode fazer o<a href="https://balancedscorecard.blogspot.com/2023/05/consultor-de-empresas-versus-consultor.html" target="_blank"> mesmo que eu aqui no blogue</a>. Ele tem de lutar pelo aumento da produtividade do que existe, mas isso não quer dizer que o que existe possa subir a sua produtividade para níveis próximos da média europeia. Se ele abrisse a boca para falar dos <a href="https://balancedscorecard.blogspot.com/2022/06/o-mastim-dos-baskerville.html" target="_blank">mastins dos Baskerville</a>, tinha uma rebelião em casa. Isto enquanto não for percebido, é uma <a href="https://balancedscorecard.blogspot.com/2022/10/a-amostra-errada.html" target="_blank">conversa de surdos</a>.</p></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-69809488495552799282024-03-02T07:22:00.002+00:002024-03-02T07:34:58.763+00:00Prepare to be dazzled<p>Há tanta coisa a aparecer nos jornais por estes dias e relevante para o mundo empresarial.</p><p>A sensação é de que à boleia de algum wokismo institucional está-se a condenar as PMEs a terem de responder como os agricultores, talvez daqui a 2 anos quando começarem a perceber as multas e as inspecções a sucederem-se.</p><p>Já ouviram falar da CSRD?</p><p>Não? Façam como eu, perguntem ao ChatGPT:</p><p></p><blockquote><p>"The Corporate Sustainability Reporting Directive (CSRD) is a significant legislative development in the European Union that came into force on January 5, 2023. It modernizes and strengthens the rules regarding the social and environmental information companies must report. <b><span style="color: red;">The CSRD expands the scope of companies that must comply with these reporting requirements to include a broader set of large companies and listed SMEs (small and medium-sized enterprises)</span></b>.</p><p><b><span style="color: red;">The directive mandates that companies disclose various information related to environmental, social, and governance (ESG) aspects</span></b>. These include environmental disclosures like climate change mitigation and adaptation, pollution, and biodiversity; social and human rights disclosures such as gender equality and working conditions; and governance disclosures that cover the management of sustainability matters and risk management.</p><p>One notable aspect of the CSRD is its emphasis on aligning business models and strategies to limit global warming to 1.5 °C, in line with the Paris Agreement. <b><span style="color: red;">Companies must also disclose their due diligence processes in sustainability matters, including actions to prevent or mitigate adverse impacts on their operations or value chain</span></b>.</p><p><b><span style="color: red;">The CSRD also introduces assurance obligations, requiring companies to obtain third-party assurance over their disclosures</span></b>. Initially, this will be "limited" assurance, but by 2028, it is planned to adopt standards for more comprehensive assurance.</p><p>The CSRD will be implemented in phases, starting with companies already subject to the EU’s Non-Financial Reporting Directive (NFRD) for fiscal years beginning January 1, 2024. <b><span style="color: red;">Other large companies, <span style="background-color: #fcff01;">listed SMEs</span>, and non-EU companies falling within the CSRD’s scope will follow in subsequent years</span></b>.</p><p>The detailed disclosure requirements are being developed as European Sustainability Reporting Standards (ESRS) by the European Financial Reporting Advisory Group (EFRAG) and will be adopted by the European Commission."</p></blockquote><p>Esta semana perguntei a uma pessoa do mundo da Contabilidade se já tinha olhado para <a href="https://www2.deloitte.com/us/en/insights/environmental-social-governance/sustainability-regulation-outlook.html" target="_blank">Sustainability regulation outlook 2024</a></p><p>Já agora, no FT de ontem li "<a href="https://www.ft.com/content/1686c16e-78a2-46fa-875d-de6543a7665e" target="_blank">Green audits are coming for a firm near you</a>":</p><blockquote>"Green activists never used to attack <b><span style="color: red;">accountants</span></b>. No wonder: bean counters' work seems dull compared with oil drillers or flamboyant bankers.<br /><br />But last week the IFRS, a doughty <b><span style="color: red;">global accounting standards body</span></b>, experienced a "first": protesters stormed its New York meeting as Brian Moynihan, chief executive of Bank of America, was opining on green audit rules. Yes, really.<br /><br />And while that particular drama was shortlived, it highlights a wider fight now hanging over corporate boards. For even as right-wing politicians, such as former US president Donald Trump, decry "woke" activists, some regulators are tightening green reporting rules."<p><b><span style="color: red;">And the EU is now introducing a new Corporate Sustainability Reporting Directive that is arguably even tougher.</span></b> This demands disclosure about emissions from companies' core operations and energy suppliers (so-called scope 1 and scope 2 emissions) and wider supply chain (so-called scope 3 reports).