Melhorar o retorno da certificação ISO 9001 (parte VIII)

Parte I, Parte II, Parte III, Parte IV, Parte V, Parte VI e Parte VII.

Vamos lá ver onde estamos na viagem, redigimos uma política da qualidade que está verdadeiramente alinhada com a estratégia da organização, e agora, o que fazemos?

Agora temos duas possibilidades ...

... ou vamos já para:

• O estabelecimento dos objectivos da qualidade; ou
• A criação do modelo de funcionamento da organização com base na abordagem por processos.

 Em boa verdade, podemos optar por uma via ou por outra, quase que é indiferente. Começar pelos processos tem a vantagem de o consultor começar a mostrar "quantidade de trabalho" mais cedo. Por vezes, somos conduzidos a esta opção primeiro, porque trabalhar com a gestão de topo é um "gargalo", a sua disponibilidade de agenda não é muita. No entanto, cada vez me convenço mais que a melhor opção é ter paciência e avançar primeiro para o estabelecimento dos objectivos. 

Muitas vezes sinto que sou a única pessoa no mundo que se preocupa e valoriza a definição de sistema de gestão da ISO 9000:2015:

"Conjunto de elementos interrelacionados ou interatuantes de uma organização para o estabelecimento de políticas e objectivos e de processos  para atingir esses objectivos."

O meu "amor" pela definição de sistema de gestão e sua importância nasceu na versão da ISO 9000:2000 que era ainda mais simples:

"Sistema para estabelecer política e objetivos e para atingir esses objectivos."

Um sistema de gestão é um conjunto de actividades (sistema) para estabelecer uma orientação estratégica (política), traduzir essa orientação estratégica em desafios quantificados (objectivos), para evitar ser tudo blahblahblah, e depois desenvolver um conjunto de outras actividades, projectos, para atingir esses objectivos. 

A organização actual gera os resultados actuais, se queremos resultados futuros diferentes, temos de ter uma organização diferente. Temos de ser bem claros quanto aos objectivos que devemos eleger como prioritários. Na Parte VII usei a imagem do meu livro sobre o balanced scorecard e a ISO 9001:

Não quero objectivos para o sistema de gestão que não passem de desafios infantis, pueris, irrelevantes para o negócio. Ou seja, associados aos lugares-comuns da Parte VII. A menos que a organização tenha mesmo um problema com as reclamações, ou a taxa de defeitos, ou os atrasos nas entregas.

Como é que eu gosto de desenvolver os objectivos?

Aqui é que eu recorro ao mapa da estratégia e ao balanced scorecard:

• Primeiro, quem são os clientes-alvo?
• Segundo, quem nos ajuda a servir e a satisfazer esses clientes-alvo?
• Terceiro, quem nos pode restringir ou influenciar na nossa capacidade de servir e satisfazer esses clientes-alvo?

Ou seja, determinamos o ecossistema onde a organização está inserida. Pode ser algo como:

Vamos usar o ecossistema da Vitrumo (ver Parte VII)

Aprendi a trabalhar com ecossistemas, por conta própria, por causa de um projecto em 2004. Depois, descobri a escola de marketing escandinava (sobretudo Gronroos, Gumesson, Storbacka e Nenonen, e nunca esquecer Normann - "Reframing Business - When the Map Changes the Landscape" é o livro que mais vezes reli. Cada re-leitura é uma descoberta. Não esquecer Ramirez & Mannervik).

Uma vez equacionado o ecossistema, temos de orquestrar um enredo (daí a expressão "arquitecto de paisagens competitivas") : por que é que as diferentes personagens do ecossistema haveriam de trabalhar com a organização em causa? Toda a gente sabe que os clientes são egoístas. Só pensam neles! Por que é que clientes egoístas, a pensar no que é melhor para eles, hão-de decidir que é no seu interesse que devem trabalhar com a nossa organização?

Esta pergunta obriga-nos a abandonar uma postura de "empurrar o que se produz" e começar a pensar, como se põem os clientes a puxar pelo que lhes podemos oferecer? A isto chamei "Privilegiar os inputs sobre os outputs". Ou seja, em vez de ter o foco no output da nossa organização, ter o foco no que os clientes precisam como input para a sua vida. Expressão que depois evoluiu para "Think outcome before output." Em boa verdade, mesmo o input para o cliente é instrumental, o que é verdadeiramente prioritário é o "outcome" na sua vida.

Muito recentemente, Roger Martin escreveu sobre o tema do egoísmo dos clientes, ainda que não tenha usado essa expressão, quando se referiu aos fornecedores que acham que os clientes que não lhes compram são maus. Vou recorrer a uma frase de Roger Martin que julgo que é útil usar aqui:

"The object of strategy is an integrated set of choices that compels desired customer action. But companies do not control customers: they will do whatever they wish."

Vejo estas escolhas como as peças para criar um ecossistema em que:

• os clientes têm tudo a ganhar em trabalhar com a organização;
• os fornecedores e outros parceiros têm tudo a ganhar em trabalhar com a organização;
• as restrições criadas por algumas partes interessadas ou são usadas em nosso favor, ou os seus efeitos são minimizados.

