Investir para entrar na mente dos clientes-alvo

"Each area within the circles is strategically important, but A, B, and C are critical to building competitive advantage. The team should ask questions about each. For A: How big and sustainable are our advantages? Are they based on distinctive capabilities? For B: Are we delivering effectively in the area of parity? For C: How can we counter our competitors’ advantages?

The team should form hypotheses about the company’s competitive advantages and test them by asking customers. The process can yield surprising insights, such as how much opportunity for growth exists in the white space (E). Another insight might be what value the company or its competitors create that customers don’t need (D, F, or G).

...

But the biggest surprise is often that area A, envisioned as huge by the company, turns out to be minuscule in the eyes of the customer."

Acredito que muitas empresas apostam em propostas de valor que caem sobretudo na área B porque se focam nos outputs e não nos inputs. Assim, não investem tempo para entrar na mente dos clientes-alvo e perceber como é que o output é usado como input no processo de criação de valor do cliente.

Trechos retirados de "Strategic Insight in Three Circles".  

Definir os resultados (outcomes)

A série inicial aqui:

De "Think “input before output”" até "Think “outcome before output”". 

Depois, " But they matter only as means to the ends that people seek".

Concentremos a atenção nos outcomes:

"The starting point, clearly, is defining "outcome" in the organization. From our perspective, there are four conditions that jointly determine whether a given outcome is suitable as the basis for a revenue model. First, the outcome must be meaningful-and therefore valuable-to customers. This point is obvious, yet many businesses still fall into the tempting trap of focusing on product or service attributes that they have an inherent interest or competitive advantage in, yet these attributes matter little to those who buy. Claims about meaningful outcomes which are the cornerstones of a firm's value proposition-could be objective or highly subjective, such as "enjoyment" in the case of Teatreneu. 

Second, the outcome must be measurable using one or more parameters that are understood and accepted by the organization and its customers. The organization must be able to quantify and express its performance claims in a manner that can form the basis of the exchange with customers. Customers must be able to verify the performance claims. Without these inputs, customers are exposed to possible access, consumption, and performance waste. In business markets, for example, perhaps the most basic outcome is that a particular product or service improves the profitability of customers, either by lowering their costs, increasing their revenue, or a combination of the two. But if profitability cannot be measured directly, then organizations must search for a parameter that can be observed. 

...

Third, the measurement of the outcome must be robust, in the sense that the parameter is a faithful representation of the underlying outcome that interests the organization.

...

Finally, the measurement must be reliable, in the sense that neither customers nor a third party can tamper with it. That is, customers should not have the means to "fake" performance level that is not accurate in order to derive a benefit."

Esta abordagem dos "outcomes" fará confusão a muita gente.

Continua.

"aligns the way it earns revenue with the way customers derive value"

"There are three critical checkpoints, if you will. First, customers have to access the solutions that firms bring to market. Clearly, customers cannot derive value if they are blocked, financially or physically, from reaching the products and services that are intended to address their needs and wants. Second, conditional on access, customers have to consume these products and services. Again, customers cannot derive value unless they actually experience or make use of the solution offered by a firm. Third, conditional on access and consumption, the product or service has to perform as customers expect-that is, it has to solve the need or want satisfactorily.

We claim that an exchange is inefficient [Moi ici: Julgo que a palavra ineficácia aqui ficava bem melhor] when customers experience friction at any one or more of these checkpoints."

"Clearly, the more an organization aligns the way it earns revenue with the way customers derive value - that is, the more responsibility for the three checkpoints of access, consumption, and performance it takes on-the "leaner" (as in more efficient, less wasteful) the exchange between the two becomes. ... market potential converts into actual market value as the organization brings its revenue model increasingly into line with the "ends" sought by customers."

Na sequência de Outcomes em vez do que se produz

Trechos retirados de "The ends game : how smart companies stop selling products and start delivering value" de Marco Bertini e Oded Koenigsberg.  

" But they matter only as means to the ends that people seek"

O nosso clássico, trabalhar os inputs, em vez dos outputs. Primeiro começamos com:

Think “input before output”

Em vez de ficarmos pelo que produzimos, encaramos como é que o cliente vai tratar o output como um input na sua vida. Para depois fazermos mais uma evolução, perceber que outcome o cliente pretende atingir ao usar o output como um input nos seus processos. Para chegar a:

Think “outcome before output”

Agora encontro um texto sobre o tema em "The “New You” Business": 

"The end goal of people who go to fitness centers isn’t access to the equipment or trainers; it is to get in shape. The overriding reason people go to their doctor or check into a hospital is not to obtain drug prescriptions, a medical examination, or therapeutic procedures; it is to get well. And students’ primary motive for going to college is not to buy a lot of books, have their papers and exams graded by professors, or even have the classroom and all-around college experience; it is to gain skills or expertise and pursue a career.

