"Este documento descreve o modo como a AAAA procede perante consultas ou encomendas dos seus clientes..."
"A teoria é a reflexão da prática: quem pratica e não teoriza, só repete. E quem repete não evolui. Quando vou para casa, vou sempre a pensar no que aconteceu.”Quantos empresários só repetem? Quantas chefias só repetem? Quantos trabalhadores só repetem?
“Começo sempre por uma ideia pela forma como olho para o jogo e pela forma como quero que a minha equipa jogue, no processo ofensivo e defensivo”, afirma, dando depois o passo seguinte: “Trabalho a equipa por sectores, individuais e colectivos, trabalho os jogadores na componente individual. Depois começamos a trabalhar entre sectores colectivamente.”Quantos empresários e gestores têm este exercício de abstracção feito e, têm identificado e estudado o seu modelo de jogo, o seu modelo de negócio?
"The third discipline is to make sure everyone knows the score at all times, so that they can tell whether or not they are winning.
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This is the discipline of engagement.
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Remember, people play differently when they are keeping score. The difference in performance between a team that simply understands their lead and lag measures as a concept, and a team that actually knows their score, is remarkable. If the lead and lag measures are not captured on a visual scoreboard and updated regularly, they will disappear into the distraction of the whirlwind. Simply put, people disengage when they don’t know the score. When they can see at a glance whether or not they are winning they become profoundly engaged.
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Great teams know at every moment whether or not they are winning. They must know, otherwise, they don’t know what they have to do to win the game. A compelling scoreboard tells the team where they are and where they should be, information essential to team problem solving and decision making.
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That’s why a great team can’t function without a scoreboard that compels action. Without it, energy dissipates, intensity lags, and the team goes back to business as usual.
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Remember that you are always competing with the whirlwind and it’s a tough adversary. Without a visible scoreboard, the WIG and lead measures could be forgotten in a matter of weeks, if not days, in the constant urgency of your day-to-day responsibilities."
"Many believe that engagement drives results, and so do we. However, we know now, and have witnessed consistently over the years, that results drive engagement. This is particularly true when the team can see the direct impact their actions have on the results. In our experience, nothing affects morale and engagement more powerfully than when a person feels he or she is winning."Recordei logo o impacte que teve em mim o começar a usar o Endomondo para acompanhar o meu jogging. Em 4 meses passei dos 40 km por semana para os 110 km por semana, fruto de uma espiral motivadora gerada pela monitorização dos resultados e pela vontade de fazer mais, de testar limites.
"Implication 1: Measuring performance requires weighing the relevance of performance to focal stakeholders.Recordar "Não existem BSCs tipo-template"
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Organizations are heterogeneous in their resources and capabilities and how and where they choose to use them. At the most basic level, small and large firms are likely to perform in quite different manners. Although linked by competition, these firms have very different resources and strategies. Evidence suggests that large organizations use both financial and nonfinancial performance measures, but favor financial measures. (Moi ici: Nem de propósito, em linha com "Concentram-se nos custos") Very small firms also use both financial and non-financial variables to measure their performance. In a cross-country survey, Laitinen and Chong found that small Finnish companies focused on profitability, product margins, customer satisfaction and liquidity. Small UK companies were similar, giving less emphasis to overall profitability but also weighing debt levels highly. This evidence supported earlier findings by Davig and colleagues that product performance is more prominent in the evaluation of performance for small firms.
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Performance itself is likely to be somewhat firm specific: as the strategic choices a firm makes will dictate which performance measures will reflect the latent performance construct. Understanding how different independent variables link to a dependent performance variable is then no longer trivial. Assuming away this dimensionality will lead to misdirected or biased measurement.
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The relationship between measures and performance is also influenced by which measures the firm uses internally and how these are embedded into incentive and control systems within the firm; e.g., the firm’s own key performance indicators (KPIs).
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Implication 2: Measurement of performance must take into account heterogeneity of environments, strategies and management practices.
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A number of empirical studies have confirmed that performance itself does not persist indefinitely. This warns against the adoption of short or medium term measures, as these can be heavily biased by random fluctuations.
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Implication 3: Measurement of performance requires an understanding of the time series properties relating organizational activity to performance.
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Implication 5: Measurement of performance requires an understanding of the relationship between measures.(Moi ici: E pensa-se logo no mapa da estratégia)"
"According to Harvard Business Review the top reason that strategic plans fail to yield their intended revenue projections is inadequate resources. New ideas are approved but not funded appropriately. Probably because they didn’t do their homework and don’t want to invest much. Even more likely they didn’t know where to find the funds because they didn’t identify anything to STOP doing.Trecho retirado de "Strategic Planning Tip: How to Prioritize for Profitability"
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Your true strategy is how you spend your money. So if after a strategic plan you are still funding everything from before and then trying to add new initiatives, chances are that you really haven’t committed to the strategy. The new ideas die from starvation.
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Another reason is that the initiative is pursued in a seat-of-the-pants fashion and not planned. In this instance, communication and alignment are often not effective, and derail the project. Strategy’s role is to focus the organization not to create a free-for-all of a bunch of new projects–one for every function–that are not coordinated across the organization for maximum impact."