Aqui tenho de reconhecer, com alguma vergonha, que só após alguns anos a ler Roger Martin é que percebi que isto é muito parecido com o que ele diz:

"What would have to be true for this strategy to work?"

Porque a verdade é que a situação actual não está a funcionar, daí a necessidade de reformular a estratégia para aumentar o retorno da certificação.

Em vez de perguntar se uma estratégia “está certa ou errada?” ou “vai funcionar ou não?”, Roger Martin propõe uma abordagem mais hipotética e criativa: importa menos julgar antecipadamente e mais explorar o que terá de ser verdade para que uma determinada escolha estratégica possa funcionar.

Este modo de pensar permite suspender o julgamento e manter a mente aberta, evita discussões estéreis entre defensores de estratégias concorrentes, ajuda a clarificar suposições escondidas por trás das escolhas e permite identificar as incertezas críticas que devem ser testadas antes de assumir compromissos.

Por exemplo, se uma empresa pretende lançar um produto premium num novo mercado, a pergunta não é se essa escolha é boa ou má, mas sim: “What would have to be true for us to succeed com um produto premium neste mercado?” 

A resposta poderá passar por verificar se os consumidores valorizam mais a qualidade do que o preço, se existem canais dispostos a vender produtos mais caros, e se a marca pode ser percepcionada como premium. Estas condições tornam-se hipóteses de trabalho, que podem — e devem — ser testadas antes de avançar.

Este tipo de raciocínio transforma a formulação de estratégia num processo de criação de hipóteses, de escolha consciente e de aprendizagem prática. Evita-se assim cair no erro de confundir desejos com realidade, adoptar estratégias apenas porque são populares ou avançar sem testar os pressupostos mais críticos.

O que faço é levar a gestão de topo da organização a pensar por que é que cada parte interessada relevante do ecossistema aceitaria de livre vontade fazer o seu papel?

Por exemplo:

Para os arquitectos:

Ampliam a minha liberdade criativa - consigo materializar visões arquitectónicas ambiciosas sem limitações técnicas ou estéticas, porque conto com um parceiro que entende as minhas necessidades e domina a tecnologia.

Ajudam a reforçar a minha reputação profissional - consigo ganhar/reforçar a minha reputação entre pares e clientes por introduzir soluções técnicas inovadoras e esteticamente refinadas, que se destacam no mercado.

Colaboram no processo criativo - participam no processo criativo de forma colaborativa agregando valor estratégico, inovador e normativo, não são um simples "recebedor" de encomendas.

Reduzem os meus riscos e frustrações - com sistemas construídos com rigor técnico e atenção ao detalhe, diminuem os imprevistos em obra e asseguram a fiabilidade dos resultados.

Para os empreiteiros:

Obras mais previsíveis e eficientes - recebo produtos claramente especificados, tecnicamente consistentes e montáveis com elevada fiabilidade, reduzindo retrabalho e atrasos.

Dão-me apoio técnico e formação eficazes - beneficío de assistência directa na instalação, formação e garantia, o que agiliza o processo e dá confiança para executar projectos exigentes.

Valorizo o meu portfolio - ao participar em projectos de alto valor estético e técnico, ganho reputação e posso alavancar novos contratos com base na qualidade entregue.

Para os donos de obra (a Vitrumo não interage directamente com os donos de obra, mas o que os donos de obra procuram e valorizam contribui para que os arquitectos seleccionem a Vitrumo, porque os ajuda a satisfazer os seus clientes):

Obra diferenciada e de prestígio alto - fico com uma solução arquitectónica que alia forma e função, funcionando como “um extra de magia” no resultado final.

Prazo cumprido e orçamento controlado - beneficío da maior previsibilidade e qualidade logística proporcionada pelo alinhamento entre arquitecto, fabricante e empreiteiro.

Menos ansiedade e custos pós-entrega - com sistemas fiáveis e apoio eficiente, evitam problemas após a obra, reduzindo encargos com assistência e surpresas desagradáveis.

Isto está a ficar demasiado longo. Na Parte IX vamos construir um mapa da estratégia, com base neste esquema, e daí chegar aos objectivos da qualidade alinhados com a política e a estratégia.

Fatiar objectivos grandes

Trechos que se seguem foram retirados de "The Secret to Accomplishing Big Goals Lies in Breaking Them into Flexible, Bite-Size Chunks"

Isto não é propriamente novidade, uso-o há anos e anos, mas parece que não é muito conhecido:

"Subgoals can make all the difference when ambitious targets seem too daunting

...

At first glance, breaking down a bigger goal into smaller pieces might seem like a superficial "reframing trick." In actuality, it is a versatile goal-setting strategy that you can apply to almost any target—whether it's learning a second language, picking up a new skill at work, starting an exercise regimen or saving for retirement. But how certain are scientists that this trick is effective? Through a large, multimonth field experiment, we were able to confirm the power of this technique-which validates much older research with contemporary scientific standards.