</p><p>Since few companies provide such details now, the new directive "will significantly expand the scope of ESG disclosure required of us", as Goldman Sachs noted this month, echoing a widely held sentiment." </p></blockquote><p>Entretanto no passado dia 23 de Fevereiro foi introduzida uma emenda nas ISO 9001 e ISO 14001 que torna difícil às PMEs fugirem disto, mesmo não estando na bolsa. </p><p>Num discurso, "<a href="https://ec.europa.eu/commission/presscorner/detail/en/SPEECH_22_6747" target="_blank">Opening remarks by Commissioner McGuinness at the European Parliament plenary debate on the Corporate Sustainability Reporting Directive</a>" li:</p><p></p><blockquote><p>"The final text of the Directive provides a good basis for alignment with the proposed Corporate Sustainability Due Diligence Directive, which is currently in trilogues.</p><p>The text also addresses the particular situation of SMES.</p><p><b><span style="color: red;">And there are provisions to prevent SMEs in supply chains from being unduly burdened by "trickledown" information requests from larger companies</span></b>."</p></blockquote><p>Pois, basta pesquisar no semanário Expresso as vezes que li que os bancos serão pressionados a só emprestarem às empresas que reportam segundo a CSRD. </p><p></p><p></p><p></p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-42377085297302322102024-03-01T07:15:00.001+00:002024-03-01T07:30:26.697+00:00"a collection of powerful actors pursuing their agenda" (parte II)<p></p><p><a href="https://balancedscorecard.blogspot.com/2024/02/a-collection-of-powerful-actors.html" target="_blank">Parte I</a>. </p><p>Os últimos trechos que retiro de "The Discipline of Political Savvy" do livro "The Six Disciplines of Strategic Thinking" de Michael D. Watkins.</p><p>Ao ler estas linhas lembrei-me logo do exemplo da Jofebar sobre a qual escrevi aqui em:</p><ul style="text-align: left;"><li><a href="https://balancedscorecard.blogspot.com/2015/11/umsistema-de-gestao-que-comeca-no.html">Um sistema de gestão que começa no negócio</a> (Novembro de 2015)</li><li><a href="https://balancedscorecard.blogspot.com/2016/09/a-mensagem-de-quem-sabe-quem-sao-os.html">A mensagem de quem sabe quem são os seus alvos</a> (Setembro de 2016)</li><li><a href="https://balancedscorecard.blogspot.com/2019/01/e-nestes-momentos-de-mudanca-parte-v.html">É nestes momentos de mudança ... (parte V)</a> (Janeiro de 2019)</li></ul><blockquote><p>"<b><span style="color: red;">To achieve your objectives, you need to identify potential winning coalitions</span></b></p><p>...</p><p><b><span style="color: red;">Think too about potential blocking coalitions</span></b> those who collectively have the power to say no and how you can avoid having opposition coalesce.</p><p>...</p><p>Recognize also that relationships and alliances are not the same thing. This is not to say that relationships aren't valuable; they certainly are. However, they are not the sole basis for building alliances because understanding people's agendas and your alignment with them - or lack thereof - is also essential.</p><p>...</p><p><b><span style="background-color: #fcff01; color: red;">Defining your influence objectives</span></b></p><p>The first step in developing your influence is seeking clarity about <b><span style="color: red;">why you need the support of others</span></b>.</p><p>...</p><p><b><span style="background-color: #fcff01; color: red;">Understanding the key decision-makers </span></b></p><p>Armed with a clear understanding of what you're trying to accomplish, you can now<b><span style="color: red;"> focus on whose support is essential and how you will secure it</span></b>. Start by identifying the alliances you need to build to achieve your objectives. To what extent do you need to gain the support of others over whom you don't have authority?</p><p>You may need to explore <b><span style="color: red;">whether there are exchanges or "deals" you can strike that might help to win people over</span></b>. Figure 15 summarizes common "currencies" for exchange in organizations, including providing resource or inspiration, confirming higher status, giving personal support and even simply expressing appreciation.</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1-J2SYJG4EKGp_m4XU5PnguGCSMLbURB13HvF_9-qRJE7dEe8wH0TJ4MWjQP6LXJw1FEHgIpAuV3NkbCGM12wUF1NQf6__7AXdQNvGysbg_nErAHupSiQ8WIJVIp88Gs-VI7AiqiBwkEt7dtwDVzh54Iut2pzfP8hXvHXHIQ9eOP5qj4NCO8U/s1972/constell.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1210" data-original-width="1972" height="245" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg1-J2SYJG4EKGp_m4XU5PnguGCSMLbURB13HvF_9-qRJE7dEe8wH0TJ4MWjQP6LXJw1FEHgIpAuV3NkbCGM12wUF1NQf6__7AXdQNvGysbg_nErAHupSiQ8WIJVIp88Gs-VI7AiqiBwkEt7dtwDVzh54Iut2pzfP8hXvHXHIQ9eOP5qj4NCO8U/w400-h245/constell.png" width="400" /></a></div>On top of identifying potential exchanges, <b><span style="color: red;">you need to assess situational pressures, which means understanding the forces that are guiding the key decision-makers because of the context in which they operate</span></b>. Think in terms of driving and restraining forces. Driving forces push people in the direction you want them to go, and restraining forces are situational reasons they would say no.<div>...</div><div>You will also need to focus on how the people you want to influence perceive their alternatives or choices. What are the options from which they believe they can choose?"</div></blockquote><div></div><div><div>Com base no que escrevi naqueles postais referidos acima:</div><div><br /></div><div><b>Objetivos de Influência da Jofebar</b></div><div> - A Jofebar foca-se em ser uma ferramenta ao serviço dos arquitectos. O objetivo é não apenas fabricar janelas e caixilhos, mas também ser um aliado na concepcção arquitectónica, ajudando os arquitectos a superar limitações de engenharia e materiais.