Foco e mosaico de actividades (parte IV)

Parte I e parte II e parte III.

"The final two categories depict companies that are living a coherent identity:
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10. Coherent companies have a powerful value proposition and a system of a few differentiating capabilities that support that value proposition. Their portfolio of products and services grows successfully because of the strengths they consistently bring to bear.
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11. Supercompetitors use their coherence to shape their future. They apply their capabilities to a broader range of challenges and loftier goals, serve the fundamental needs and wants of their customers, and ultimately lead their industries. These companies are not just playing the game of business well — they’re changing the rules."[Moi ici: Recordar scripting markets, performativity, mercados como configurações]

Trechos retirados de "11 Types of Strategic Maturity: Which One Describes Your Company?"

Olhar para o ecossistema (parte II)

Parte I.

Pensar a nível de ecossistema passa por perceber que os mercados não existem, os mercados são seres vivos que vão existindo e evoluindo:

"the starting point is to view markets as emerging outcomes best understood by following the process of their practical realization
...
the idea of markets as plastic entities that are continously ‘in the making’
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markets as ‘on-going socio-material enactments that organize economized exchanges’
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by conceptualizing markets as continuous enactments rather than ready-made, CMS goes beyond simplistic stage models of market emergence, for example, formation–stability– change–dissolution. It stresses that markets are continuously shaped both by explicit efforts to create new markets or change existing ones, and by the everyday activities of buyers and sellers. This allows us to explore how users exert influence over markets beyond the initial commercialization of an offering."

Por exemplo:

"We conceptualize market shaping as five interrelated subprocesses in which users may be involved as agents: qualifying goods, fashioning modes of exchange, configuring actors, establishing market norms and generating market representations." 

Fundamental perceber que se pode ser um arquitecto de paisagens competitivas.

Trechos retirados de "How users shape markets" publicado por Marketing Theory 1–24, 2016

Acerca do ecossistema da procura

Recordei esta história "Arquitecto de paisagens competitivas (parte II)" depois de ler:

"The transition from linear value chain thinking towards collaborative value network thinking renders firm boundaries increasingly permeable, fuzzy and fleeting. All market actors can be viewed as open systems, ‘effectively depending on the resources of others to survive’. This interdependence creates a need for specific exchange and interaction processes  aimed at integrating an actor’s own resources with the resources of other actors,
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The idea of value co-creation in a network includes the idea of reciprocity, that is not only should one be freed from a dyadic perspective, (Moi ici: Deixar de pensar só nos clientes, naqueles que pagam as facturas e alargar o alcance do radar e, perceber que outros, na sua busca e sem ser preciso corrompê-los, podem influenciar os cientes) but also from the provider–customer notion. We take an actor-to-actor perspective and mainly use the term ‘actor’ as a generic construct of all resource integrators, and ‘focal actor’ for the actor that is designing a business model for value co-creation. (Moi ici: Estes são os meus clientes-alvo ideais, actores (empresas) que já perceberam que não chega a relação "1 para 1" e é preciso trabalhar ao nível sistémico, ao nível de um modelo de negócio)
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The relevant actors to include in the analysis vary based on the specific co-creation type the focal actor is aiming for. ... identify a spectrum of co-creation, involving co-conception, co-design, co-production, co-promotion, co-pricing, co-distribution, co-consumption, co-maintenance, co-disposal and co-outsourcing. All of these forms of value co-creation will require different resource configurations amongst various actors.
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The evolution from value created and distributed by the manufacturing firm to value co-created in a network poses focal managerial challenges: How can the focal firm engage customers and other actors in purposeful co-creation?"

Há dias, no Twitter, discutia-se: de que vale um produto excepcional sem o acesso à prateleira, sem a capacidade de comunicar com os utilizadores:

"the evolution of customers from ‘passive audiences’ to ‘active players’. Firms do not exist in order to distribute value along a value chain, but rather to support customers in their value-creating processes. Thus, customers are not to be viewed as extensions of firms’ production processes. Rather, firms need to be viewed as extensions of customers’ value-creating processes."

Trechos retirados de "Designing Business Models for Value Co-Creation" de Kaj Storbacka, Pennie Frow, Suvi Nenonen and Adrian Payne.