...

Similarly, we believe part of why subgoals motivate people is that these objectives make them focus on committing small bits of time or money to their goal in the near future, which is less daunting than making equivalent but larger and longer-term commitments. Taken together, this recent research suggests that whether goals require taking a single action or "keeping your nose to the grindstone," subgoals may help.

So don't plan to run 365 miles this year; aim for seven miles a week."

E volto a Schaffer - Uma sucessão de pequenos projectos que produzem resultados rapidamente, a Karl Weick - Small Wins e A importância de criar etapas proximais.

Já agora Procrastinação: 

"Eu devo fatiar os objectivos distais em objectivos proximais, em tarefas muito concretas. Para quê? Por que essas são muito mais tangíveis, são muito mais próximas, de modo que eu possa lidar com elas..."

"We start to see bridges"

“Once we stop obsessing about our lack of resources and look to enable individuals and give them dignity, we find that, instead of beneficiaries looking for our help or employees worried about budgets, we have stimulated people who start creating their own luck.

Reframing helps to create serendipity by enabling people to see potential events and situations and feel they have the capacity to act on them – to spot the triggers and connect the dots. At the core of this are changes in thought and practice. Once we stop waiting for an opportunity to loudly declare itself, we realize that opportunity is all around us if we keep our mind open and release it from closed templates and frames.

When we do not take structures and constraints for granted, we look at the world with different eyes. We start to see bridges where others see gaps.”

Trecho retirado de "The Serendipity Mindset" de Christian Busch.

Subsídios para um primeiro-ministro

"Ackoff (1981) contrasted five positions in relation to the future: reactive, which is past oriented; inactive, which is present oriented; pre-active, concerned with predicting the future; proactive, concerned with creating the future; and interactive, engaging and working with the future.

...

In the English language, the dictionary informs, a future event is considered to be a “time to come.” The future, in other words, is not something we go into, but something that comes at us. (This also implies that the future is different from the long term, which always happens later.) 

...

To clarify the conceptions of future time available to strategists and in decision-making processes, we have developed a heuristic called the “three arrows of time,” depicted in Figure 2.2:

The White Arrow represents the future embodied in our action planning. It is the future dependent on our will. It is manifested in processes such as schedules, roadmaps with milestones, budget plans, and goals with detailed targets and action plans. Management by objectives and most kinds of plans (strategic, tactical, operational) are familiar examples of this stance on the future. The White Arrow is informed by our sense of the gap between our current situation and the vision to which we aspire.

...

This White Arrow can hide deeper assumptions about the way the world should work, such as a deeply held narrative or myth of progress.

...

The Black Arrow timeline depicts the momentum of the past, the things that have already happened and that are expected to continue to have impact on one’s situation in the future. The Black Arrow is informed by horizon scanning, forecast-based planning, and trend/mega-trend impact analysis. For example, governments rely on demographic forecasting to anticipate how many children are going to be born and need to be educated, or to calculate when pensions will need to be paid out and for how long. Such analysis, in turn, informs the White Arrow timeline and the targets for maternity facilities and school building programs.

...

The Shaded Arrow depicts future developments that are coming toward us independent of our will. The Shaded Arrow is informed by redirecting attention to novel developments, emerging issues, weak signals, disruptive changes, etc. Imagination plays a large role here.

...

These plausible future contexts are constructed from the interaction of the yet-to-unfold certainties identified by the Black Arrow and the uncertainty of less familiar and novel developments introduced by the Shaded Arrow. The resulting scenarios (combining Black Arrow and Shaded Arrow conceptions of the future) can then help users to assess priorities and options for action, that is, the White Arrow (strategies or intentions)."

"Ao dr. Costa interessa tanto o que se vai passar daqui a três anos, como a mim o que se vai passar daqui a 300. O dr. Costa quer saber da semana que vem. O que é desesperante é que a direita nem a semana que vem percebe."

— Carlos P da Cruz (@ccz1) August 28, 2021

Uma semana entre estas duas notícias.
U-M-A-S-E-M-A-NA!
Zero estratégia. Zero respeito. Zero capacidade.
Fechem a porta e deitem a chave ao mar. pic.twitter.com/SFwSJPKx7g

— Pedro Moreira (@pismael) October 15, 2021

Trechos retirados de "Strategic Reframing" de Rafael Ramírez e Angela Wilkinson.   

Not jumping to ill-informed solutions

Parte I.