</div><div><br /></div><div><b>Intervenientes-chave</b></div><div> - Os arquitectos são intervenientes-chave, pois a Jofebar procura alinhar-se com as suas necessidades criativas e técnicas.</div><div> - Empreiteiros e donos de obra também são relevantes, pois precisam de prazos cumpridos e custos controlados.</div><div><b><br /></b></div><div><b>Potenciais Aliados e Razões</b></div><div> - Arquitectos que valorizam a arte e desejam desafiar limitações de materiais e engenharia podem ser aliados, pois a Jofebar oferece soluções inovadoras que podem atender a essas necessidades.</div><div> - Fornecedores e universidades podem ser aliados, fornecendo know-how sobre novas formas de trabalhar os materiais.</div><div><br /></div><div><b>Potenciais Dificultadores e Razões</b></div><div> - Arquitectos que preferem soluções simples e padronizadas podem ser dificultadores, pois a Jofebar foca-se em soluções mais complexas e personalizadas.</div><div> - Empreiteiros que se focam principalmente no preço podem ser dificultadores, já que a Jofebar busca diferenciar-se pela inovação, não apenas por preço. </div><div><br /></div></div><div><p><b>O que pode ser feito para minimizar o foco de alguns empreiteiros no preço?</b></p><p>Parcerias Estratégicas: Desenvolver parcerias com arquitectos e designers para criar projectos de referência que mostrem o impacte positivo dos produtos Jofebar.</p><p>Comunicação Eficaz: Utilizar estudos de caso e testemunhos para destacar os benefícios dos produtos e como eles resolvem problemas específicos do sector.</p><p>Formação e Educação: Proporcionar formações ou workshops sobre as vantagens técnicas e estéticas dos produtos, aumentando o conhecimento técnico dos empreiteiros.</p><p>Serviço Pós-Venda: Garantir um excelente serviço pós-venda para construir confiança e fidelidade dos clientes, mostrando que o investimento vale a pena.</p><p>Já agora, a figura acima, assim como a linguagem destas duas partes, ilustram bem porque prefiro esta abordagem na ISO 9001:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhaV81fGWDkQsk25pO66WMpjyYOdkn7mYAtXcHgJM2HEheRLKEBuGIfY9rEc2YZ9f1FK-vQQAgdfWjaM0qog5WU-CzJaCrpM-paZARy7No2g7ERqiW_Ogrpcuz49gqySVYY1tyZ/s400/qqqq.JPG" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="205" data-original-width="400" height="205" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhaV81fGWDkQsk25pO66WMpjyYOdkn7mYAtXcHgJM2HEheRLKEBuGIfY9rEc2YZ9f1FK-vQQAgdfWjaM0qog5WU-CzJaCrpM-paZARy7No2g7ERqiW_Ogrpcuz49gqySVYY1tyZ/w400-h205/qqqq.JPG" width="400" /></a></div><br /><p><br /></p></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-22760498457512496902024-02-29T07:15:00.001+00:002024-02-29T07:15:00.135+00:00"faster growth must be weighed against the potential harm it creates"<p></p><blockquote><p>"While sustained profitable growth is a nearly universal goal, it is an elusive one for many companies.</p><p>...</p><p>And the majority of firms in the top quartile were unable to sustain superior growth performance for more than a few years. ... <b><span style="color: red;">In our analysis, we found that only about 15% of the companies in the top growth quartile in 1985 were able to sustain their top-quartile performance for at least 30 years</span></b>.</p><p>Over the past two decades, I have tried to understand why some companies are more effective at sustaining growth and what senior leaders can do to navigate the organizational challenges it poses.</p><p>...</p><p>In my research, <b><span style="color: red;">I've found that most companies think of growth potential in terms of "demand side" factors: external trends, market share, and other metrics such as total addressable market.</span></b> These are important, of course, but they are only half the story. <span style="background-color: #fcff01;"><b><span style="color: red;">Supply-side constraints matter just as much: High demand potential does not translate into profitable growth unless an organization has or can develop the capabilities needed to meet that demand.</span></b> </span>So a strategic perspective on growth means analyzing the company's sustainable growth rate (considering all resources, not just money) and then <b><span style="color: red;">thinking through the trade-offs inherent in faster or slower growth</span></b>. For instance, there may be excellent strategic reasons to grow more quickly (for example, a market where first-mover advantages or network effects are present), but that<span style="background-color: #fcff01;"> <span style="color: red;"><b>faster growth must be weighed against the potential harm it create</b></span><b><span style="color: red;">s</span></b>.</span></p><p>...</p><p>The basic question that companies must address is: In which markets do our capabilities and other unique resources (such as brand, customer relationships, reputation, and so on) provide us with a competitive advantage? A scale-focused strategy will tend to revolve around deep, market-specific capabilities. </p><p>Successful scope strategies, in contrast, require the development of broader, general-purpose capabilities and resources that can be leveraged across market segments and lines of business. In some industries, brand equity is the basis for scope expansion."</p></blockquote><p>Trechos retirados de "<a href="https://hbr.org/2024/03/how-fast-should-your-company-really-grow" target="_blank">How Fast Should Your Company Really Grow?