O Sol não gira em torno da Terra

Como eu gosto desta passagem:

"Our ideas can enslave or liberate us. Some people never do make the transition and remain resident in the old world view: their ideological comfort zone. As history has shown us, those who see the future and rush to meet it, like Galileo and Darwin, are often thought of as heretical, or worse. The modern world view is still dominated by the ideology that came to replace medievalism: the ideology of rationalism, objectivity and propositional knowledge. These ideas frame our attitudes and theories every bit as much as myth and superstition underpinned the painstaking calculations of the medieval astronomers. Just as their ideology created the framework for their questions, so does ours."

Muitos comentadores quando falam e escrevem sobre economia continuam a afirmar que o Sol gira em torno da Terra.
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Carlos Diaz Ruiz ajuda a pôr as coisas num contexto interessante. Primeiro, o que os comentadores usam:

"The market, from a neoclassical perspective, is a trade arena seeking price uniformity (Cournot, 1897, p. 51). Price uniformity means a tendency for the same price to be paid for the same thing, at the same time, in all parts of the market. As a mechanism, markets allow participants to evaluate and exchange any tradable item. (Moi ici: Reparar naquela data)
...
The neoclassical market is built upon three assumptions. (1) The market is composed of individuals who have rational preferences. (Moi ici: LOL) (2) Buyers maximise utility and sellers maximise profits.(Moi ici: LOL) (3) Market participants act independently and on the grounds of full and relevant information.(Moi ici: LOL)"

Depois, o contexto. Reparem onde se encontra, historicamente, o que os comentadores usam como modelo mental:

Pessoalmente, gosto disto:

"Market actors do not only act within their environment, actors shape markets with their everyday practices. In other words, markets are ongoing practical accomplishments (Kjellberg & Helgesson, 2007).
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Service-Dominant Logic (S-D), a proposed perspective in opposition to a Goods-Dominant Logic, explains markets in terms of value (Vargo & Lusch, 2004). Vargo (2007) proposed four ideas to understand markets: (1) a focus on value instead of products; (2) value creation as understood by the beneficiary, not the seller; (3) an integrated perspective between producer and consumer; and (4) a network perspective, instead of dyads (i.e., seller and buyer)."

Trechos retirados de:

• "Out of Our Minds" de Ken Robinson
• "Theories of markets: Insights from marketing and the sociology of markets" de Carlos A. Diaz Ruiz e publicado na The Marketing Review em 2012.

Boleias de passageiro clandestino que permitem viver mais um dia mas não ensinam a pescar (parte III)

