Mostrar mensagens com a etiqueta favaro. Mostrar todas as mensagens
Mostrar mensagens com a etiqueta favaro. Mostrar todas as mensagens

quinta-feira, julho 02, 2015

Primeiro a ideia, depois as acções

"Many business leaders subscribe to the classic definition of strategy as a set of actions designed to achieve an overall aim. In other words, they believe strategy starts with a goal. But for companies that have implemented winning strategies, that’s not how it typically happens.
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That is how most winning strategies happen: first comes the big idea; then a strategy to bring that idea to market; finally, a big, hairy, audacious goal to crystalize an ambition, motivate the troops, and excite investors. Unfortunately, strategic planning in most companies gets this sequence exactly reversed — and when that happens, bad strategies result.
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There are two problems with putting goals before strategy. First, goals tell you very little about the fundamental choices you should make around creating customer and company value. Such choices are the very essence of your strategy.
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The second problem is the opposite of the first. If some goals tell you little or nothing about what strategies to pursue, other goals effectively tell you too much."
Primeiro a ideia, depois as acções alinhadas, depois as metas


Trechos retirados de "The Trouble with Putting Goals Ahead of Strategy"

segunda-feira, abril 27, 2015

Acerca da evolução da competição (parte II)

Quando em "Acerca da evolução da competição" escrevi:
"Em próximo postal voltarei a Favaro e à minha reflexão pessoal sobre a evolução da estratégia."
Ainda não tinha lido "Terroir" de Seth Godin:
"Heinz ketchup has no terroir. It always tastes like everywhere and nowhere and the same. A Dijon mustard from a small producer in France, though, you can taste where it came from. Foodies seek out this distinction in handcrafted chocolate or wine or just about anything where the land and environment are thought to matter.
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But we can extend the idea to you, to your work, to the thing you're building.
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It's not like anyplace else. It's not like everyplace else.
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Consistent doesn't mean, "like everybody else."[Moi ici: Cá está o ponto que eu critico na Qualidade, a demasiada concentração na normalização]  Consistent in this case means, "like yourself." If we took just one drop of your work and your reputation and the trail you leave behind, could we reconstruct the rest of it?
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The pressure on each of us to fit in, to industrialize, to be more like Heinz--it's huge. But to do so is to lose the essence of what we make."
Terroir é uma palavra que o meu pai me ensinou acerca dos vinhos e da sua diferenciação... é uma palavra que vai ficar a fazer parte do léxico deste blogue e do meu trabalho. O que eu pensava acerca das palavras de Favaro, reforçado com o texto de Godin é o que relato aqui "O meio pode albergar posições intermédias viáveis".

sábado, abril 25, 2015

Acerca da evolução da competição

Em "A Brief History of the Ways Companies Compete" Favaro faz um breve resumo da evolução dos grandes vectores de competição desde a Revolução Industrial:
"Since the late nineteenth century, we have seen five distinct movements in the way companies compete. The first was efficiency. This was the original purpose of forming corporations — to facilitate the production of products and services with the least amount of wasted time, materials, and labor. The attempt to turn business into a science of efficiency, also known as “Taylorism,” marked the high point of this movement. Many companies still compete this way and there continue to be successors to Taylorism, including business process reengineering and lean production.[Moi ici: Por favor, não me acusem de denegrir o "lean production", o "lean production" pode ser bom ou mau, como a caneta, mais aqui]
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The second movement was scale, a close cousin of efficiency. This is where companies exploit economies of scale that yield lower unit costs and enable sharper pricing of their goods and services.
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Scale and efficiency are mostly about competing by lowering costs. In the early 1980s, a new way of competing broke on to the world stage: the quality movement, with the deification of W. Edwards Deming, who introduced quality as a way of life for Japanese companies.
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Today quality, efficiency, and scale stand side-by-side as ways of competing. For every Wal-Mart and Ford that competes mostly on price, there’s a Nordstrom and BMW that competes mostly on quality. [Moi ici: Não posso concordar com Favaro. Favaro confunde qualidade como "ausência de defeitos" com qualidade como "algo com mais atributos". Não se pode dizer que a Nordstrom tem mais qualidade que a Wal-Mart se o conceito for a ausência de defeitos, assim como se pode dizer que o BMW tem mais qualidade que o Fiat se estivermos a falar na quantidade de atributos. Assim, a qualidade à la Deming, incluiria como mais uma ferramenta de redução de custos. Aliás, essa é a grande crítica que faço ao movimento da Qualidade, o ter cristalizado há muito no chão da fábrica, o ter ficado seduzida pela variabilidade, quando, o que conta cada vez mais é a variedade, daí o fim da marca Redsigma.]
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But after the rise of Japan proved not to be a miracle after all, and with the rise of the internet, a new, fourth movement was born in the 1990s: the network way of competing. Instead of winning customers based on cost or quality (or both), companies began to compete based on how many people (or businesses) use them. [Moi ici: Aquilo que Kaplan me ensinou a designar por estratégias lock-in]
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Today, the network movement has given way to a fifth: the so-called ecosystem way of competing. This an approach of co-opting third parties to build on and leverage your products and services such that they have more total utility to your customers. Your advantage comes not so much from the number of customers you have as from the number of partners you have working with or on top of your products and services."
Depois, Favaro termina a olhar para o futuro:
"All the above begs a question: Will we see any new ways of competing become a sixth movement in the corporate world? [Moi ici: E dá algumas ideias: Agility, disruption, data analytics, integration]
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Whether any of these become a full-blown movement or not, it’s clear that there’s a much bigger menu of ways to compete today compared to a century ago. That’s a good indication of how complex competing in the business world has become."
Este final fez-me logo pensar no paralelismo entre biologia e economia e, daí, chegar a "Mais estratégias, mais valor acrescentado, mais nichos, mais diversidade" e aos seus gráficos. E daí chegar a "Rethinking extinction":