</a>" </p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-45057617200153285412024-02-28T07:35:00.001+00:002024-02-28T07:35:00.246+00:00"strategy needs to change as the world does"<p></p><blockquote><p>ONE COLD, HARD truth laid bare by the pandemic is how vulnerable a business can become when strategic foresight and operational flexibility are low on the list of priorities for boards and leadership teams. </p><p>...</p><p><b><span style="color: red;">strategy needs to change as the world does</span></b>. Over the past 30 years we've lived through a remarkable era of macrostability, characterized by largely peaceful geopolitics, generally falling interest rates, expanding credit markets, and moderate inflation. During that time, five new trends in the business landscape emerged: globalization, capital superabundance, the declining cost of distance, labor superabundance, and, underlying all those, technology-led innovation. Winning companies adapted their organizations to the trends, embracing such mantras as "Move fast" and "Adapt or die" to create enormous amounts of value.</p><p><b><span style="color: red;">We've now entered a new era in which new rules apply. It's a time of post-globalization, capital rationalization, spatial dispersion, shrinking workforces, and dependence on automation</span></b>. Meanwhile, technology-led innovation is only accelerating and compounding. In this environment, the intuitions that leaders have developed over the past few decades will cease to be useful-and the shape of opportunity and risk will be entirely different.</p><p>If leaders want to continue creating value in the era of volatility, they must still focus on <b><span style="color: red;">adaptability</span></b>. But they'll also need to revive strategies that boost investment in two other capabilities that have fallen out of favor in recent years: <b><span style="color: red;">resilience and prediction</span></b>. Ultimately, every company will need a strategy that allocates time, resources, and energy to all three capabilities."</p></blockquote><p>Trechos retirados de "<a href="https://hbr.org/2024/03/how-to-succeed-in-an-era-of-volatility" target="_blank">How to Succeed in an Era of Volatility</a>"</p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-73583832768337276282024-02-27T10:36:00.002+00:002024-02-27T10:36:00.149+00:00Luxo nos serviços e criação de valor<p>Um artigo que muitos deveriam ler, sobretudo os que se queixam do baixo valor acrescentado dos serviços que prestam, "<a href="https://pdf.sciencedirectassets.com/271680/1-s2.0-S0148296320X00117/1-s2.0-S0148296320304458/am.pdf?X-Amz-Security-Token=IQoJb3JpZ2luX2VjEBAaCXVzLWVhc3QtMSJHMEUCIBRpsg7XPl6d1hRNHIHcM9oQ%2BGiazBPR63sW3qfmF8sLAiEAqP%2B6m4CGEbe6Z%2F50UI70WVRwOcpvttxSqhp2yzMpg8AquwUI6f%2F%2F%2F%2F%2F%2F%2F%2F%2F%2FARAFGgwwNTkwMDM1NDY4NjUiDNoUugbj5eIwIHb1wCqPBdI5S0l7gFy78Pg%2FPR%2BebSpR5oQUElOqYvKaqRg%2BRMrnxz1DvwBr5PZgwXrnwita6pmTTIjzCIsq9ntd8S8i6N%2FN%2BT4YjEF8gKfuvJIhdlllTnC4z3zWCLcHhvLRVMXkSv%2BJGuWQKbFPZFU2SFglBzSiObU%2BuwZttGgWOgTudVZc2pivnEj9QGW%2B2XWVjVrciD6VdZXDEoaktvOspghUqT6i9Cn%2FJU%2B678v7wHpdGcOuSMcVERYVCYG84ItT5zB4GwhEQuF0aH%2FdYjtu8ooyMNYqQjHOD%2FhIJTGyYNnAN5p3JLH0R11B9ioAw3yx3lZWgQzmUP5S%2F4Uux8z3cLI140Ime%2BiE0N9Oy%2Fqi2bKHg6Q8tyGQIpq1kAhm8DRHkbFWmzK4CLYMgxx5PE99PMZHIkUJCxXhy1RlPS4ePUCKsAYIDALzoZuxuGLVZVNyZwNuiy0XzHoW5qhNqwzWcwCZslBF7MONlVQ8C2YBKQz9wlCJpVSYEfOdLackGpwRQWWHZ4bzkkIQsyo%2BeEinxk96SMeW3aYWcjtTQ%2FdQhsQD88wTTDIUpXBnMnnNnLNCec6260ePPeVdfP7KuQ0hTcLQaD7q8XO%2Bsyb1d6rq8S2r7SHmbL70KU01Vd3vtP%2B7669bD4AE%2BlRCNK8K%2FpkXFBreZfNT%2FNscqt0CQC%2BQJkX5moRfD17z1mQ%2BsFdBjo8vOE4iZegCAxvhcN8MbFtBVCUVPtArJ9g6FQeNvIRsCqTH0kwifTpCiPFjRDGhZhVXL7ixwuDOcY%2Bb9JKJ6lAzW2vN7oyBDsYQPNjVTcSAkQ9rrnPYfzOe0IKtqnmkvLhQ1YA9zmNvB%2FI0ALOaO2nrRHD5fq%2B1DoOZq84SL4tU6sS%2FG8Uwy%2BXGrgY6sQGbgyRobwc6TvByHGFaoIfFNhbVm6gI8vG1XhTu80qtxy5p3E9bfqwgJmqP%2FrrvlLpgpM%2FTS%2Fk6Z3SU8AQnQrnfaAWNNXVrunj9FkN8vJdEtWmAOZwHJpJlVMKQ5JTjpmW9SiZlOaGELRR3S3SdLCLJY8T%2FR8toycq2v8Bh%2FYPp5hDMayad0C%2BsLGJNDf2TNGf47DxGbucrt0U%2B6uMA3GBeO72kDj4Eo0KLLBa%2BtZsyTJE%3D&X-Amz-Algorithm=AWS4-HMAC-SHA256&X-Amz-Date=20240218T083218Z&X-Amz-SignedHeaders=host&X-Amz-Expires=300&X-Amz-Credential=ASIAQ3PHCVTYVUM2TDP3%2F20240218%2Fus-east-1%2Fs3%2Faws4_request&X-Amz-Signature=0e11061130d04d0bbde0df12122968e66db6f1473f9f23469a7b7313b7e7050a&hash=93186bc3b9909b18e970ff62d0371bfc31e4bed32016f179a9a1d94c44973a31&host=68042c943591013ac2b2430a89b270f6af2c76d8dfd086a07176afe7c76c2c61&pii=S0148296320304458&tid=pdf-63da4b93-32b8-4e2e-8795-6f52035f3f87&sid=8f8812d261f5d946034bbc7151505c7d44fdgxrqb&type=client" target="_blank">Understanding the Value Process: Value creation in a luxury service context</a>". Colhemos o que semeamos.</p><p>O artigo foca-se em três ideias principais:</p><p></p><ul style="text-align: left;"><li>A função dos prestadores de serviço vai além da co-criação. As empresas que prestam serviços de luxo fazem mais do que apenas trabalhar com os clientes para criar valor com a interacção. Elas também preparam o terreno para que os clientes tenham uma experiência única e agradável.</li><li>Os clientes também criam o seu próprio valor. O artigo refere que os clientes também ciam valor por conta própria, independentemente do que a empresa faz. Por exemplo, podem gostar da sensação de fazer parte de algo exclusivo ou luxuoso.</li><li>O escapismo como valor para o cliente em serviços de luxo. Os clientes que utilizam o serviço de luxo para escapar momentaneamente da vida quotidiana. É uma parte fundamental do que torna estes serviços valiosos.