Há dias escrevi este postal "Boleias de passageiro clandestino que permitem viver mais um dia mas não ensinam a pescar" e depois a parte II.
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Acabo se saborear mais um artigo de Kaj Storbacka "Learning with the market: Business model alignment 
in networks" que julgo ir ao encontro das preocupações que manifestei na parte I.
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Antes de mais reconhecer que é sempre um gosto ler Storbacka, sinto sempre que aprendo algo, que consolido algo e que sou despertado para mais alguns desafios intelectuais.
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O que sublinho do artigo? Muita coisa:
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Os mercados não são, os mercados vão sendo, estão em permanente mutação, qual Argus, e é disto que eu gosto, que eu aprecio fazer, facilitar a revolução mental, primeiro, e do mosaico de actividades e cultura depois, capaz de levar uma empresa/organização a adoptar, a desenvolver, a criar um novo modelo de negócio assente na vontade de mudar a configuração do mercado.
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"Markets are always in the making, ... markets are not – they become. This opens up questions about how market actors can influence this process of becoming. (Moi ici: Como é que as medidas que os governos lançam têm o condão de ajudar os actores no mercado, as PMES a influenciarem o desenvolvimento do mercado?)
...
market actors will make subjective market definitions by identifying the network(s) to participate in – both in terms of exploiting existing opportunities and exploring new  ones.  This  resonates  with  discussions  addressing  market  driven,  versus market driving strategies. ...  market  driving  strategies  as changing  the configuration and/or behavior of actors in a market.
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Firms applying market driving strategies need to start with their own  subjective view on which market(s) to drive. A firm wanting to become market driving can do so by engaging in processes aimed at influencing the existing market practices. ... ‘market  scripting’,  defined  as  “conscious  activities conducted by a single market actor in order to alter the current market configuration”.
...
Performativity  is  the  capacity  of  theories  and expressed views of actors, as well as other non‐verbal forms of expressive action, to influence reality.
...
the  performative  power  of  any   market   actor  is dependent on its network position, the relative strength of the actor’s business model, and the actor’s ability to author compelling meanings. As the market actors’ performative power shifts along with the situation in which they perform the  market,  we  are  likely  to  observe  partial  performativity  of  actors’  mental  models  and business  models.  This  results  in  multiplicity  of  co‐existing  market  versions, markets take on multiple forms as actors make their subjective definitions of the market and attempt to make their definition a shared definition (Moi ici: E são estas tentativas, mais ou menos conseguidas, que vão modificando os mercados) in a reciprocal learning process among relevant market actors.
...
(Moi ici: Onde a abordagem dos governos e da tríade dos encalhados falha é na crença de que o mercado é imutável, o que os leva a correr sempre atrás do prejuízo, a preparar, a afinar as armas da última guerra para combater as novas guerras, onde outros combatem com novas estratégias e novas armas e, por isso, conseguem subir na escala de valor) the managerial consequence of reciprocity is the need for a better understanding of the market. (Moi ici: Sempre que as empresas são protegidas ... perde-se motivação para perceber o mercado) The process of market sensing has traditionally been built on the assumption that the market  is  given  and that  the objective  of the  firm is  to  learn ‘about the market’,  i.e.,  identify  opportunities  as precursors of business development. Actors wanting to influence  the  becoming  of   markets  are more likely to focus on learning ‘with the market’. ... Learning with the market builds on the idea of network learning (Moi ici: Sempre as redes, sempre os ecossistemas, sempre os many-to-many), i.e., learning by a group of organizations as a group, aiming at intersubjectivity or shared meanings.
...
(Moi ici: Se trabalhamos tantas horas e temos os resultados que temos, já há muito que devia ser claro que o problema não é a quantidade do que se faz mas a natureza do que se faz. Ou seja, são precisos novos modelos de negócio, não impostos por governos ou consultores, mas desejados e descobertos pelos actores que operam nas redes como forma de resolverem as necessidades e desafios colocados pelo meio) new business model means a change in the focal actor, but also in the focal actor’s relationship with other actors and in other actors’ business models. (Moi ici: As medidas tão faladas nos media, TSU, horário de trabalhos, férias e feriados... será que contribuem para que os actores mudem de práticas ou mudem a forma como são vistos pela rede? Que alavancas accionam em seu favor? Reforçam as práticas do passado, não preparam a mente para novas abordagens à rede, ao ecossistema) The business model defines the practices that the focal actor engages in and these practices influence other actors. Business  model  changes  will,  hence,  require  focal  actors  to  engage  in  processes  where  they ‘negotiate’ resource and capability configurations in the actor‐actor dyads and in the larger network in order to achieve alignment between the business models. (Moi ici: Nada disso, com as boleias concedidas pelo Estado e que, na melhor das situações apenas atrasam a mudança de modelos de negócios, as boleias tornam os modelos de negócio condenados em alternativas que prolongam o status-quo por um pouco mais... muitas vezes até que seja irreversível a transição para novos modelos de negócio, por ser demasiado tarde. Se os incentivos são para tornar o presente mais tragável, de onde virá a necessidade, a motivação, o exemplo para mudar a sério e criar o futuro?)
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Introducing new of re‐configured business  models  (or  business  model  elements)  into  a  market  requires  adaptation  and  active participation from other actors. Organizations and individuals learn from being exposed to diverse interpretations  of  phenomena,  (Moi ici: Qual a interpretação que o governo, que os políticos, que os paineleiros, que tantos dirigentes associativos transmitem, divulgam, vulgariazam? Se a mensagem de todos diz que o problema são os custos, infelizmente, o problema nunca deixará de ser os custos... o problema depende do ângulo de visão, depende da alavancagem escolhida. Ver o que o grande Karl Weick escreve sobre isto mais à frente) but  can  act  only  based  on  some  level  of  common  understanding. ... meanings can be equifinal, i.e. that group members can  take  organized  action  although  they  hold  different  meanings  for  their  common  experience. Different  meanings  may  lead  to  the  same  action  as  they  are  bounded  by  certain  organizational behaviors.
...
An  actor  attempting  to  improve  its  performance  in  the  market  needs  to  be  well  equipped  to understand the network, and its own position in the network. (Moi ici: Ensinar a pescar é perceber isto, é abandonar provisoriamente o nível da "minha empresa" e tentar subir na escala de abstracção para perceber o filme em que se está inserido, para tentar visualizar a rede e descobrir como aproveitar/criar novas oportunidades que permitam subir na escala de valor) A change in any actor’s business models means that the resource configuration of the whole network may change and this  will  impact  the  work  division  between  actors.
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Additionally, achieving competitive advantages may require actors to have access to completely different  networks  or  control  certain  strategic  information  or  resource  flows.  (Moi ici: Por isso é que estas boleias atrasam... porque não promovem a "contaminação com as novas redes, com os novos pontos de vista, com os novos fluxos de informação... enquanto a originação de valor implica estar numa lógica de espiral que se abre, uma espiral virtuosa, as lógicas de captura e extracção (recordar Larreché) assentam numa lógica invertida que se traduz numa espiral que se fecha, que se concentra na eficiência unicamente... é um outro modelo mental)  "Hence,  business model reconfiguration may result in the inclusion or exclusion of actors in the network.
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Networks  are  constantly  changing   and  learning  means  the  ability  to  actively  engage  in  tie formation and structure development.
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A  focal  actor  that  wishes  to  introduce  a  new  or  re‐configured  business  model  into  an  actor network  will  need  to  influence  the  extant  market  practices  in  such  a  way  that  inter‐actor configurational fit is achieved. Market networks are perpetually dynamic as new actors enter the context, and as actors introduce new ideas, new business model elements and practices into the network. This leads to a perpetual oscillation effect between the actors and the market practices – a dynamic that fosters market learning.
...