"You’ll never get past the tendency to leap to solutions. But there are ways to fight the tendency, to promote deep analytical thinking instead of Jumping. Here’s a four-step process to help you activate your inner Analyst and keep you from jumping to ill-informed solutions.
.
1. Go and SeeIt’s easy to jump to conclusions — and lousy solutions — when you don’t have a clear picture of what’s actually happening. And you can’t have a clear picture if you don’t leave your desk, your office, or your conference room. [Moi ici: Isto pôs-me a pensar seriamente... sobre as auditorias remotas ou e-audits] Unfortunately, that’s where most leaders live.
.
Taiichi Ohno was the father of the Toyota Production System, or what is now known as ‘lean’. As described in The Birth of Lean,
[Ohno] never rendered judgment simply on the basis of hearing about something. He always insisted on going to the place in question and having a look.
.
Ohno said, “Data is of course important in manufacturing, but I place the greatest emphasis on facts.” Gathering facts comes from close observation of people, of objects, of spaces. By contrast, spreadsheets, reports, and anecdotal accounts are not facts. They’re data. They’re two-dimensional representations of reality, which makes it easy to jump to conclusions.
.
Data tells you how often a machine breaks down on an assembly line. Facts — direct observation—show you that the machine is dirty, covered in oil, and hasn’t been cleaned and maintained in a long time."

This is how organizations, normally, see the world:

A place full of unexpected results conspiring against its existence and success.

But, if we digg a little deeper...

We always find an invisble system with its own agenda. Worst, we find nests of invisible cycles conspiring against the oficial agenda.

And what is interesting is ... like in that Alien movies: The evil (the xenomorph) was inside Ripley all the time.

As a rule of thumb always think on this:

Always look for short-term gains that deliver long-term costs.

Results are a natural outcome of how organizations work and manage. Some times it is just a rule, just a small practice, that derails the entire system.

Can you imagem the power of that bonus?

Delivering above target savings is something desirable and very tangible. Seeing that the management behind that delivers:

• Raw materials that arrive to late and have to bypass quality control;
• Raw materials that don't pass quality control;
• Raw materials that don't arrive.

Takes a deeper and analytic look. Takes not Jumping into the simple, obvious and wrong.

"...
2. Frame It ProperlyFraming the problem properly is the first step on the road towards finding the right solution. Problem statements are deceptively difficult to get right. For one thing, it’s easy to mistake the symptoms for the underlying problem. The Jumper inside you gravitates towards symptoms. They’re easy to see and comparatively easy to address. It’s the Analyst inside you that has the cognitive power to find the root cause of those symptoms, and to really fix the problem. [Moi ici: Recordo estar em Abril de 2019 a olhar para as reclamações recebidas por uma empresa e, constatar que em apenas 3 meses já tinham tido 8 reclamações com o mesmo motivo. Olhando para o tratamento de cada reclamação, percebi que cada uma tinha dado origem a uma acção correctiva. No entanto, já iam em 8 reclamações em três meses. Quando pesquisei o conteúdo de cada acção correctiva descobri que a acção era sempre a mesma, porque a causa identificada era sempre a mesma: erro humano. Erro humano não é causa nenhuma. As causas-raiz costumam estar bem escondidas. Daí que uma investigação para as encontrar não seja fácil. Daí que eu não proponha que se desenvolvam acções correctivas por tudo e por nada, para que quando faça sentido se use a artilharia como deve ser.]
.
How many times have you heard something like this (or said it yourself)? ‘The problem is that we don’t have enough time to do….’ Or, ‘The problem is that we need more money so that we can….’ Or, ‘The problem is that we don’t have enough people for….’
.
These sound like legitimate problems, right? Not really. The truth is you never have enough time. You never have enough money. And you never have enough people.
...
A well-framed problem statement opens up avenues of discussion and options. A bad problem statement closes down alternatives and quickly sends you into a cul-de-sac of facile thinking. [Moi ici: Erro humano...]  Consider these two problem statements:

1. Our sales team needs more administrative support.
2. Our sales team spends six hours per week on low-value administrative tasks.

Although you hear this kind of framing often, notice that the first statement isn’t really a problem at all. It’s a solution.
.
The only possible response to needing more administrative support is to hire more administrative support. What’s the solution to the second problem statement? It’s unclear — which is good! The second problem statement pushes us to think analytically. The observable fact (six hours) rather than the implicit judgment (we need more admins) raises other questions that help us develop better solutions: why do they have six hours of administrative tasks in the first place? How can we make the tasks faster? Can we use a computer? Can we use checklists and templates to reduce the burden? Are they actually necessary? Can we eliminate some of them entirely? If you see that your problem statement has only one solution, rethink it. Reframing the problem can help you avoid conclusion-jumping."

Trechos retirados de "Four Tools for Better Decisions" publicado na revista Rotman Management Spring 2020:

"Reframing strategy as a creative learning exercise"

Parte I.

“When strategy isn’t differentiated from planning, it is viewed as a dry, serious and arduous activity that focuses on number-crunching, data tables and forecasts.
...
When strategy development is viewed as a dour and incremental affair it often takes on an output focus, where the aim is simply to get the job done, to produce a document.”
...
In turbulent times, the purpose of strategic design is to generate a new and distinct strategic outlook that is fit for the future. In this environment, strategy development cannot be accepted as some obligatory exercise in incrementalism best performed by number crunchers behind closed doors.
...
Reframing strategy as a creative learning exercise in turn reconceives it as a process-oriented activity, rather than an output-oriented one."