But all too often fitness centers, medical providers, colleges, and organizations in many other industries seek to distinguish themselves only on the quality, convenience, and experience of what they sell. It’s not that those things aren’t important. But they matter only as means to the ends that people seek. Too many organizations lose sight of this truth. Even when they do promote what they sell in relation to customers’ aspirations, they rarely design solutions that allow people to realize them.

...

Enterprises should recognize the economic opportunity offered by the transformation business, in which they partner with consumers to improve some fundamental aspect of their lives—to achieve a “new you.”

...

The goods, services, and even experiences a company offers matter only in how they help customers achieve their desired results. Each customer’s definition of success must therefore be the North Star that guides what a company does if it wants to compete on transformations."

"Who is trying to get the job done?"

"Who is trying to get the job done? The job performer represents the individual who will be executing the job. That person is the eventual end user of the services you’ll provide.

Be sure to make a distinction between the various functions involved in performing the job, in particular differentiating the performer from the buyer. Don’t conflate the two, because they have different needs. Think about two separate hats that are worn: one is for the job performer while carrying out the job; the other is for the buyer when purchasing a product or service.

Now, in B2C contexts, a single person may switch between the two hats. But their needs while wearing each hat are distinct. In the B2B situations, the job performer and the buyer are often separate people.

...

In addition to the job performer and the buyer, other functions within the job ecosystem to consider include the following:

• Approver: Someone who authorizes the acquisition of a solution, e.g., a controller, a spouse or parent, or a budget holder

• Reviewer: Someone who examines a solution for appropriateness, e.g., a lawyer, a consultant, or a compliance officer

• Technician: The person who integrates a solution and gets it working, e.g., an IT support, an installer, or a tech-savvy friend

• Manager: Someone who oversees a job performer while performing the job, e.g., a supervisor, a team lead, or a boss

• Audience: People who consume the output of performing the job, e.g., a client, a downstream decision-maker, or a team

• Assistant: A person who aids and supports the job performer in getting the job done, e.g., a helper, a teammate, or a friend

Map out the different actors who may be involved in a simple diagram, such as the one shown in Figure 2.3."

Trechos retirados de “The Jobs to Be Done Playbook” de Jim Kalbach. 

"Demand-side selling starts with the struggling moment"

 

 "Buying is very different than selling. The best sales process mimics the progress that people are trying to make in their lives. Selling is clearly a supply-side perspective, while buying sits on the demand-side.

...

What’s so special about their approach? It’s a worldview of selling from the customer’s vantage point, which we call demand-side selling.

...

Because the supply-side is so worried about efficiency and effectiveness, it’s become all about building one model that works for many people. But one size does not fit all! Aiming for average hurts customer satisfaction, because when you strive for average you end up pleasing no one.

...

Supply-side: The focus is on the product or service and its features and benefits. How will I sell it? Who needs my product?

...

Demand-side: The focus is on understanding the buyer and the user. How do people buy and how do they make progress? What’s causing them to make a purchase? You design your go-to-market strategy around the buyer’s worldview, not the product. You are looking at the world through a real buyer’s eyes. It’s understanding value from the customer-side of the world, as opposed to the product-side of the world. Demand-side selling is understanding what progress people want to make, and what they are willing to pay to make that progress. Our product or services are merely part of their solution. You create pull for your product because you are focused on helping the customer. Demand-side selling starts with the struggling moment. It’s the theory that people buy when they have a struggling moment and think, “Maybe, I can do better.

...

Traditional economics thinks supply and demand are connected. But we would say that demand is independent of supply. Demand is about a fundamental struggle. Supply and demand are two completely different perspectives in sales.

...

The struggling moment is the seed for all new sales.

...

Companies get sucked into thinking about the features the customer wants, as opposed to the outcomes they’re seeking. It’s the basic premise of cause and effect. Understanding the context by which people value your product will make it easier for you to understand how to sell your product. Only your customer can determine your value!"

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

"The struggling moment is the seed for all innovation!"

