Acerca de Mongo e da revolução na indústria

Steve Denning acerca de Mongo e da economia que aí vem:
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"20th Century management was built on economies of scale. To make a single unit of a thing typically cost a lot more to produce than 10,000 would. The price per unit goes down even more as the numbers increase.
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In the foreign outsourcing of manufacturing, managers chased these economies of scale, often overlooking the additional costs of transport, inventory management, quality control, sales, marketing and distribution of large production runs, as well the risks involved in such extended supply chains. They paid scant attention to the long-run costs of losing knowledge and the opportunity to learn. In so doing, they destroyed whole sectors of the economy.
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Now the economics of large-scale production runs carried out overseas are being disrupted by the possibility of making, selling and delivering millions of manufactured items one unit at a time, right next to the customer."

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E os comentários ao artigo... mostram como Mongo já cá está.

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Trecho retirado de "The Future Is (Gasp) Manufacturing?"
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"“Soon, instead of buying things that are made in large quantities at factories, we will buy objects made in quantities of just one, specifically for us.”"

Só há, só pode haver um desígnio

Mais um interessante artigo de Steve Denning "Why A Firm Has Only One Bottom Line".
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Este com a particularidade de usar uma terminologia semelhante há que uso quando abordo a temática do balanced scorecard:
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"what about the employees? Aren’t they important?
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What about profits? Aren’t they important?
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What about the community? Isn’t that important?
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What about the environment? Isn’t it important?
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The answer to all these questions is yes. They are all important. But they are not appropriate as goals of a private sector firm.
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Profits are a result of delighting customers, not the goal.
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Employees are an essential means of delighting customers, not the goal.
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Being responsive to the community and to the environment are aspects of the important value of sustainability.
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You can have multiple means, multiple results and multiple values. But in the real world, an organization can only effectively pursue a single goal. If an organization starts pursuing multiple goals, then like Hamlet it finds that “the native hue of resolution” becomes infected with “the pale cast of thought” and undertakings of great pith and moment come awry.

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(Moi ici: Em relação ao que Steve Denning escreve a seguir sobre o balanced scorecard , depende. Se se trata de um BSC da 1ª geração concordo com ele. Agora se trata de um BSC 2.0 ou 3.0 que começou a ser construído a partir de um mapa da estratégia desenhado com base na identificação dos clientes-alvo e respectiva proposta de valor... Denning não tem razão, adiante)  As a means of tracking progress across multiple variables, tools like the triple bottom line and the balanced scorecard can be useful. So long as external conditions remain constant, they work reasonably well as tracking devices. But when conditions change, choices have to be made.

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Tools with multiple bottom lines do not provide a unified view with clear recommendations as to what to do in a crunch. Ultimately, the balanced scorecard is just a list of metrics. When conditions change, it doesn’t provide any guidance on the questions: What gives? What receives priority?

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If a firm wants, as it should, to shift its actual decision-making from short-term financial goals, then introducing a balanced scorecard or a triple bottom line won’t help much. The firm needs first to recognize explicitly what the current de facto bottom line is and secondly to put a place a new single goal that can guide decision-making throughout the organization, even as conditions change. As Peter Drucker elaborated in 1973, the only valid purpose of a firm is to create a customer. Today, that means that the overriding goal of private sector firms needs to be: delighting the customer."

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E cá está, voltamos sempre ao meu ponto:

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Primeiro começar por identificar os clientes-alvo.

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Segundo identificar outros actores no ecossistema que podem ajudar na relação com os clientes.

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Terceiro, formular as propostas de valor a apresentar a cada um.

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Quarto, criar o mosaico sinérgico, carregado de trade-offs capaz de concretizar as propostas de valor.

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Quinto, planear e implementar os projectos de transformação que vão transformar a empresa actual na empresa do futuro desejado.

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Sexto, seleccionar indicadores, medir, monitorizar, tomar decisões.

O desafio do valor

Steve Denning em duas reflexões chama a atenção para o desafio do valor.

• "Clayton Christensen: How Pursuit of Profits Kills Innovation and the U.S. Economy"

Acerca daquilo a que chamo hollowing ou a radioclubização das empresas. 

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"Christensen retells the story of how Dell progressively lopped off low-value segments of its PC operation to the Taiwan-based firm ASUSTek — the motherboard, the assembly of the computer, the management of the supply chain and finally the design of the computer. In each case Dell accepted the proposal because in each case its profitability improved: its costs declined and its revenues stayed the same. At the end of the process, however, Dell was little more than a brand, while ASUSTeK can—and does—now offer a cheaper, better computer to Best Buy at lower cost.
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Christensen also describes the impact of foreign outsourcing on many other companies, including the steel companies, the automakers, the oil companies, the pharmaceuticals, and now even software development. These firms are steadily becoming primarily marketing agencies and brands: they are lopping off the expertise that is needed to make anything anymore.