Trechos retirados de “Rethinking Strategy” de Steve Tighe.

"denser systems will produce more turbulence"

Há anos que escrevo aqui sobre o perigo dos hospitais-cidade, das escolas-cidade e outros. Por exemplo:

• A abominação da eficiência - o anti-Mongo (parte I)

Entretanto ontem, durante uma caminhada matinal li:

"The Belgian Nobel Prize winning chemist Ilya Prigogine examined the origins of change in the reactions he studied. He concluded that all systems that are sufficiently complex can develop unpredictable emergent behavior. This includes social systems. The origins of this conclusion lie in positive feedback loops embedded in the system, producing boom and bust behavior that is difficult if not impossible to predict. From this he surmised that denser systems (for example, increasing population density and communication links) will produce more turbulence, that is, more complex interactions that produce virtually unpredictable emergent states and patterns of behavior."

Trecho retirado de “Strategic Reframing” de Rafael Ramirez e Angela Wilkinson.

Acerca de valor para o cliente (parte VII)

Parte I, parte II, parte III, parte IV, parte V e parte VI.

"Focus on relationships.
When facing notions like interaction and integration, it becomes obvious that relationships play an important role within value creation, ... Both interaction and integration can be considered a means to the end, which is relational value. This is due to the important role of interactions in facilitating relationships.  ...  Relationships are a source of value, but they also provide companies with a good understanding of the customer and his/her needs. A multitude of studies have connected relationships with the customers’ willingness to provide information ... Hence, more accurate information can be gained concerning what customers value considering their life and experiences. Therefore, we propose that the relevance of relationships can also be considered as an important part in fitting the companies actions and offers to the customer’s life, stressed by the C-D logic."

Por isso, recusei:

 "Quem não aposta no "cheaper" e no "cost", aposta na interacção, aposta na co-criação, aposta noutro mindset... eu diria, "Every visit customers have to make are an opportunity for interaction and co-creation"
.
Nunca esquecer, Golias pode apostar e ganhar com a automação porque está no seu ADN; contudo, David não tem qualquer vantagem em seguir esse caminho, tem muito mais a perder do que os euros que poupa."

Como diz um empresário com que estou a trabalhar: Vai-te ganho que me trazes perda!!!

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte VI)

Parte I, parte II, parte III, parte IV e parte V.

"Integration.
Closely connected to, but still distinct from, interactions as source of CV is the integration of resources. This includes the integration of the customers’ resources which refers to providing customers with the opportunity to participate within the companies processes. Integrating the resources of customers and companies is treated as prerequisite for interactions.
...
“An inherent aspect of inter- action is connectivity”, i.e., the parties involved are in some contact with each other. With the term ‘connectivity’, the authors emphasize the integration of the companies’ and the customers’ resources. The importance of the integration of the companies’ and customers’ resources in the value creation process is strongly emphasized by the S-D logic.
...
customer processes which are not controlled by a company are considered as a highly relevant part within value creation. Hence, the challenge that needs to be addressed is discovering the underlying issues which cannot be easily recognized by a company. When the customer’s life is brought into the focus of value creation, an in-depth knowledge of the customer becomes necessary.
...
One way to gain this depth of understanding of the customer is integrating customers into the company’s processes. The aim of integration may therefore not only be the creation of interactions, but also the achievement of profound customer insights that go beyond insights gained by traditional marketing research methods. Hence, integration can also be considered a way for getting deep customer insights regarding what the C-D logic describes as ‘value-in-life’.
.
We conclude by stating that the benefits of customer integration are twofold. On the one hand, interactions are generated, which in turn, are considered a source of CV. On the other hand, it has the ability to generate in-depth knowledge of the customer, which may provide insights regarding value-in-life considerations and, as a result, for aligning future company actions."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte V)

Parte I, parte II, parte III e parte IV.

"Interaction [Moi ici: Uma palavra muito usada neste blogue, essencial para a co-criação].The recent literature concerning the S-D logic and value-in- use places a special emphasis on company-customer interactions as source of CV. Although interactions have already been acknowledged as source of value by other frameworks, the notion is further enhanced. Emphasizing interactions as a crucial concept from a S-D logic perspective, Grönroos and Ravald define interactions as “[...] a mutual or reciprocal action where two or more parties have an effect upon each other”. On this basis, it is argued that through interactive processes, companies can get actively involved in creating experiential value. Other contributions confirm this by seeing interactions as having the ability to promote experiential and phenomenological value..Similarly, scholars assess that interactions provide the basis for forming the customers’ preferences. The importance of the company-customer interaction is underlined by the ability to facilitate value and to influence CV perceptions. As a result, it is broadly accepted that the customers’ creation of value is catalyzed through interactions. Although the difference between services and goods environments is still discussed, it appears that interactions being especially important in a service-context is an accepted concept. From the companies’ perspective, this is due to the multitude of opportunities for co-creating value with the customer when acting within the customer’s sphere..One other issue that comes into play is the superior ability to sense the customers’ needs within interactions. Although interactions per se are especially considered by the S-D logic, they may also provide a source of in-depth knowledge about the customer and his/her life, which is rather emphasized by the C-D logic."