 "A sales funnel based on the probability someone will buy, without understanding what causes them to buy, made no sense to me. In my experience, customers bought on their terms. I didn’t convince them to do anything; they convinced themselves. It was their moment of struggle that became the seed that caused customers to switch to my product or service. We are all creatures of habit, and we will keep doing what we have been doing unless we have that struggling moment. So I flipped the lens, stopped trying to push my product, and started to understand what caused people to pull new things into their lives

...

There’s a different way to sell, and it starts with helping people make progress.

...

JTBD is the theory that people don’t buy products, they hire them to make progress in their life.

...

Great salespeople are real people: they ask questions, they listen, they learn, and they help you make progress in your life. Salespeople help customers solve problems and make progress in their life. Instead of pushing their product, they represent their product and how it fits into your life. Sales is about perspective—think concierge, mentor, or a coach, not an order taker. It’s about looking through your customer’s eyes, seeing what they see, hearing what they hear, and understanding what they mean. And there’s nothing icky about helping people. Period! The world could use a little more help.

...

The struggling moment is the seed for all innovation!

... 

great salespeople don’t sell; they help. They listen, understand what you want to achieve, and help you achieve it. A better title would be “concierge.

...

And you’ll learn it’s not about you, it’s about their progress. It will teach you to listen more intently, be more curious, and truly understand what your customers are saying."

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

Struggles and progress

 "sales isn’t about selling what you want to sell, or even what you, as a salesperson, would want to buy. Selling isn’t about you. Great sales requires a complete devotion to being curious about other people. Their reasons, not your reasons. And it’s surely not about your commission, it’s about their progress.

...

Everyone’s struggling with something, and that’s where the opportunity lies to help people make progress. Sure, people have projects, and software can help people manage those projects, but people don’t have a “project management problem.” That’s too broad.

...

People struggle to know where a project stands. People struggle to maintain accountability across teams. People struggle to know who’s working on what, and when those things will be done. People struggle with presenting a professional appearance with clients. People struggle to keep everything organized in one place so people know where things are. People struggle to communicate clearly so they don’t have to repeat themselves. People struggle to cover their ass and document decisions, so they aren’t held liable if a client says something wasn’t delivered as promised. That’s the deep down stuff, the real struggles."

To say that our product is the best because technically it is the best in terms of specifications, is to forget that people like me drive a Fiat 500, not an Audi or a BMW, by conscious choice.

People don't buy products, they hire products to do a service for them. And that service may have nothing to do with the technical specifications.

Trechos retirados de “Demand-Side Sales 101: Stop Selling and Help Your Customers Make Progress” de Bob Moesta. 

Ginásios e preço

Recordar a outra parte.

"Where does pricing come into this?
...
In some situations price isn't a factor..."

Ouvir a partir dos 69 e dos 74 minutos.

"If my pushes and pulls are big enough that goes away within reason ... it's all relative at some level ... all theses pushes and pulls that were building up the price once you've got around your head around what other things were equated to the price wasn't even there anymore..."

 Recentemente assisti ao processo de escolha de um ginásio por um familiar próximo. Os factores que ouvi foram:

• localização
• transportes públicos
• tipo de aulas/exercícios
• horários à semana e ao fim de semana

O preço apareceu no final como um "order qualifyer" nunca como um "order winner".

"Offering as input"

A continuar a minha leitura de "Prime movers" de Rafel Martinez e Johan Wallin apanhei esta figura:

Como não sorrir ao encontrar naquele eixo das ordenadas:

• Offering as output
• Offering as input

Recordar:

• Foco do output para o input

Foco do output para o input

Recordar esta imagem, acerca do ciclo de vida de um rolamento desde que é vendido, daqui:

Resolvi encomendar um daqueles livros em 2ª mão que custam 0,01€ com mais 5€ de portes. Desta feita foi  "Prime Movers" de Rafael Ramirez e Johan Wallin. Um livro de 1998.

Um livro que ás vezes me faz lembrar uma leitura dos tempos do ensino secundário em que me pus a ler S. Tomás Aquino. Achei que ia ser uma seca, mas fiquei admirado por encontrar uma linguagem simples para expor alguns problemas filosóficos.

Ramirez e Wallin usam um vocabulário que hoje já está ultrapassado, mas conseguem ser perceptíveis e têm o mesmo efeito surpresa de ler um trabalho seminal. Os autores estão com algo verdadeiramente novo, não precisam de complicar para parecerem mais importantes.