</li></ul><p></p><p>Ideias fundamentais para ajudar as empresas a compreender como tornar os seus serviços de luxo mais apelativos e memoráveis para os clientes. Não se trata apenas do produto, mas de toda a experiência e do sentimento que os clientes obtêm dele.</p><p>Excelente figura:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhlUMi8PEGfynCjSzkrGrMAc-G1auO5ixpBImdZHUHmBOGup-mXqk61o29XAwTgLUgo0rDMFIymQiXb4-GF4NOds5Eu4W0XxLrYdCjVzgFxY23DKiJGCX51j-0Zll95V7lCLZk9d7HdDENNxd54HO3w5FoejQs9BJXSb2VQUHgTHAxe9nBofGnm/s2344/Groonros02.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="1650" data-original-width="2344" height="281" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhlUMi8PEGfynCjSzkrGrMAc-G1auO5ixpBImdZHUHmBOGup-mXqk61o29XAwTgLUgo0rDMFIymQiXb4-GF4NOds5Eu4W0XxLrYdCjVzgFxY23DKiJGCX51j-0Zll95V7lCLZk9d7HdDENNxd54HO3w5FoejQs9BJXSb2VQUHgTHAxe9nBofGnm/w400-h281/Groonros02.png" width="400" /></a></div><div><br /></div><blockquote>"The value process before the interaction<div><b><span style="color: red;">Customer sphere: Value anticipation</span></b>. Building on previous research showing that anticipation influences satisfaction (Oliver & Burke 1999), we find that many customers eagerly look forward to the experience of the interaction. Their value process already begins as they start planning and thinking about their visit to ...<div><br /></div><div><div>the company's fame drives customer anticipation for those who have never visited ... They develop optimistic fantasies about the future visit, in line with psychological research on future expectations.</div><div>Customers who have already visited ... also anticipate their interactions, using their familiarity as a heuristics for predictions. Familiarity not only grounds expectations of continuity (i.e., repetition of past positive experienced value) but also escapist discontinuity (i.e., fantasies of unexpected additional value)</div><div>...</div><div><b><span style="color: red;">Provider sphere: Value facilitation</span></b>. In keeping with its heritage, ... locates the customer at the center of the service to facilitate value creation by conveying an iconic authentic service. As customers enter ..., they are plunged into a visual servicescape that brings together symbols of the ..., granting fictional access to ... the servicescape guides customers as to how to behave in the boutique</div><div>...</div><div>also facilitates value creation through service disembodiment, with service employees almost becoming actors. Employees wear identical uniforms, behave similarly (e.g., same gestures and phrases), and limit improvisation. They follow a strict code of conduct for respectful interactions with customers and each other. Overall, this grants bold service ritualization wherein service employees become almost interchangeable.</div><div>...</div><div><div>Disembodiment is beneficial to the value process for three reasons: (1) it helps reduce value fluctuations due to employees' personal touch; (2) through de-humanization, service employees are liberated from human imperfection; and, (3) customers' humanity becomes more salient, making them the sole protagonists (the personnel never befriends customers).</div><div><b><span style="color: red;">This is noteworthy as disembodiment is usually an unplanned and undesired consequence of service commodification or digitization</span></b>.</div></div><div>...</div><div><div>The value process during the interaction</div><div><b><span style="color: red;">Joint sphere: Value co-creation</span></b>. All actions in the provider sphere to facilitate customers' value creation <b><span style="color: red;">come alive in the service encounter</span></b>. ... We further identify the role of escapism for customers' value in-use in the luxury service context, as escapism is jointly enacted to support value co-creation.</div><div>When we asked customers about why they visit..., many mentioned how the service interaction makes them feel, both with service personnel and being in the store, and many unprompted customers talked about a brief escape to another time.</div></div><div>...</div><div><div>By allowing an element of escapism, consumers may even see the time they spend waiting as something adding to their value process.</div><div>Next, we identify another important source of value cocreation in time suspension. In our observations and interviews, we find that both the service provider and customer consider the time spent in the boutique to be of utmost importance. </div></div><div>...</div><div><div>The value process after the interaction</div><div><b><span style="color: red;">Customer sphere: Value creation</span></b>. For many customers, the value process does not end when leaving the store; a key part of the process is only beginning. We identify two main types of value that customers attach to the service experience ... First, social value means that consuming the products is not always the main source of value for customers after visiting ...; customers create value from their service in social contexts. Social value is an important aspect of customer value in luxury service settings, ... For example, several customers see value in displaying their trip to a ... boutique and their trophy-like shopping bag.</div><div>Our observations document customers taking selfies, standing in front of ... and holding up their purchases with ... logo clearly visible. Many customers immediately upload their picture on social media. Our analysis of some 5,000 pictures hashtagged ... confirms that customers display their visit to ... to others. </div></div><div>...