"Leading firms and theorists are therefore radically rethinking business strategy. Instead of an internal focus on configuring the firm’s own value chain, firms are organizing from an outside-in mind-set that starts with the customer, and looks to deliver creatively on market opportunities, whatever they happen to be, however they will be delivered, and whoever will deliver them. Profits are seen as the consequence of providing value to customers, not the goal of the firm."...
"An outside-in orientation that maximizes customer value however requires an agile organization to implement it. Steadily delivering additional value to customers, rather than just fine-tuning the value chain for the existing portfolio of products and services, requires the organization-wide capability to deal with unexpected shifts in the marketplace. Solving customer problems means being able to adjust what the firm produces, what it sells, how it sells it and even who sells it."
"An agile enterprise discovers profitable opportunities--new market spaces or gaps in existing market spaces--by repeatedly considering:...
1.Shifts in product or service needs, customer tastes, technology, socioeconomic factors, and cultural mores.
2.Competitors' current and future strategic positions.
3.The organization's internal competencies.
4.Competencies it might gain through access to partners, collaborators, or mergers and acquisitions."
"Enterprises demonstrate strategic agility in four major ways:Até que ponto a nossa dificuldade cultural em obedecer a regras rígidas, a nossa tendência para não seguir processos organizacionais, o nosso tradicional desenrascanço à McGuyver, pode ser aproveitado para esta realidade nova?
1.They continuously scan their environment to identify both threats to existing positions and opportunities to forge new positions.
2.They regularly engage in strategic experiments by implementing small-scale strategic initiatives to challenge internal or external work environments to gain experience with emerging technologies, work practices, product or service concepts, customer segments, or product markets.
3.They devise adaptive business architectures so that their competitive assets (as well as those of partners) can be realigned quickly--shutting down activities, commencing new activities, or shifting resources among activities.
4.They learn to radically renew the competencies that characterize their competitive nature."
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E quais as implicações sociais deste tipo de organizações?
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