Um livro começa com o exemplo da Xerox. Uma empresa que tinham um modelo de negócio baseado numa patente. O modelo era tão bem sucedido que a certa altura a justiça americana resolveu obrigar a empresa a partilhar a tecnologia. Isso deu cabo do modelo e obrigou a empresa a renascer com base num outro modelo baseado na qualidade. No entanto, esse modelo revelou-se muito fugaz e a empresa teve de repensar-se novamente. Foi a partir dessa nova reflexão que surgiu a "Document Company":

"The most important aspect of Kearns' decision was the focus on the document [Moi ici: Não mais o foco na tecnologia, não mais o foco naquilo que se produzia]. He and his team reasoned that paper was not going to go away, but that its use, its value logics, would change. Paper would be used less for creating, storing and transmitting documents, and more as a transient display medium for reading them and commenting on them.
And important risk was that with more convenient printers, documents would be printed out, thrown away, and then printed out again.
...
the real point [of the strategy] was that our customers are not interested in paper per se, but in the content on it: the document. If we focused on that [i.e. the document] and how to help them deal with it in paper or electronic form, our business would prosper no matter how technology evolved.
...
A graphic representation of this strategy, centered on customer value creation called 'the (customers') Document cycle', is shown ...

... Note that the 'copy' function is now one out of 16 items in customers' documenting. [Moi ici: Recordar a SKF na figura acima]
...
The Document Company concept shifted attention from the production of the offering to its role in customers' value creation.
...
We positioned ourselves as solution providers because we did not want to become a commodity hardware producer: i.e. people producing pieces of hardware ... this would have obliged us to compete on a low-cost basis. If we want to be a leading company, we have to deliver solutions. (Roger Leien)"

Alguns postais da série input em vez de output:

• Ecossistemas e serviço (Novembro de 2019)
• Privilegiar os inputs sobre os outputs (parte XII) (Fevereiro de 2019)

Mudar de proposta de valor, mudar de job-to-be-done.

Ao ler "2 Supplements That Double Weight Loss":

"One study has shown that people drinking more milk, which contains vitamin D and calcium, can double weight loss."

Pensei logo numa proposta de valor para a malta do leite deste postal "E fechá-los numa sala durante 12 horas?".

Mudar de proposta de valor, mudar de job-to-be-done.

Ver para lá do que se conhece (parte III) ou manifestações em 3, 2, 1 ...

Em Novembro passado na parte I escrevi:

"A propósito de "Implante no cérebro permitiu usar 'tablets' com o pensamento", se é possível com um tablet é possível com um exoesqueleto. E se é possível com um exoesqueleto... não há limites."

Um tema que me atrai desde há largos anos (recordo este postal de 2011, por exemplo). Na parte II dei conta do começo da democratização dos exoesqueletos.

Ontem à noite para meu espanto... they got there:

"Um homem paraplégico conseguiu caminhar e fazer movimentos com os braços usando um exoesqueleto controlado pela própria mente. Um pequeno passo, que abre gigantes perspetivas para o futuro das pessoas presas a uma cama."

Trecho retirado de "Tetraplégico caminha e mexe os braços com exoesqueleto controlado pela mente"

Recordar: Cuidado com a absolutização do que a nossa empresa produz (parte I e parte II) e, sobretudo, "Um exemplo de miopia na vida real".

Se isto fosse em Portugal teríamos o começo de manifestações de fabricantes de cadeiras de rodas em 3, 2, 1 ... a pedir para que estes exoesqueletos sejam proíbidos porque lhes roubam vendas e são postos de trabalho que se perdem.

É isto!

Great provocation when you’re knee deep in user stories and feature planning. Are you upgrading your users or your product? https://t.co/eYdOCYFBlO by @alanklement pic.twitter.com/dqm5LBKQIN

— bruce hardy (@bruce_hardy) July 7, 2019

É isto!

Quando o propósito é subir na escala de valor, ou aumentar preços, ou fugir da concorrência pelo preço mais baixo, o caminho passa pelo upgrade dos clientes-alvo.

Aqui, upgrade dos clientes-alvo não quer dizer necessariamente uma mudança de clientes-alvo (também pode ser, como no caso das tábuas de madeira, ou nas colchas de linho, ou nos tecidos de burel). Aqui, por upgrade dos clientes-alvo entenda-se sobretudo o esforço de ajudar, de colaborar no esforço daqueles clientes-alvo que precisam de algo mais, ou porque a solução actual não é perfeita, ou porque eles aspiram a algo mais, porque eles querem passar, eles próprios, para um próximo nível. 

Para reflexão

A sua empresa está com problemas?