One outcome of market learning is a change in how actors interpret the network – we call this ‘cognitive market learning’. This relates to a need to define ‘where the network starts and ends’. ... business networks can be described by  starting  from  a   focal   actor  and  analyzing  this   actor’s  relationships. This makes it possible to create  a  “delimited   and   palpable  business  network”  that  has   a  “specific  centre  and  borders  in terms  of  the  network   horizon”  viewed  from  the  focal  actor  in  the centre. ... Weick’s  (1995)  suggestion  that  organizations  ‘produce’  the  environments   to  which they respond, through their actions and selective attention. (Moi ici: Se as organizações são induzidas a combater no mercado dos custos... só vão ver, só vão conhecer o mercado dos custos, só vão participar nessa rede)
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(Moi ici: Os que tentam influenciar os actores mergulhados no status-quo) ... firms  act  influenced  by  (sometimes  implicit)  assumptions,  labeled  dominating  ideas,  or  dominating  logic.  Sometimes  these  ideas  may  become commonly  accepted  dominant  designs,  or industry  recipes.  The  successful  diffusion  of  business  model  innovations will, hence, depend on the focal actor’s (innovator’s) ability to change the existing mental models and institutionalize new ones. ... in order to commercialize a radical innovation, which by definition causes a change in the market network, the focal actor has to overcome the institutions, i.e. the existing understandings and patterns of action. (Moi ici: Não é tarefa fácil, ainda para mais quando os incentivos e o discurso do mainestream é para salvar os modelos de negócio actuais que geram os resultados actuais)
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A  key  skill  for  a  focal  actor  is  the  authoring  of  meanings  that  become  market pictures,  explaining  how  the  market  is  developing.  This  indicates  the  need  for  collective sensemaking practices, involving many market actors simultaneously. (Moi ici: O papel do exemplo dos pares... aqui, aqui, aqui e aqui)  The  role  of  dialogue  is  to secure the establishment of a new common language to describe the new business model and its value  creating  opportunities.
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We suggest that when a focal actor attempts to introduce a business model it needs to develop value propositions not only for customers but also for other actors in the network.
...
(Moi ici: E agora a pior crítica que se pode fazer aos governos, dirigentes associativos, media, .... ) One  way  to  influence  network  learning  is  to  influence  the  agenda  of  the  market  network. Strategic  agendas  can  focus  on  different  levels  such  as  organization  itself,  its  business,  the competition,  or  the  entire  industry  and  they  play  a  major  role  in  shaping  the  patterns  of
competition  within  an  industry  structure." (Moi ici: E qual é a agenda desta tríade de encalhados?... A defesa dos modelos do passado)