Um exemplo recente, fabricante de máquinas nacional visita potencial cliente e observa o tempo que demora a desmontar parte de máquina para limpeza, antes de poder avançar para a cor seguinte. Logo ali, propõe solução que transforma o tempo de limpeza de cerca de 20% do tempo disponível para operar em menos de 5%. A máquina que vai fabricar fará o mesmo serviço que a outra, mas demorará menos tempo a ser preparada para a produção seguinte, aumentando a produtividade do cliente.

Tudo porque foi visitar o cliente e a interacção permitiu "in-depth knowledge about the customer and his/her life".

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte IV)

Parte I, parte II e parte III.

"Experience-based facet.
Contrary to the experiential and phenomenological nature, the facet of CV that we term ‘experience-based’ refers to the past experiences of customers. ... the starting point is the customer’s reality and life”. Value is therefore regarded as part of the dynamically-constructed and multi-framed reality of each customer. Although earlier contributions also recognized similar aspects, the focus on the customer’s history, and thus, the experience- based nature of CV was especially emphasized by the C- D logic. In this light, value is termed ‘value-in-life’, which better explains the holistic view of the customer’s life than value-in-context. With this focus on the internal context, it is emphasized that value formation is extended beyond the interactive processes and the visibility of companies and includes the customer’s mental processes, resulting in an increase in complexity as now the customer’s history is also considered.
.
A facet of the experience-based nature of value is its dynamic aspect, which expresses the constantly changing and adapting evaluations of what customer’s value."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte III)

Parte I e parte II.

"Context-specific facet.
Following the notion of multiple relationships, the literature acknowledges the important role of the customer’s external and social context in the assessment of CV [Customer Value]. In doing so, the idea of the customer, just like the company, being embedded in a system of other actors is expressed. In this complex system, the customer acts as a resource integrator, simultaneously combining various resources for value creation. This implies that the customer uses his/her own resources (i.e., knowledge and skills) and the resources of other actors. Hence, CV is dependent on a network of competences and resources.
...
“Value has a collective and intersubjective dimension and should be understood as value-in-social- context” and “[...] the way in which resources are assessed depends on the social context”. It can be concluded that research efforts begin to adapt a more differentiated point of view, which includes the social context as an important variable for the determination of value.
.
The C-D logic argues in a similar manner, stating that the dyadic approach that was historically used is not enough to display the complex construct of CV. Hence, this logic also highlights that the customer is socially-embedded, interacting with other groups, such as other customers. Compared to the S-D logic, the C-D logic more strongly emphasizes the customer’s point of view. An even higher focus is laid on the customer, and thus, on his/ her speci c context."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte II)

Parte I.

Quem quiser abordar a temática do pricing a sério tem de obrigatoriamente começar pelos clientes e pelo que é valor para eles

"Phenomenological and experiential facet...
Both terms, ‘experiential’ and ‘phenomenological’, emphasize the co-creation role of the customer. From this understanding, ‘experience’ does not refer to the customer’s past experiences, it rather describes the perishability inherent to CV. This underscores that value cannot be inventoried and is not created solely by the company which is, however, not new to the literature.
...
Although both terms are still discussed, ‘phenomenological’ has recently been preferred, as ‘experiential’ implies several other meanings, such as a focus on the past. In contrast, phenomenological emphasizes the idiosyncratic determination of value without implying a focus on the past.
...
the phenomenological nature of CV as context-specific, interactive, and attached with meanings. The C-D logic accepts that interactions facilitate the creation of value, however, contrary to the S-D logic’s supplier-oriented approach, it emphasizes that it is the customer who ultimately determines the value created. In doing so, the C-D logic stresses that other processes not directly related to interactions also need to be considered.
...
Seeing the customer in a constant and interactive process with other actors, such as companies and other customers, bolds the increasing focus on relational aspects, which is therefore underpinned in the S-D and C-D logic. Hence, an increasing focus on relationships, rather than on transactions, is suggested. According to both logics, the customer is engaged in multiple relations- hips, also to actors other than the company. The old-fashioned view on relational aspects as being dyadic does not seem to be supportable anymore. Intuitively, the customer now appears as being embedded within a context of other value determining resources and actors.[Moi ici: Outra vez algo que ajuda a perceber o valor que pode ter uma utilização criteriosa da cláusula 4.2 da ISO 9001:2015]"

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

Acerca de valor para o cliente (parte I)