</div><div><b><span style="color: red;">Provider sphere: Value learning</span></b>. In contrast to Grönroos and Voima's (2013) conceptualization of the provider's role ending after the interaction, we find that the provider's value process continues. Our findings indicate that an important part of the provider's process consists of finding ways to learn about what customers do after their interactions in the store and how they consume the product or talk about the service experience." </div></div></div></blockquote><div><div><div></div><p><br /></p></div></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-7399330633067196252024-02-27T07:18:00.001+00:002024-02-27T07:18:00.240+00:00It's complicated<p></p><div class="separator" style="clear: both; text-align: center;"><a href="https://pbs.twimg.com/media/GGOb0vIWEAI8AT-?format=png&name=900x900" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="440" data-original-width="768" height="229" src="https://pbs.twimg.com/media/GGOb0vIWEAI8AT-?format=png&name=900x900" width="400" /></a></div><br /> <div class="separator" style="clear: both; text-align: center;"><a href="https://www.economist.com/sites/default/files/images/print-edition/20211218_EUC232.png" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="662" data-original-width="608" height="400" src="https://www.economist.com/sites/default/files/images/print-edition/20211218_EUC232.png" width="367" /></a></div><p><br /></p>Milton Friedman, reconheceu os benefícios da imigração, especialmente a imigração ilegal, no contexto de um estado de bem-estar social. Ele argumentou que a imigração ilegal pode ser benéfica, pois muitas vezes leva os imigrantes a aceitar empregos que a maioria dos residentes não está disposta a aceitar e a contribuir positivamente para a economia sem sobrecarregar o sistema de segurança social, uma vez que normalmente não se qualificam para benefícios sociais.<p></p><p>Ele terá dito: “You cannot simultaneously have free immigration and a welfare state.“ A perspectiva de Friedman era a de que um estado de bem-estar social com fronteiras abertas poderia tornar-se um desafio porque poderia atrair imigrantes que procuram principalmente benefícios sociais, potencialmente sobrecarregando o sistema.</p><p>Quem tem acesso aos números conclui que em Portugal o saldo é positivo. Talvez porque o nosso sistema de segurança social não seja tão generoso como o dos Países Baixos e da Dinamarca. </p><p><br /></p><p><br /></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-25733671046126649692024-02-26T07:19:00.001+00:002024-02-26T07:19:00.243+00:00"a collection of powerful actors pursuing their agenda"<p>Há vinte anos que aprendi a trabalhar no desenho de <a href="https://balancedscorecard.blogspot.com/2012/06/arquitecto-de-paisagens-competitivas_08.html" target="_blank">paisagens competitivas</a>, ou de <a href="https://balancedscorecard.blogspot.com/2016/08/balanced-scorecard-parte-v.html" target="_blank">ecossistemas da procura</a>. Por isso, fico triste com o sub-aproveitamento, por parte das empresas, do tema das "partes interessadas" introduzido pela ISO 9001.</p><p>Algo do género:</p><p></p><ol style="text-align: left;"><li>Determinar Partes Interessadas: Identificar as partes relevantes para o sistema de gestão da qualidade (SGQ), que podem incluir clientes, fornecedores, empregados, reguladores e outros que possam afetar ou ser afetados pela qualidade da organização. Traduzido em: <b><span style="color: red;">Listar um conjunto de partes interessadas consideradas relevantes</span></b></li><li>Avaliar Necessidades e Expectativas: Avaliar as necessidades e expectativas dessas partes interessadas, particularmente aquelas que são relevantes para o sistema de gestão da qualidade. <span style="caret-color: rgb(0, 0, 0); color: black;">Traduzido em: </span><b><span style="color: red;">Listar os requisitos relevantes dessas partes interessadas relevantes</span></b></li><li>Obrigações de Conformidade: Determinar as obrigações de conformidade, que podem incluir requisitos legais, normas da indústria e obrigações contratuais relacionadas com a qualidade. Traduzido em: <b><span style="color: red;">Lista de obrigações de conformidade e dos requisitos que decorrem delas</span></b></li><li>Monitorização Contínua: Monitorizar e rever as informações sobre as partes interessadas e os seus requisitos relevantes, <b><span style="color: red;">garantindo que o SGQ permaneça alinhado com estas expectativas</span></b>.</li></ol><p></p><p>Criam-se estas listas e está feito. Poucos se interrogam, por que se criam estas listas, o que se faz com elas. Depois, brinca-se com coisas sérias. Ainda esta semana numa auditoria de acompanhamento o auditor sugeria a uma empresa, "Por que não colocam a entidade certificadora como parte interessada?" Porquê? Pergunto eu. Para quê? Qual o valor acrescentado disso para o negócio?</p><p>Ao iniciar a leitura do capítulo 6 "The Discipline of Political Savvy" do livro "The Six Disciplines of Strategic Thinking" de Michael D. Watkins encontro o tema das partes interessadas apresentado sob um ponto de vista interessante. O autor enquadra-o no âmbito das movimentações políticas dentro das organizações, mas eu aplico-o facilmente à relação com as partes interessadas.