"And know what? Uncertainty is a bitch. It plagues every plan you hatch, and it eats away at any attempt for peace of mind."Daí a importância da monitorização, o caminho para o futuro não é
"Let me begin by describing a fairly typical meeting from one of my consulting clients, a large company. Senior management had gathered to make decisions about what to include in the next version of its product. As part of the company’s commitment to being data-driven, it had tried to conduct an experiment on pricing. The first part of the meeting was taken up with interpreting the data from the experiment.
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One problem was that nobody could agree on what the data meant. Many custom reports had been created for the meeting; the data warehouse team was at the meeting too. The more they were asked to explain the details of each row on the spreadsheet, the more evident it became that nobody understood how those numbers had been derived.
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Listening in, I assumed this would be the end of the meeting. With no agreed-on facts to help make the decision, I thought nobody would have any basis for making the case for a particular action. I was wrong. Each department simply took whatever interpretation of the data supported its position best and started advocating on its own behalf. Other departments would chime in with alternative interpretations that supported their positions, and so on. In the end, decisions were not made based on data. Instead, the executive running the meeting was forced to base decisions on the most plausible-sounding arguments.
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It seemed wasteful to me how much of the meeting had been spent debating the data because, in the end, the arguments that carried the day could have been made right at the start. It was as if each advocate sensed that he or she was about to be ambushed; if another team managed to bring clarity to the situation, it might undermine that person, and so the rational response was to obfuscate as much as possible. What a waste."
"Now, in certain contexts, exclusively quantitative measurements are powerful decision aids, but we fall into trouble when we extend the context inappropriately, yet still maintain our absolute belief in the power of quantitative measurement.
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Fast forward to a tour of the Antipodes commencing with an opening game in Tonga. The 80 minute game was terminated after half an hour as we ran out of substitute players. We were just as fast, just as motivated as they were but we were also lighter by an average of 15 kg per player. The picture at the top says it all.
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We did not adjust. We had statistics on our side; we just had to try harder - and ultimately we failed. We had stuck to our plan because we were confident that measurements were tied to the cause and effect of success, and we refused to play what was in front us.
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Now, I often no longer provide the intellectual argument. Intellectual stimulation provokes thought, emotional stimulation provokes action.
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Sometimes you need to let the management team play the Tongans.
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In my experience running this exercise, it reveals to senior management the real power of narrative research, (Moi ici: Daí a importância do mapa da estratégia) and then prompts further discussion on the potential danger of making a measure a goal, and how measurement and flexibility should always be in harness. You have to play what’s in front of you."
"Making decisions based on data does not guarantee success every time. It only gives you a reproducible and refinable system that helps you make better and informed decisions based only on metrics you set forth and devoid of any cognitive biases. The system can be simple or complex. Use as few variables or as many as possible. Could be deterministic or probabilistic. It is far superior to decisions based on myths.Curiosamente sinto que os media dão cada vez mais espaço de opinião a crentes e defensores de mitos.
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Recognize the reproducibility of metrics driven approach and our ability to continuously question the data and keep refining it.
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Recognize the fact that there were many thousands that filled out the bracket using their own myths and biases and just by sheer luck some are going to be correct. We cannot treat their success of those standing as triumph of gut over mind."
"Vítor Gaspar apresentou a implementação do programa como um sucesso, mas admitiu que, "para ser transparente", tinha de explicar que "nem tudo aconteceu de acordo com o planeado.""
"As vendas a retalho na Alemanha diminuíram inesperadamente em fevereiro, registando uma quebra de 1,1% em termos reais relativamente ao mês anterior, o que vem deteriorar as expetativas de que o consumo privado venha apoiar a maior economia da Europa no primeiro trimestre.Até que ponto não estão a seguir um indicador (vendas a retalho) que já está obsoleto? Quando é que o efeito das compras online vai começar a enganar os analistas?
O indicador notoriamente volátil caiu em quatro dos últimos cinco meses, contrastando com as expectativas de que o retalho se mantivesse positivo face a um mercado laboral robusto. Os economistas consultados pela Reuters previam que as vendas a retalho subissem 1,2% em termos mensais.
«A tendência tem sido fraca há já algum tempo, o que certamente resume-se ao fato das famílias ainda não acreditarem numa solução sustentável para a crise na Zona Euro», afirmou Christian Schulz do Berenberg Bank."
"Our predilection for causal thinking exposes us to serious mistakes in evaluating the randomness of truly random events....
"We are pattern seekers, believers in a coherent world, in which regularities ... appear not by accident but as a result of mechanical causality or of someone’s intention. We do not expect to see regularity produced by a random process, and when we detect what appears to be a rule, we quickly reject the idea that the process is truly random. Random processes produce many sequences that convince people that the process is not random after all. You can see why assuming causality could have had evolutionary advantages. It is part of the general vigilance that we have inherited from ancestors."Deming chamava ao fenómeno "tampering" e a experiência do funil ilustra o seu efeito na inflação da variabilidade de um sistema.