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We now live in the age of customer capitalism. Making money and corporate survival now depend not merely on pushing products at customers but rather on delighting them so that they want to keep on buying. To prosper, firms must have knowledge workers who are continuously innovating and delivering a steady supply of new value to customers and delivering it sooner.

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Focusing everyone in the organization on delivering additional value to customers is what gives a firm resilience."

• "Peggy Noonan On Steve Jobs And Why Big Companies Die"

"There is an arresting moment in Walter Isaacson’s biography of Steve Jobs in which Jobs speaks at length about his philosophy of business. He’s at the end of his life and is summing things up. His mission, he says, was plain: to “build an enduring company where people were motivated to make great products.” Then he turned to the rise and fall of various businesses. He has a theory about “why decline happens” at great companies: “The company does a great job, innovates and becomes a monopoly or close to it in some field, and then the quality of the product becomes less important. The company starts valuing the great salesman, because they’re the ones who can move the needle on revenues.” So salesmen are put in charge, and product engineers and designers feel demoted: Their efforts are no longer at the white-hot center of the company’s daily life. They “turn off.” IBM and Xerox, Jobs said, faltered in precisely this way. The salesmen who led the companies were smart and eloquent, but “they didn’t know anything about the product.” In the end this can doom a great company, because what consumers want is good products."
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"This isn’t quite the whole story. It’s not just the salesmen. It’s also the accountants and the money men who search the firm high and low to find new and ingenious ways to cut costs or even eliminate paying taxes. The activities of these people further dispirit the creators, the product engineers and designers, and also crimp the firm’s ability to add value to its customers."

Competir não pelos custos mas pelo valor

Ontem à noite, numa troca de Direct Messages no Twitter, tentei explicar o que faço (hummm, tenho de escrever um postal sobre isso) e, a certa altura, escrevi: "Ajudo as empresas a competirem não pela redução de custos mas pelo aumento do valor"
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Hoje de manhã, encontro dois artigos de Steve Denning que vão ao encontro dessa ideia:
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1."Accountants: Accountants need to get beyond the mental prison of cost accounting and embrace the thinking in throughput accounting that puts the emphasis on how companies can add new value, rather than just cutting costs."
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2."Making decisions based on a cost-accounting mindset would be like making decisions in a football game based on numbers of yards gained by the opposition rather than focusing who wins the game. It would result in a one-dimensional defensive mindset in which scoring points and winning the game become irrelevant. It would annoy the fans, frustrate the players, and ultimately create a losing team."
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3."Developed economies and their companies will always lose out to the emerging economies and their companies if the battle is fought on the basis of lowering cost (which is where traditional management generally tries to compete.) (Moi ici: Esta é a minha constante mensagem neste blogue mas que é abafada pelos políticos e académicos encalhados em modelos arcaicos)
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Developed economies and their companies can only win in the long run if they compete on the basis of adding more value, through superior understanding and mastery of the world of the customer (which requires a radically different kind of management). (Moi ici: Claro que implica uma nova forma de pensar, de pensar em valor, valor que emerge durante a experiência de uso dos clientes, de pensar em proposta de valor para clientes-alvo)
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Claro que não é uma mensagem fácil... é o caminho menos percorrido...
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Trechos retirados de:

• "Why Amazon Can't Make A Kindle In the USA"
• "Amazon & Kindle Part 3: It's Not Just Manufacturing!"

BTW, a Part 4 chama a atenção para outra ideia deste blogue: A importância da proximidade!!! Basta procurar o marcador "proximidade"!

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"Taking advantage of location
Location matters, but then, so does management. These regions are flourishing because of the focus on innovation. If the firms in these locations ever succumb to the traditional management preoccupations of efficiency, cutting costs and the outsourcing death-spiral, these promising industrial hubs will die as quickly as they have been born."

Acerca da tarefa de mudar a cultura de uma organização

Excelente artigo de Steve Denning "How do you change an organizational Culture?"
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Quando as pessoas se queixam de que este novo governo, não conta, não diz onde vai cortar...
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"In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails."

• "Do come with a clear vision of where you want the organization to go and promulgate that vision rapidly and forcefully with leadership storytelling. (Moi ici: Moisés começou por descrever a Terra Prometida onde corria leite e mel. Não começou por descrever os sacrifícios por que iriam passar...)
• Do identify the core stakeholders of the new vision and drive the organization to be continuously and systematically responsive to those stakeholders. (Moi ici: A emigração é um sinal ... )
• Do define the role of managers as enablers of self-organizing teams and draw on the full capabilities of the talented staff.
• Do quickly develop and put in place new systems and processes that support and reinforce this vision of the future, drawing on the practices of dynamic linking. (Moi ici: Não é mais do mesmo... saque aos saxões)
• Do introduce and consistently reinforce the values of radical transparency and continuous improvement.
• Do communicate horizontally in conversations and stories, not through top-down commands.
• Don’t start by reorganizing. First clarify the vision and put in place the management roles and systems that will reinforce the vision.
• Don’t parachute in a new team of top managers. Work with the existing managers and draw on people who share your vision."