</p><blockquote>"The higher you go, the more political organizations become. This is partly because the people at the top are intelligent and ambitious [<span style="color: #3d85c6;">Moi ici: Uma empresa e as suas partes interessadas são como as pessoas no topo de uma organização</span>]. <span style="color: red;"><b>They have agendas </b></span>[<span style="color: #3d85c6;">Moi ici: É preciso considerar os interesses de todas as <a href="https://balancedscorecard.blogspot.com/2016/10/nao-sao-o-nosso-alvo.html" target="_blank">partes envolvidas</a>. Algo que falta no ponto 2 da lista acima e que considero no link anterior</span>] - both in the business and in terms of recognition and advancement - that they aspire to advance. Further contributing to politicization at the top is the fact that the problems to be solved and decisions to be made at that level are more ambiguous. There seldom are "right" answers, so there is vigorous debate over the best way forward. The combination of ambitious people and ambiguous problems means that politics becomes a primary driver of outcomes at the highest levels of business. <b><span style="color: red;">To develop and realize your goals, you must think strategically about building and sustaining alliances inside your organization</span></b>. [<span style="color: #3d85c6;">Moi ici: <a href="https://balancedscorecard.blogspot.com/2015/11/umsistema-de-gestao-que-comeca-no.html" target="_blank">Recordo o racional </a>desenvolvido neste <a href="https://balancedscorecard.blogspot.com/2019/01/e-nestes-momentos-de-mudanca-parte-v.html" target="_blank">exemplo a partir</a> dos jornais</span>]</blockquote><blockquote><div>In addition, <b><span style="color: red;">you need to be proactive in shaping the external political environment in which your organization operates</span></b>. <b><span style="color: red;">This means establishing and managing critical relationships with customers, suppliers and other key players in the value chain, such as joint venture and alliance partners. It also means teaming up to influence the powerful institutions that shape the "rules of the game," including governments at multiple levels, non-governmental organizations, the media and investors</span></b>.</div><div>In seeking to influence the rules of the game, it's helpful to imagine you are a corporate diplomat.</div><div><b><span style="background-color: #fcff01; color: red;">International diplomats seek to protect and advance the interests of their nations by fostering relationships, building alliances and negotiating agreements. As a corporate diplomat, you must learn to do the same to protect and promote the interests of your business.</span></b></div><div>...</div><div>What does it mean to think politically about organizations? <b><span style="color: red;">The starting point is to visualize your business (and its external environment, too) as a collection of powerful actors pursuing their agenda</span></b> - combinations of organizational and personal objectives they are trying to achieve. </div><div>...</div><div><b><span style="color: red;">To achieve your objectives, you need to identify potential winning coalitions</span></b> - the people who collectively have the power to support your agenda - and think about how you will build those coalitions. </div><div>...</div><div>Think too about potential blocking coalitions - those who collectively have the power to say no - and how you can avoid having opposition coalesce. Who might ally themselves to try to block your agenda, and why? How might they seek to oppose you? If you have insight into where opposition might come from, you can work to neutralize it."</div></blockquote><div></div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-87704497809640992522024-02-25T12:30:00.010+00:002024-02-25T12:30:00.240+00:00"If you're open to ambiguity" (parte II)<p>Há muitos anos numa livraria em Buarcos comprei um livro que na contracapa trazia a frase "Não existem coincidências, todos os acasos são significativos."</p><p>Ontem de manhã publiquei "<a href="https://balancedscorecard.blogspot.com/2024/02/if-youre-open-to-ambiguity.html" target="_blank">If you're open to ambiguity</a>." Depois, ao final da tarde dou de caras com uma frase de Søren Kierkegaard: </p><p></p><blockquote>"To dare is to lose one’s footing momentarily. Not to dare is to lose oneself"</blockquote><p>Correr riscos, mesmo que signifique enfrentar incerteza ou instabilidade temporária ("perder o pé"), é essencial para o crescimento pessoal e a auto-descoberta. Por outro lado, evitar riscos e não ousar sair da zona de conforto ("não arriscar") leva à perda do verdadeiro eu ou da identidade, pois envolve uma falha em nos envolvermos plenamente com o campo de possibilidades da vida. </p><p>Agora é aplicar isto às empresas, assumir a coragem de enfrentar o desconhecido e fazer escolhas, apesar da incerteza. Sem isso, humanos ou empresas deixam de ter vida autêntica, deixam de ter graus de liberdade.</p><p>Adenda: Esta manhã ao ouvir a homilia do Bispo Barron sobre os <a href="https://www.youtube.com/watch?v=QZ8IN_mtdEs&t=2s" target="_blank">textos da Liturgia de hoje</a> ... outra vez Søren Kierkegaard.</p><p></p>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0tag:blogger.com,1999:blog-8455467.post-82873449942975520422024-02-25T08:37:00.004+00:002024-02-25T08:37:50.787+00:00Vamos com alegria ...<p> «<a href="https://agencia.ecclesia.pt/portal/quaresma-vamos-com-alegria-subamos-juntos-a-jerusalem-e-o-tema-da-caminhada-da-diocese-do-porto/" target="_blank">Vamos com Alegria. Subamos Juntos a Jerusalém</a>»</p><p>É o tema da caminhada quaresmal da Diocese do Porto.