On the marketness of markets

Penso que "On the marketness of markets" de Kaj Storbacka e Suvi Nenonen é o último artigo publicado por esta dupla, haverá mais um ou dois já anunciados mas por publicar ainda.
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Alguns recortes de mais um suculento artigo:
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"A firm can radically improve value co-creation by promoting the development of market practices that increase the marketness of the firm‟s market configuration.
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markets are always in the making, they are perpetually shaped by market practices. ... the implication of viewing markets as socially constructed is that markets in the objective sense do not exist; i.e. there is no objectively given market. Markets are what actors make them to be. There are no given structures „out there‟ in which actors compete for positions. Markets are not – they become. (Moi ici: Ou se fica a tremer com receio de se perder o que se tem... ou se sonha em ir mais além. Nenhuma empresa está condenada... há sempre uma alternativa que precisa de ser co-construída... que precisa de efectuação (effectuation))
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markets are always in the making. Even the most stable markets can re-invent themselves through technological disruption (photography and associated services due to digitalization), or innovative value propositions (Starbucks and the coffee experience). Many firms apply deliberate market-driving strategies, with the aim to disrupt existing patterns and offer new value propositions.
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Market configurations are - depending on how they have evolved – „more or less markets‟ in terms of their maturity, stability of norms, how established the product definitions are, the acceptance of price formation mechanisms etc. In a high marketness situation the market configuration is established and acknowledged, the market practices reinforce each other, and resource integration is effective.
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in a state of low marketness, the exchange practices require a long time and various iteration rounds before market actors can agree upon the unit of exchange, their value propositions and market boundaries ... normalizing practices in low marketness market configurations are characterized with competing viewpoints and lack of commonly accepted norms and rules. Finally, representational practices in low marketness situations concentrate on making the market actors and the unit of exchange visible through symbolic representations.
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we argue that if you want to understand a market, the best thing to do is try to change it. The networked, dynamic, and inter-subjective nature of markets is probably best visible through the processes aimed at changing them.
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As market actors participate in market practices, they can also influence and change the market practices according to their subjective objectives. However, as markets usually encompass multiple and often conflicting efforts to shape them by various market actors, the actions of a single market actor seldom have a complete, Austinian performativity towards the market practices. Instead, the extent to which a market actor can influence a market practice is, for instance, dependent on the actor‟s performative power or clout ... the performative power of any market actor is dependent on the actor‟s network position, the relative strength of the actor‟s business model, and the actor‟s ability to author compelling meanings related to the market.
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... we propose that focal actors should adopt different market design roles depending on their clout and the market configuration‟s marketness. In high marketness situations the focal firm aims to promote its own relevance by „market shaping‟; by re-defining its network to improve its position against other actors, and moulding its business model to influence market practices so that the market changes in a way that enables increased value creation for all market actors.
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Low marketness situations relate to „market making‟ or market creation, where the focal actor is involved simultaneously in developing market practices and promoting its subjective market view by proving to market actors that the market configuration entails opportunities for value co-creation. When the marketness aspect is integrated with the focal actor‟s clout, five types of market design roles emerge: market maker, market activist, market consolidator, market shaper, and market specialist. There market design roles are illustrated in Figure"

Market maker is a market design role available for those focal actors with high clout seeking to influence a low marketness market. The main objective of the market maker is to establish the new emerging market and the actor‟s position within that market. In order to do this, successful market makers involve other market actors in collective sense-making and mental model co-creation. Market makers usually start discussions and trials with a few trusted customers early on – even before they have pilot products or marketing materials to show. They seek to initiate iterative offering development process together with the pilot customers and in so doing they are willing to re-define the product and the target market based on the customer response. Additionally, market makers also seek to utilize their strong clout to fasten the market creation process. In particular, they look for ways to utilize their existing business ecosystems of suppliers, channel partners and providers of complementary products and services also within the new, emerging market.
The market activist is faced with the same challenge as the market maker: they both need to co-create mental models in order to support the evolution of a low marketness market. However, the market activist cannot leverage the same strong clout as the market maker. Thus, market activists should adopt for even more cooperative market design role: they should pay special attention to creating educated competition and enthusiastic lead customers.
...

After a market reaches a state of high marketness, the opportunities for market design are not over. Quite the contrary, there are several examples in which incumbent players have succeeded in transforming a high marketness market by adopting a market shaper role. For example, many B2B firms have expressed their keen interest in moving forward in the value chain, transferring themselves from equipment or raw material providers into solution providers  – and thus changing the entire market in which they operate. The market design efforts of market shapers are supported by their strong clout. However, strong clout in itself is not enough: successful market shapers are usually highly skilled in mental model communication, creating compelling market shaping stories that communicate effectively how their new market vision improves the value creation for all parties involved.
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(Moi ici: Segue-se aquele que é o papel mais adequado a uma PME portuguesa interessada em competir num mundo global cheio de tubarões. Não, não é o campeonato do preço mais baixo como devem imaginar, apesar de ser o única que a academia e os políticos conhecem) Also focal actors with low clout can design high marketness markets by adopting a market specialist role. Like market shapers, market specialists engage in mental model communication, but with different approach: they understand that communicating mental models that are contradictory with stronger firms‟ mental models is unlikely to be successful. Therefore the market specialists seek to leverage the positions of the dominant players: they aim at becoming either complementary (leveraging the main players‟ strengths) or truly alternative providers (leveraging the main players‟ weaknesses) in the existing market set-up."

