"Today, artificial intelligence, sensors, and digital platforms have already increased the opportunity for learning more effectively—but competing on the rate of learning will become a necessity by the 2020s. The dynamic, uncertain business environment will require companies to focus more on discovery and adaptation rather than only on forecasting and planning. [Moi ici: Apostar mais em exploration do que em exploitation, apostar mais em experimentação e novidade do que em seguir o guião]
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Classical models of competition assume that discrete companies make similar products and compete within clearly delineated industries. But technology has dramatically reduced communication and transaction costs, weakening the Coasean logic for combining many activities inside a few vertically integrated firms. At the same time, uncertainty and disruption require individual firms to be more adaptable, and they make business environments increasingly shapeable. Companies now have opportunities to influence the development of the market in their favor, but they can do this only by coordinating with other stakeholders.
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As a result of these forces, new industrial architectures are emerging based on the coordination of ecosystems—complex, semifluid networks of companies that challenge several traditional business assumptions. [Moi ici: Algo que começámos a perceber quando descobrimos o papel dos influenciadores, dos prescritores, dos reguladores, e dos clientes dos clientes]
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New opportunities are likely to come increasingly from digitizing the physical world, enabled by the rapid development and penetration of AI and the Internet of Things. This will increasingly bring tech companies into areas—such as B2B and businesses involving long-lived and specialized assets—that are still dominated by older incumbent firms.
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Companies can no longer expect to succeed by leaning predominantly on their existing business models. Long-run economic growth rates have declined in many economies, and demographics point to a continuation of that pattern. Competitive success has become less permanent over time. And markets are increasingly shapeable, increasing the potential reward for innovation. As a result, the ability to generate new ideas is more important than ever. [Moi ici: Subir na escala de valor depende cada vez mais não do que se produz, mas das experiências que permitimos que o cliente sinta na sua vida ao integrar a nossa oferta na sua actividade]
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Looking ahead to the 2020s, uncertainty is high on many fronts. Technological change is disrupting businesses and bringing new social, political, and ecological questions to the forefront.
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Furthermore, deep-seated structural forces indicate this period of elevated uncertainty is likely to persist: technological progress will not abate; the rise of China as an economic power will continue to challenge international institutions; demographic trends point toward an era of lower global growth, which will further strain societies; and social polarization will continue to challenge governments’ ability to effectively respond to national or global risks.
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Under such conditions, it will become more difficult to rely on forecasts and plans. Business leaders will need to consider the larger picture, including economic, social, political, and ecological dimensions, making sure their companies can endure in the face of unanticipated shocks. In other words, businesses will effectively need to compete on resilience." [Moi ici: Mas a constituição e os partidos socialistas, da direita e da esquerda, consideram a flexibilidade e a resiliência crimes graves! ]
Como é que a sua organização se está a preparar para este mundo muito mais incerteza? O que está a fazer para ser mais criativa? O que está a fazer para conciliar digital e físico? O que está a fazer para construir ou integrar um ecossistema? O que está a fazer para aprender muito mais depressa?