"Within the past few decades, there has been a broad shift from searching for sources of competitive advantage within a company, to investigating external sources of competitive advantage.
...
Arguing so, the C-D logic even goes further in positioning the customer in the center by shifting the focus from the company’s processes to the customer’s reality and history.
...
Broadly discussed and commonly accepted is the shift from value-in-exchange to value-in-use.
...
Value-in-use expresses the idea that value is created by using a product or service, rather than by producing the product or service, which constitutes one key assumption of the S-D logic.
...
This idea is advanced by value-in-context, which lays an emphasis on the role of “[...] other market-facing, public, and private resources [...]”. In line with this, a notable article emphasizes the customers’ embeddedness into a social context by applying social construction theories [Moi ici: Malta da ISO 9001:2015 estão a ver aqui alguma relação com a cláusula 4.2?]
...
The C-D logic recognizes this by emphasizing the highly dynamic and multi-contextual reality and life of the customer, implying a significant emphasis on the customer’s experiences and history, especially in service settings. As a result, the notion of value-in-life is proposed. Whether value-in-context or value-in-life is more appropriate is not yet commonly agreed upon."

Trechos retirados de "Reframing customer value from a dominant logics perspective" de Tobias Schlager e Peter Maas e publicado por International Journal of Marketing (2012) 51:101–113

"the more important it is to think about boundaries"

"If 'management' is the art of achieving efficiency within a more or less defined framework, 'leadership' is the art of navigating an organization through structural change. Structural change may mean adverse conditions.
...
If leadership is the same as helping an organization navigate through structural change, it must be based on an understanding of both external (contextual and business) dynamics and internal dynamics.
...
Business systems are being reconfigured. No definitions, no boundaries are sacred.
...
Co-production takes place in networks. 'Workers' are no longer employed but wandering nomads crossing invisible and undefinable boundaries everywhere. Companies invent means to influence what goes on far beyond their legal boundaries. They see customers and other value constellation partners as equally important to manage as 'employees'.
.
This lack of boundaries, this haze, this lack of definition in the physical world, paradoxically requires us to think more, not less of boundaries. The paradox that the more boundaryless the world seems to be, the more important it is to think about boundaries [Moi ici: Ponto muito interessante, na senda de "First, define yourself, then, define your audience"]
...
If we are to keep our sense of purpose and identity, we must have an idea of what we are and who we are. But the more the physical world becomes blurred, the more this sense of identity must come from reflection, from activities performed in the conceptual domain. [Moi ici: Outro ponto interessante, não somos o que fazemos, somos mais do que isso, somos os resultados que ajudamos a atingir, somos o progresso que facilitamos, somos os sonhos que ajudamos a cumprir]
Conceptualizing must compensate for the haziness."

Agora relacionar estes sublinhados com as reflexões sobre o tecto de vidro e a incapacidade de fazer escolhas dolorosas, sobre a dificuldade de deixar de pensar apenas no que se produz, o output, em vez de equacionar os inputs.

Trechos de Richard Normann retirados do seu "Reframing Business"!!!




tecto de vidro

Privilegiar os inputs sobre os outputs (parte VIII)

Parte I, parte II, parte III, parte IV, parte V, parte VI e parte VII.

"servicification. This means that the emphasis, when we look at offerings, is no longer on the production process that historically created them as outputs, but in their property as inputs in the value creating process of the customers system. This shift of emphasis from production to use, from output to input, from the past to the future, immediately widens the scope of what an offering is, what kinds of characteristics a company needs to build into its offerings, and what competences are required of the company. It also automatically shifts the emphasis from the transaction to more long-term relationship with the customer…
experiencification. By this I mean that offerings are now increasingly designed to be linked also into the mental and symbolic processes of customers including the meaning and purpose of their value-creating activities. In fact, many offerings which seem like products are simply artefacts which fulfill the function of bringing to the customer a context, a story even, which is somehow meaningful to him. Artefacts link a more general, external reality with and inner, personal, reality into a whole characterized by the pursuit of meaning and purpose."

Escrever sobre este título "Privilegiar os inputs sobre os outputs" e recordar uma linguagem muito usada em empresas industriais:

- "A expedição é o cú da fábrica!"

Trechos retirados de "Reframing business" de Richard Normann.

Privilegiar os inputs sobre os outputs (parte VI)

Parte I, parte II, parte III, parte IV e parte V.

"to shift our attention from production to utilization, from product to process, from transaction to relationship. It enhances our sensitivity to the complexity of roles and actor systems. In this sense the service logic clearly frames a manufacturing logic rather than replaces it. Creative business thinking comes from applying the service logic mode of thought, recognizing that within that overriding logic there are islands of a manufacturing logic. In other words, the service logic encourages us to think in terms of value creation and Value-creating Systems. It moves us from the oversimplified view that 'producers' satisfy needs and desires of 'customers' to the much richer but more complex view that they together form a Value-creating System. Within that system the provider has to find a way to position himself, and enhance and leverage the value creating process of the customer. It helps us move from the traditional industrial notion of products as outputs to the value-creation economy notion that offerings should he seen as inputs in a value-creating process."

Trecho retirado de "Reframing Business: When the Map Changes the Landscape" de Richard Normann

Privilegiar os inputs sobre os outputs (parte III)

Parte I e parte II.
                   

