Estou a tentar lembrar-me mas já não consigo recordar qual a fonte que ontem me fez chegar a "The Right Game: Use Game Theory to Shape Strategy" de Adam Brandenburger e Barry Nalebuff, publicado em Julho de 2005 pela HBR.
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Interessante como um artigo escrito há 16 anos descreveu tão bem, não só o meu percurso, mas também o de muitos autores que nos últimos 10 anos se têm dedicado ao fenómeno da originação de valor.
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Ainda há dias em "
Os mercados como configurações (parte IV)" reflectia sobre isto:
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"Unlike war and sports, business is not about winning and losing. Nor is it about how well you play the game. Companies can succeed spectacularly without requiring others to fail. And they can fail miserably no matter how well they play
if they make the mistake of playing the wrong game.
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The essence of business success lies in making sure you’re playing the right game. How do you know if it’s the right game? What can you do about it if it’s the wrong game?
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For rule-based games, game theory offers the principle, To every action, there is a reaction. But, unlike Newton’s third law of motion, the reaction is not programmed to be equal and opposite.
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For freewheeling games, game theory offers the principle, You cannot take away from the game more than you bring to it. In business, what does a particular player bring to the game? To find the answer, look at the value created when everyone is in the game, and then pluck that player out and see how much value the remaining players can create. The difference is the removed player’s “added value.” In unstructured interactions, you cannot take away more than your added value.
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Underlying both principles is a shift in perspective.
Many people view games egocentrically—that is, they focus on their own position. The primary insight of game theory is the importance of focusing on others—namely, allocentrism. To look forward and reason backward, you have to put yourself in the shoes—even in the heads—of other players. To assess your added value, you have to ask not what other players can bring to you but what you can bring to other players." (
Moi ici: Perfeito!!! Na linha do que escrevi em "Não é armadilhar, é educar!" sobre as empresas que tiram os olhos do chão)
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Segue-se uma frase que merece ser lida, re-lida e re-lida:
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Successful business strategy is about actively shaping the game you play, not just playing the game you find." (
Moi ici: "Os mercados como configurações (parte IV)" resumido como poesia numa única frase)
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"You can't see all the ramifications of the program without adopting an allocentric perspective." (
Moi ici: Quem são os intervenientes no jogo? E voltamos ao esquema de ontem:
Quem participa? O que é que cada um procura e valoriza? Como criar uma sintonia, um alinhamento na cadeia da procura?)
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"Looking for win-win strategies has several advantages. First, because the approach is relatively unexplored, there is greater potential for finding new opportunities. Second, because others are not being forced to give up ground, they may offer less resistance to win-win moves, making them easier to implement. Third, because win-win movez don't force other players to retaliate, the new game is more sustainable. And finally, imitation of a win-win move is beneficial, not harmful.
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To encourage thinking about both cooperative and competitive ways to change the game, we suggest the term
coopetition. It means looking for win-win as well as win-lose opportunities.
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The game of business is all about value: creating it and capturing it. Who are the participants in this enterprise? To describe them, we introduce the Value Net - a schematic map designed to represent all the players in the game and the interdependencies among them.
The Value Net describes the various roles of the players.
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The Value Net reveals two fundamental symmetries in the game of business: the first between customers and suppliers and the second between substitutors and complementors. Understanding those symmetries can help managers come up with new strategies.
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Managers understand intuitively that along the vertical dimension of the Value Net, there is a mixture of cooperation and competition. It's cooperation when suppliers, companies, and customers come together to create value in the first place. It's competition when the times comes for them to divide the pie.
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Along the horizontal dimension, however, managers tend to see only half the picture . Substitutors are seen only as enemies. Complementors, if viewed at all, are seen only as friends. Such a perspective overlooks another simmetry. There can be a cooperative element to interactions with substitutors.
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Designing the Value Net for your business is the first step toward changing the game. The second step is identifying all the elements of the game. According to game theory, there are five:
players;
added values,
rules,
tactics and
scope -
PARTS for short. These five elements fully describe all interactions, both freewheeling and rule-based. To change the game, you have to change one or more of thse elements."
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Continua
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