Talvez valha a pena ler este texto, "When your project isn’t making money". Um texto de Seth Godin, mais longo do que o habitual. Por exemplo:

"(Low price is the last refuge of leadership that doesn’t have the guts to make a great product and tell a true story to the right people)
.
Because you’re selling to the wrong people…Choose your customers, choose your future.
(Some customers want to pay more than others, and some customers want to get more—of something—than others)"

"usando o que produzimos como um input para o seu processamento"

O exemplo que se segue pode servir de reflexão aos que respondem com o seu produto ou serviço à pergunta sobre qual é o seu negócio. Os clientes não compram o que produzimos, os clientes procuram o que vão conseguir viver, experienciar, usando o que produzimos como um input para o seu processamento. Diferentes processamentos, diferentes contextos:

"You’re either pregnant or you’re not. And the market for pregnancy testing kits would appear to be similarly dichotomous: you either need a pregnancy test kit, or you don’t. If you do, you buy one and it helps you answer the first question in the affirmative or in the negative.
.
So you’d think there’s not much to the market – not much market segmentation potential.
...
“why do consumers buy pregnancy kits?”
.
The answer was surprisingly far from obvious.
.
It revealed two very different kinds of buyer of pregnancy kits: those who hopefully await a positive result, and those who anxiously wish for a negative one.
.
These two segments deserved to be served differently. So the product was launched differently for the two types of consumer: one for “the hopefuls” and another for “the fearfuls,” differentiated in name, packaging, pricing and in-store placement.
.
For the fearfuls the product was named “RapidVue,” it came in a plain white clinical pack design, priced at $6.99 and displayed near the condoms in the contraception aisle.
.
For the hopefuls, on the other hand, the company created a pretty pink box labeled “Babystart,” featuring a gurgling, rosy-cheeked infant, priced 50% higher at $9.99 and sold near the ovulation predictor kits.
.
It was a dramatically successful strategy for Quidel. A new way of segmenting the market was born."

Recordar:

• Preço e JTBD são contextuais (Novembro 2016)
• Conservas e pricing (Janeiro de 2014)

Trechos retirados de "Segmenting The Market For Power And Profit"

"This wide gap deserves top management attention"

Segue-se um relato que não anda longe do que encontro quando trabalho com PMEs. Dirigentes que acreditam que o seu negócio é o que produzem, mas que depois dizem que a sua vantagem competitiva nada tem a ver com o que produzem, e tudo a ver com a interacção.

"Over the past twenty years, I have asked thousands of managers around the world Levitt’s question: “What business are you in”? And I have followed it up with another: “Why do your customers buy from you rather than from your competitors?” In answer to the first question, the responses from managers in a wide variety of industries, from extraction, to pipelines, window frames, software, and banking, almost invariably still describe the product the company sells or the production facilities. I am always bewildered at how rarely the customer or the benefits the customers buys, enter the description. [Moi ici: Recordar a série "Privilegiar os inputs sobre os outputs (parte XI)", particularmente a parte IX. Recordar também "Most people tend to describe what they do rather than the value they bring"] To many managers, the product is the business, just as in Levitt’s era. Firms continue to spend inordinate amounts of time, effort, and resources on their products. In fact, businesses are structured around their products: they have product divisions and product managers, profitability is measured by product (not by customer), planning meetings and budgets are product-based, and the managers’ hopes and aspirations are pinned on product innovation and the new product pipeline. Building better products, conventional wisdom holds, is their pathway to a better, less price-competitive future.
.
My follow-up question aims to uncover what managers see as their particular competitive advantage, not just how they see their business – and it does one other thing: it reveals a puzzling gap between their product obsession and their customers’ behavior. So why do they think their customers buy from them rather than from their competitors? The responses consist of reasons such as “They trust us,” “Our reliability of supply and delivery,” “Our service,” “We are knowledgeable about their business,” “Our experience with other such customers,” “We make it seamless,” “They see us as unique,” “We’re in their consideration set,” and so on.
.
Rarely is a better product mentioned, and seldom is a lower price seen as the reason customers buy from us. In other words, the “reasons customers buy from us” reside almost entirely in the interactions that take place in the marketplace: trust, reliability of supply, service, knowledge, and experience cannot be made in a factory, nor packaged and sold off the shelf. These are downstream sources of value. They have their origins in specific activities, processes, and systems the firm employs to reduce the customers’ risks and transaction costs.
.
This wide gap between why customers buy from us (downstream reasons), and where we are spending most of our effort and resources (upstream) deserves top management attention – it can both increase efficiency by re-allocating effort to where it matters, and can build advantage by spending resources on activities that customers value and are willing to pay for."

