Vantagens de um tempo de crise

"crisis creates opportunity.
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1: Crisis reduced our time to market: We no longer had to spend a year proving that our ideas were perfect; we only had to prove they were better than the alternative - which was nothing.
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2: Crisis let our team coordinate & cut through red tape: Approvals were faster. Cooperation was greater.
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3: Crisis enhanced our tolerance for risk: Without a product, we were forced to push traditional boundaries.
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4: Crisis forced us to relearn what our customers wanted: 
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You can use crisis to defeat the enemies of innovation."
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A crise pode criar as condições de "burning platform" capazes de gerar o sentido de urgência que despoleta a evolução:
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"Biologists have a word for the way in which solutions emerge from failure: evolution. Often summarised as survival of the fittest, evolution is a process driven by the failure of the less fit. Disconcertingly, given our instinctive belief that complex problems require expertly designed solutions, it is also complets. planned. Astounding complexity emerges in response to a simple process: try out a few variants on what you already have, weed out the failures, copy the successes – and repeat for ever. Variation, and selection, again and again. We are used to thinking about evolution as something that happens in the natural world – a biological phenomenon. But it doesn’t have to be."
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Primeiro trecho retirado de "Exploiting Chaos" de Jeremy Gutsche.
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Segundo trecho de "Adapt" de Tim Harford

Na companhia de Siegfried e Parsifal

Jeremy Gutsche em "Exploiting Chaos" escreve:

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"Accept that the world never returns to normal.

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Successful innovators do not get caught up in the turmoil of change. They don't wait for the world to return to normal. Impervious to the clutter that surrounds them, these vanguards adapt to opportunity.

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The only things slowing you down are the rules you need to break.

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The pursuit of opportunity will require you to think differently and break the rules that paralyze change."

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Durante a minha última audição de "Gut feelings" de Gerd Gigerenzer fixei isto:

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"Imitation can pay in a stable environment. How should a son run his father’s company? When the business world in which the company operates is relatively stable, the son may be well advised to imitate the successful father, rather than starting from scratch by introducing new policies with unknown consequences.

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When is imitation futile? As mentioned before, when the world is quickly changing, imitation can be inferior to individual learning. Consider once again the son who inherits his father’s firm and copies his successful practices, which have made a fortune over decades. Yet when the environment changes quickly, as in the globalization of the market, the formerly winning strategy can cause bankruptcy. In general, imitating traditional practice tends to be successful when changes are slow, and futile when changes are fast."

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Ambos os autores chamam a atenção para, em pleno caos, em plena turbulência, arriscar e quebrar as regras que impedem a adaptação a novas oportunidades. 

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E dei comigo a pensar nos gerentes com a 6ª classe que fazem o que Daniel Bessa e a galeria de encalhados da tríade dizem que é impossível, competir com sucesso num mundo globalizado, apesar de terem o marco alemão como moeda. Os que não conhecem as regras... alteram as regras!!! Os que não conhecem as regras... criam novas regras!!! E, de repente, encontro a harmonia e sintonia com Gigerenzer:

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"The power of ignorance to speed up social change is a common plot in literature. Among the many heroes in Wagner’s Ring of the Nibelung, Siegfried is the most clueless one. Siegfried grows up without parental care. He is the naive hero who acts impulsively, whose adventures happen to him, rather than being deliberately planned. Siegfried’s combination of ignorance and fearlessness is the weapon that eventually brings down the rule of the Gods. Similar to Siegfried is Parsifal, the hero of Wagner’s last work. Brought up by his mother in a lonely forest, he knows nothing about the world when he begins his quest for the Holy Grail. The strength of Siegfried, Parsifal, and similar characters lies in their not knowing the laws that rule the social world. ... Ignorance of the status quo, and so a lack of respect for it, is a great weapon with which to revolutionize the social order. These heroes’ intuitive actions were based on missing knowledge, but the gut feeling “I can do it!” can succeed even when based on false information."

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Hoje, encontro este texto "Why Best Buy is Going out of Business...Gradually" (BTW, ao lê-lo, pensem na reacção do comércio tradicional à chegada das grandes superfícies. Façam o paralelismo com a reacção das grandes superfícies ao advento das Amazon e outras) e pensei logo nos encalhados e na sua fixação doentia nos custos, apesar das evidências factuais de que algo de diferente está a funcionar (o valor):

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"First comes the strategic bankruptcy, ..., where management’s sole focus is improving some arbitrary metric from last quarter, even when doing so actually interferes with customers trying to buy something else."

Exploiting Chaos