"A second implication of looking at our customer offering as an input into the customer's value creation rather than as an output of our own system is that we most look at other inputs on the customer side.
…
Seeing the offering to the customer as an input in the customer's value-creating process it is often useful to distinguish between two types of effect. The first is related to the customer's internal efficiency, mainly as manifested in the customer's cost structure. If the cost of various inputs to the customer's process can be made lower, or if we can create inputs which make the customer's internal processes more efficient, the customer will have the benefit of a cost advantage as a result of our intervention. However, there is also the possibility that the input we provide to the customer has a direct effect on the customer's own customer offering, i.e. the offering to our customer's customers. In this case our intervention will be directly visible (although not necessarily possible to directly attribute to our intervention) to the customer's customer. Our customer's ability to develop his market position as a result of offering innovation will he enhanced. We may say that his external effectiveness has been enhanced."

Interessante esta referência às duas palavras eficiência e eficácia. Não esquecer o quanto a palavra eficaz pode ser relevante na estratégia das PME. Recordar "if the customer don't care about the price, the retailer should not care about the cost" - eficácia mais importante que eficiência.

Percebo muito bem porque é que Normann (na Parte II) fala em "upframing". Abraçar esta abordagem é como subir a uma montanha, e olhar para a planície onde se costuma estar e ver as coisas familiares de uma outra perspectiva e conseguir desenhar padrões de interacção que nunca tinham sido considerados.

Continua tremendo este Richard Normann e o seu "Reframing Business"!!!

Privilegiar os inputs sobre os outputs (parte II)

Parte I.

"Prime Movers, by reconfiguring, draw new boundaries thereby erasing old system definitions. ... moving from narrow and traditional competences to mobilizing broader (and developing new) competences, and from accepting the existing business definitions and rules of the game to imposing new rules of the game that transcend traditional industry boundaries and business system definitions.
…
Prime Movership not only as a set of objective, observable behaviors, but also as a mode of being, a mind-set.
…
Companies with a strong identification with their product (or production process) rarely become reforming Prime Movers although it is not uncommon for them to think of themselves as such. Those who do typically have a mental orientation more related to a broader notion of value creation. They look at the overall functioning and the larger, overall system in which they themselves are a part. We will refer to this as upframing.
…
A company that wants to expand its notion of the Value-creating System in which it works may start by systematically looking at the life cycles of the products and the total value-creation contexts of the customers with which it works.
…
A particularly fruitful way of reframing, in our experience, is to focus on the customer of the company as the major stakeholder, and to mentally frame oneself as part of the customer’s business. [Moi ici: Pensar nos inputs em vez de começar pelos outputs] … A major conceptual implication of doing so is to move away from the traditional industrial view of the customer offering as an output of one’s production system to a view in which the customer offering is seen as an input in the customer’s value creating process.  [Moi ici: Tremendo insight!!!] This requires the company to understand the customer’s business and value-creating process and use that as the basic framework within which one defines one’s business."

Tremendo este Richard Normann e o seu "Reframing Business"!!!

Privilegiar os inputs sobre os outputs

Pessoalmente uso o termo "pivô". Recordar "Primeiro, quem é o pivô da vossa procura?"

"I will reserve the term ‘Prime Movers’ for reconfigurers who do not just base themselves on a historical imperfection, and where the reconfiguration does not only come as a result of technological breakthroughs.
…
Prime Movers create cases of reconfiguration which seem to stem from a new design vision of an 'industry' or broader system of value creation. The design vision seldom is clear-cut from the start; rather, it has emergent characteristics. Prime Movers rend to envision a broader Value-creating System (as opposed to a technological innovation, a new product, or the simple exploitation of an economic imperfection) as the outcome of their strategy.
…
Prime movers … they move away from focusing on the competences required to manufacture and sell a product to a focus on the much broader set of competences related to the design and functioning of a Value-creating System. [Moi ici: Outra forma de dizer, privilegiar os inputs sobre os outputs]
…
The Prime Movers listen to the war cries and live up to them in the sense that they have only a limited number of competences and activities inside themselves. Instead, they develop another specific competence, namely the competence to mobilize and manage external actors and their competences which are outside the Prime Mover company.
…
While retaining and nurturing their own specific generic competences which they add to the totality of the Value-creating System, each of these Prime Movers adds a unique competence to the whole: a vision-based network pattern, and the ability to actually bring players with disparate assets and competence, together into forming a new, functioning Value-creating System. The end result is that Prime Movers move from focusing on a traditional and narrow (often production- and commodity-based) set of competence, to a much broader and partly new set of competences and users, which they are able to mobilize and coordinate (but not necessarily or even generally own) to that the result becomes a shift of focus from a product or service to a Value-creating System."

Gosto de despertar esta capacidade em empresários e gestores.

Fugir da armadilha afuniladora do "old focus" e abrir a mente para o manancial de oportunidades criativas que se podem abrir com o "new focus".

Ver o mundo através de um novo ponto de vista.

Trechos retirados de "Reframing Business" de Normann