Trecho retirado de "Why Do Your Customers Buy From You?"

JTBD em vez de clientes-alvo

Encontramos-nos casualmente há cerca de um mês à porta de um pequeno café em Oliveira de Azeméis ao início da manhã, falamos e disse-me que estava a transitar para um projecto próprio. Assumi logo o papel de advogado do diabo e atirei-lhe: Há tanta gente nessa área, por que raio há-de ter direito à vida?

E falou-me numa janela de oportunidade.

Ontem encontramos-nos para partir pedra sobre como vai abordar o mercado.

Na altura, quando o ouvi a descrever a tal janela de oportunidade senti logo um potencial tremendo. Quando começamos a conversa de ontem, desenhei este esquema para enquadrar a forma de abordar o mercado:

Como vai continuar com uma "perna" no negócio onde o conheci e com o qual não quer concorrer, vai iniciar a actividade com uma limitação interessante. Interessante porque muitos empreendedores deviam fazê-lo, mas não o fazem. Essa limitação concreta obriga-o a pensar de forma mais concreta sobre qual a parte do mercado que vai abordar e qual a parte do mercado em que não vai tocar.

Desenhamos um esquema para representar todos os portfolios possíveis de equacionar para servir o mercado:

A zona laranja representa a parte do mercado que o empreendedor vai abordar, a zona a tracejado representa a parte do mercado que é reservada ao negócio ao qual continua ligado. As restantes áreas são servidas, ou não, por outras empresas.

Quando começamos a equacionar como seria a abordagem aos clientes, apresentando uma proposta de valor baseada num produto customizado entregue rapidamente, o empreendedor percebeu que um cliente-alvo não o será por causa de atributos permanentes, mas por causa das circunstâncias. Um potencial cliente contactado hoje pode precisar da oferta da empresa já existente e não fazer sentido comprar uma alternativa ao novo empreendimento. No entanto, por causa de uma encomenda urgente, por causa de uma falha de um outro fornecedor, um potencial cliente pode ser levado a viver uma circunstância em que precisa que alguém lhe salve o dia... e aí entra o empreendedor.

E foi isso que concordamos que ele devia fazer: apresentar as situações em que um cliente mais tarde ou mais cedo vai precisar de um salvador capaz de o servir com algo feito à medida, em pequena quantidade, e entregue rapidamente.

Cuidado com a absolutização do que a nossa empresa produz (parte II)

Há dias sublinhei:

"Too often solutions are limited to ideas that can easily be shown to incrementally solve existing business goals. Crazy ideas, projects, or initiatives that don’t fit into the mold get rejected."

Domingo, ao ler "Trabalhadores “robot” nas fábricas da VW" e ao ver este vídeo:

"Para minimizar esta situação, a Volkswagen está a recorrer a exoesqueletos robóticos para suportar uma boa parte do esforço, poupando o físico dos funcionários. Não se trata de transformar os trabalhadores em verdadeiros “robocops”, mas tão só de lhes colocar à disposição uma estrutura articulada e assistida, que numa primeira fase facilite as operações realizadas com os braços em posição mais elevada."

Recordei esta figura daqui:

e previsões feitas nos últimos anos aqui no blogue:

• Isto é Mongo! Código na agricultura mas bottom-bottom: a democratização do código (Abril de 2016) onde dá para relacionar a citação inicial lá de cima, com o estar tão concentrado no produto que se perde a oportunidade de continuar a progredir.

"Há coisa de 1/2 anos li um artigo em que um técnico de uma empresa sueca líder no seu sector, a Permobil, discorria sobre as inovações que tinham em curso. Pensei o quão limitados e concentrados nas cadeiras de rodas estavam, na altura começava a ver os artigos sobre experiências com exoesqueletos, os artigos sobre drones controlados pelo pensamento, sobre os smartfones para os paralisados, sobre as aplicações para educar, treinar, ensinar, crianças especiais."

• Um exemplo de miopia na vida real (Setembro de 2016)
• Cuidado com a absolutização do que a nossa empresa produz (Março de 2017)

BTW, a velhice nunca mais será a mesma.

"Avoid moving from ‘Puzzle solvers’ to ‘number crunchers’"

"In the early stage of any JTBD uncover, managers are puzzle solvers: they work hard on uncovering the richness of it. But when they start having operational data (volume, profitability…) about products, clients, channels, etc. they start thinking about how to sell more products to existing customers. And they lose focus. They forget the reason that brought them success in the first place."

Trecho retirado de "10 takeaways from Christensen’s latest book"