COTEC e exploration

Conhecem a diferença entre exploitation e exploration?

É uma diferença muito usada para explicar o insucesso dos incumbentes, e quanto maiores maior a taxa de insucesso, a desenvolver novos modelos de negócio.

Ao ler "Isabel Furtado sucede a Francisco Lacerda na presidência da COTEC", ao tomar consciência do mundo destes dois nomes ... percebo porque é que a COTEC está em decadência e só os apoios comunitários majorados a mantêm ligada à máquina.

Uma organização como a COTEC deveria ter à sua frente pessoas vindas de empresas mais pequenas, mais dinâmicas, mais subversivas. mais insurgentes e que crescem. É uma cultura muito diferente da cultura entranhada em empresas que estão a jogar à defesa, a tentar defender o que conquistaram no passado. A COTEC deveria ter à sua frente pessoas com a cultura da exploration.

Ambidesteridade

"Organizational ambidexterity is the capability of effectively pursuing strategically important explorative ventures concurrently with executing the established business by means of utilizing a high leverage of core assets and competencies.
...
effective ambidextrous designs are based on a set of interrelated choices made by the leader. Any subset of the core mechanisms is associated with underperformance. As such, executing ambidextrous designs can be seen as a complex senior leadership task that requires an integrated set of strategic, structural, incentive, and top team process decisions.
...
In a nutshell, successful implementation of ambidextrous designs seems to follow the rationale: Act your way into thinking, rather than think your way into acting."[Moi ici: Muitas vezes, quando o mundo muda rapidamente, a única forma de dar a volta passa por este testar, experimentar, apagar, iterar e voltar a testar uma outra vez até chegar a algo que pareça ter pernas para andar]

Ontem no Twitter apanhei esta frase:

"The Romans judged their political system by asking not whether it made sense but whether it worked."

The clear minded @holland_tom

— NassimNicholasTaleb (@nntaleb) September 5, 2017

E fiquei a ruminar neste pragmatismo:

"not whether it made sense but whether it worked." 

Trechos retirados de "Hallmarks of Organizational Ambidexterity"

"Ambidextrous"

"something we call the success syndrome,”
...
once companies have the right strategy, the more they can align their organization with it; that is, the more they’ve got the right people, structure, metrics, and culture in place, the better they can exploit that strategy.” The problem is that the alignment supporting exploitation is very different from the alignment that supports the exploration of new technologies and business models. “Exploitation, which is where companies typically make money, tends to drive out exploration,” he says.[Moi ici: E, depois, quando o mundo muda... a empresa não está preparada para fazer face à mudança]
...
O’Reilly points to Fujifilm. “In 2000, just as global film sales hit their peak, CEO Shigetaka Komori says, ‘What assets and capabilities do we have that would allow us to move into new areas?’ And over the next five to 10 years, as film sales fall off a cliff, he helps leverage those assets and capabilities into things like regenerative medicine, cosmetics, pharmaceuticals, and liquid crystal display films,” he says. Juxtapose that with Kodak, which had the same technologies but continued to focus on film. “Today, Fujifilm is a $23 billion company with an annual growth rate of more than 10% over the past 15 years. Kodak goes bankrupt in 2012.”
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O’Reilly describes Komori as ambidextrous. Ambidextrous leaders are great at running big, mature, exploitative businesses, while simultaneously leveraging corporate assets and capabilities to explore new areas."

Trechos retirados de "The Secrets to Corporate Longevity"