</p><p>A primeira vez que o ouvi, primeiro estranhei e depois ... não gostei.</p><p>Associar alegria a Quaresma parece-me uma contradição em si mesma.</p><p>Fui criado num tempo em que no dia de Sexta-Feira Santa a televisão só passava música clássica relativa ao tema, fui criado num tempo em que no meu pequeno mundo trabalhar nesse dia era pecado grave (ainda não tinha tido contacto com a realidade minhota).</p><p>Fez no passado Sábado uma semana que resolvi fazer uma caminhada ao principio da tarde. 3 km até ao salão paroquial da Madalena e ouvir uma apresentação sobre "As raízes cristãs da alegria". Confesso que fui de pé atrás. Pensava, mais um daqueles padres que nos vem dizer que o mais importante na vida é a alegria, é a felicidade, ao mesmo tempo que recordava as palavras de Jordan Peterson "life is tough".</p><p>O dia estava bom, o sol brilhava, a temperatura era primaveril. 14h30, a comunicação iniciou-se... um homem ... com um colar clerical e um punhado de folhas A4 começava a falar para o microfone. Começou com um texto do Atigo Testamento (se os nossos irmãos mais velhos na fé, os judeus, soubessem o quanto lemos, cantamos e ouvimos os textos do Antigo Testamento... recordo aquele jovem judeu de Nova York que achava que Jesus era italiano). Eu não adormeci, mas confesso que as minhas pálpebras tornaram-se pesadas como os portões de Helm's Deep. A certa altura o padre falou dos mártires do nosso tempo, referiu a Nigéria, o Paquistão, e eu despertei. pus-me direito na cadeira e fui ao meu mini tablete para olhar para uma foto que me tinha marcado durante essa semana:</p><div class="separator" style="clear: both; text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipDYi1IAccNT79Pp8TgEW9RBjyQq7VsJK0VJ1-80OdrdWMc4xHSCRJjgMBnbAydGx2uEMXGaQhQZD5Lb4gdRIyrUy-F_d_ikf_5iVAYVa3ojHDVPVHTlBiHEK_kgRwT1VAvlcbTa1PwTgxXh0hdPxd84G68phjUtPJsECMJRC4tlaIm8Jg78n0/s960/Imagem%201.jpeg" style="margin-left: 1em; margin-right: 1em;"><img border="0" data-original-height="960" data-original-width="720" height="400" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEipDYi1IAccNT79Pp8TgEW9RBjyQq7VsJK0VJ1-80OdrdWMc4xHSCRJjgMBnbAydGx2uEMXGaQhQZD5Lb4gdRIyrUy-F_d_ikf_5iVAYVa3ojHDVPVHTlBiHEK_kgRwT1VAvlcbTa1PwTgxXh0hdPxd84G68phjUtPJsECMJRC4tlaIm8Jg78n0/w300-h400/Imagem%201.jpeg" width="300" /></a></div><div><br /></div>O Santo <a href="https://www.lacopts.org/news/updated-list-of-the-names-of-the-new-martyrs-of-libya/" target="_blank">Gaber Mounir Adly</a> um cristão copta egipcío a momentos de ser decapitado em 2015 numa praia na Líbia pelo ISIS e a pronunciar "Ya Rabb Yesua!" (em árabe: يا رب يسوع, "Ó Senhor Jesus!"). Já agora o caso de Mathew Ayairga é impressionante, um ganês, que, segundo relatos, não era cristão até ao momento da sua captura, mas que escolheu identificar-se com a fé cristã dos outros 20 mártires pouco antes de sua execução.<div><br /></div><div>E o sono foi-se, como se pode ter sono quando se recordam estes Santos reconhecidos pela Igreja Católica e celebrados a 15 de Fevereiro?</div><div><br /></div><div>Sintonizei e continuei a ouvir o padre e a certa altura, deu-se o clique na minha mente. </div><div><br /></div><div>Recordo num dos livros da disciplina de Filosofia na escola, que Einstein criticava os filósofos por terem dado cabo das palavras. Por causa deles, as palavras têm mais do que um significado. Podemos estar a dialogar com alguém, usando as mesmas palavras e não percebendo que estamos na realidade a falar de coisas diferentes.</div><div><br /></div><div>Quando eu era criança os meus pais levavam-me à missa, muitas vezes era uma seca. Depois, aos 10 anos ia para estar com um grupo de colegas diferente do da escola. Depois cresci e continuei a ir à missa, por obrigação, por tradição, por rotina, algumas vezes por devoção, também como rédea (quando se é empresário, quando gerimos a nossa vida profissional e as coisas correm bem, faz bem ouvir palavras que nos alertam para o facto de que somos humanos, não deuses).</div><div><br /></div><div>Mudei de casa, mudei de cidade e comecei a frequentar uma capela na minha nova paróquia. </div><div><br /></div><div>Até que veio o covid. E fiquei privado de ir à missa, de participar na Eucaristia, semana após semana. Aquilo que era comum tornou-se escasso, tornou-se precioso.</div><div><br /></div><div>Até que um dia, andava sozinho de tarde a fazer uma das minhas caminhadas e passei perto da capela por mero acaso. E reparei que as portas estavam abertas. Entrei no pequeno átrio interior, recolhi uma máscara e entrei para me ajoelhar e rezar. Ao sair, encontro a chegar uma das maestrinas do coro e perguntei se sabia quando recomeçavam as missas. Ela respondeu:</div><div><br /></div><div>- No próximo Domingo.</div><div><br /></div><div>E naquele momento senti uma grande alegria interior. </div><div><br /></div><div>E foi esse momento que o padre com os seus papéis me fez recordar. Foi esse o clique. É essa alegria interior, é essa alegria cristã! E o lema passou a ter para mim esta interpretação pessoal.</div><div><br /></div><div>Tomás Halík num dos seus livros recorda um tempo em que nas igrejas católicas durante a Quaresma as imagens eram cobertas com um manto. E que a sua ausência reforçava a sua importância.</div><div><br /></div><div>E eu que condeno tantos e tantos exageros durante o covid, vou para sempre ser-lhe grato por ter mudado a minha relação com a missa. Participar com devoção e sentir a sua falta.</div>CCzhttp://www.blogger.com/profile/14653748657820727728noreply@blogger.com0