Os mercados como configurações (parte II)

Continuado daqui.

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Trechos retirados de "Markets as configurations" de Kaj Storbacka e Suvi Nenonen, publicado pelo European Journal of Marketing Vol. 45 No. 172, 2011, pp. 221-258.

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Trechos que reforçam o ponto de vista de que o futuro pode ser construído, de que os mercados podem ser alterados.

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"Bounded by their rationality, organizations “produce” (Weick, 1995) or “fabricate” (Sarasvathy, 2008) the environments to which they respond through their actions and selective interest. Markets will be results of the managers’ learning based on their observation of the outcomes of their past market actions. Brooks (1995) claims that “enacted markets” are outcomes of prior transactions and interactions between the actors in the network. As markets are defined by the already established relationships, this “structure” forms mental barriers against other perceptions of the market. (Moi ici: Estas barreiras mentais, estes modelos mentais tanto existem nos que desesperam e não vêem alternativas, como nos académicos e políticos que aconselham "Imprimam-se bentos!") Mental models tend to constrict individuals from looking “outside the box”. Individuals (and as a consequence, market actors) become myopic: they do not see – nor accept – things outside the boundaries of their mental model.

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Performativity emerges as a central concept in illustrating how socially constructed market configurations are formed. The notion of performativity, i.e. that the expressed views (theories, social structures, etc.) of actors influence reality, ...

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The performativity of market actors’ mental models means that markets are performed when market actors introduce theories about the market and new boundary definitions. Focal actors need to influence other market actors in such a way that their subjective definition of a market configuration becomes a shared definition. (Moi ici: Uma das minhas funções é esta de facilitar a actuação dos "focal actors": como mudar a configuração de um mercado) A shared market definition is achieved through an oscillating process of interaction and dialogue between individuals – within and between the market actors.

...

The market view proposed in this paper suggests that opportunities are not precursors of strategy; rather they are outcomes of deliberate efforts to influence market configurations (Sarasvathy, 2008). (Moi ici: As oportunidades não caem do céu, são criadas pelos "focal actors". Escrevo isto e recordo as palavras de um empresário que, perante uma análise SOWT, se interrogava sobre o que eram oportunidades e o que eram ameaças. Segundo ele, em função de um caminho ou outro que decidisse tomar, o mesmo factor podia nuns casos ser visto como uma oportunidade e noutros casos como uma ameaça.) As actors engage in activities to influence the market configuration, opportunities occur and actors need to be nimble at capturing the value from these. This indicates that the sustainability of competitive advantage – in its most traditional sense – is not that important as it is increasingly difficult to maintain a superior value proposition or competitive strategy for long periods of time.

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Actors can, however, find sustainable competitive advantage from their ability to influence and reconfigure the market configuration to fit their objectives."

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Continua.

Dores de crescimento (parte II)

Acho que foi com Ortega Y Gasset que li que nós não começamos a viver, nós apercebemos-nos a viver, nós vamos tomando consciência de que somos, de que vamos sendo.
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Há coisas que leio que fazem-me pensar nesta reflexão... há coisas que desenvolvo com as empresas como uma tentativa, como o resultado de fuçar e mais fuçar em busca de uma oportunidade, à procura de uma alternativa. O que interessa é a acção e muitas vezes a acção é clara e está já teorizada e testada por alguém. Cada vez mais, vou encontrando a teorização à posteriori... engraçado o sentimento de deja vu, de confirmação, de pensar que "eheheh afinal aquilo era mesmo uma novidade" ou "eheh ainda andam às voltas com isto e nós já lá estivemos"
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Quatro palavras para as próximas reflexões:

• densificação 
• performativity
• marketness
• market making

E pensava eu que não havia teoria sobre isto da "balanced centricity", há muita e boa... muito boa mesmo.