"The fossil record shows that biodiversity in the world has been increasing dramatically for 200 million years and is likely to continue."
Como não pensar em Feyrabend, quando se trata da sobrevivência, aprendemos com MacGyver, "anything goes":
"‘Genes are jumping around. Molecular genetics is finding that hybridisation between species is more common than previously suspected. Darwin talked about a tree of life, with species branching out and separating. But we are discovering it is more of a network, with genes moving between close branches as related species interbreed. This hybridisation quickly opens up evolutionary  opportunities.
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Move, adapt or die. When organisms challenged by climate change respond by adapting, they evolve. When they move, they often encounter distant cousins and hybridise with them, sometimes evolving new species.
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Throughout 3.8 billion years of evolution on Earth, the inexorable trend has been toward an ever greater variety of species. With the past two mass extinction events there were soon many more species alive after each catastrophe than there were before it."
Em próximo postal voltarei a Favaro e à minha reflexão pessoal sobre a evolução da estratégia.

sexta-feira, março 20, 2015

"They shape the future"

Ainda na quarta-feira à noite, num jantar de francesinhas, o Aranha recordava esta frase de Seinfeld:
"Not That There Is Anything Wrong With That".
Por isso, sorri esta manhã, ao ler "What George Costanza Can Teach the C-Suite":
"Most companies get trapped on the growth treadmill, chasing multiple opportunities wherever the market is heading. The most successful companies, however, commit to doing only what they do best, and they grow by applying this in a very clear-minded and disciplined way in the market.
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Most companies pursue functional excellence and benchmark everything. Unfortunately, this approach leads them to the same crowded place in the market as everyone else.
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Winning companies don’t simply react. They shape the future: reimagine their capabilities, create demand and realign their industry on their own terms.
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Advantage is transient. Even the most formidable position is vulnerable to the melee of pressures in today’s market."

domingo, maio 05, 2013

Acerca da estratégia

" “the core idea of strategy is to provide an overarching view on how a particular company is going to succeed in the marketplace.”
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strategy is really a “mindset” that views “business life as not entirely random; stochastic but not random. While it may be absolutely necessary to revisit and revise choices more often than convenient, the assumption holds that effortful, determined, revisable strategy is better than simply letting happen whatever will happen.”
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Strategy is about trying to take control and trying to win. Strategy is about trying to predict the future or at least enough of that future that will give you a competitive advantage. Strategy is about being specific. It is about helping you get from A to C by doing B. It’s about putting your cards on the table, placing your bets.
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More than choosing what to do, it is about choosing what NOT to do. Because today, more than ever, there are far more things that you could do — but shouldn’t. These things distract and create complexity. They take valuable time and resources away from what really matters. Strategy is about understanding what really matters and acting on it.
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strategy is about answering the following questions:
  • What business or businesses should you be in?
  • How do you add value to your businesses?
  • Who are the target customers for your businesses?
  • What are your value propositions to those target customers?
  • What capabilities are essential to adding value to your businesses and differentiating their value propositions?"

Trechos retirados de "How Do You Know You Do Not Have a Strategy?"