"Birth rates for U.S. women in their 20s dropped more than 15% between 2007 and 2012,"
"4. Strategy = Choice.Muito bom, sumo de categoria.
In my eyes, this is the most simple strategy definition. You need a clear choice of WHO you are going to serve and a clear choice of HOW you are going to serve those clients. It’s about connecting the outside world – the demand side – with your company – the supply side. Or in fancy terms: you need a value proposition for a specific customer segment and to develop unique activities in the value chain to serve them. The key word is ‘choice’. You cannot be everything to everybody. You want to target a limited segment of potential buyers with the same needs. Next, you are going to tailor your activities in such a way that they meet these needs. Or in fancy terms: you want to tailor your value chain – your company’s activities – to your value proposition. Strategic innovation is the process to make those choices – defining a new who and how for the organisation."
"Information creates more value than inventory and interaction creates more value than information!" (fonte)Algures li uma afirmação de Kasparov que dizia que um grande mestre perdia sempre contra um supercomputador, mas que um jogador mediano com um computador mediano, juntos batiam sempre o supercomputador.
"Most of what we think of as expertise, knowledge and intuition is being deconstructed and recreated as an algorithmic competency, fueled by big data.Nós humanos não somos explicáveis por leis newtonianas. Sim, o retalho levava a deles avante ao principio, com os saldos. Agora, nós humanos, torpedeamos o seu sistema, porque aprendemos a dar a volta. Vai ser bonito ver os humanos a aprender e a tomar partido de formas de enganar as máquinas.
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Machines aren’t used because they perform some tasks that much better than humans, but because, in many cases, they do a “good enough” job while also being cheaper, more predictable and easier to control than quirky, pesky humans. Technology in the workplace is as much about power and control as it is about productivity and efficiency.
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the way technology is being used in many workplaces: to reduce the power of humans, and employers’ dependency on them, whether by replacing, displacing or surveilling them.
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It’s easy to imagine an alternate future where advanced machine capabilities are used to empower more of us, rather than control most of us. There will potentially be more time, resources and freedom to share, but only if we change how we do things. We don’t need to reject or blame technology. This problem is not us versus the machines, but between us, as humans, and how we value one another."
"In the most recent recession, routine jobs collapsed and simply have not recovered, with employment in both cognitive and manual jobs down by more than 5% if the tasks are mostly routine.
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In recessions of the 1960s and 1970s, routine jobs would fall during the recession but quickly snap back. But after the recession in 1990, something changed. Routine jobs fell and, as a share of the population, never recovered. In the recessions in 2001 and in 2007-09 they fell even further. The snapback never occurred, suggesting that many firms began coping with recessions by scrapping tasks that could be automated or more easily outsourced.
For his part, Mr. Siu thinks jobs have been taken away by automation, more than by outsourcing.
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“Many of the routine occupations that were once commonplace have begun to disappear, while others have become obsolete,” they write. “This is because the tasks involved in these occupations, by their nature, are prime candidates to be performed by new technologies.”
"2. Strategy = compete for profit
Business is not about having the largest market share or about growing fast. It’s about making money. ‘I want to grow my business’ is not a strategy. [Moi ici: Recordar o truque de Roger Martin, uma estratégia é uma escolha, se o oposto dessa escolha for estúpido então não é uma estratégia] ‘I want to grow my business’ is the same as saying, ‘I want to be rich’. Those things (unfortunately) don’t happen by themselves. Growing is not a strategy, it’s a consequence. When someone includes growth in their strategy, there should be an orange light starting to blink. [Moi ici: Volume is vanity, Profit is sanity] That does not mean that you cannot use the word ‘growth’. I use it a lot in the analysis phase – for example, when you talk about growth areas of the business or when you look for growth platforms – areas where you can reach potential that will give you additional profit."
Hospitalized at home business models will proliferate.
— Saul Kaplan (@skap5) April 28, 2015
Em Mongo, em vez de uma barragem do Alqueva, dezenas e dezenas de pequenas barragens, como propunha Ribeiro Teles.
For the prepared, if you leap, the net will appear.
— Vala Afshar (@ValaAfshar) April 27, 2015
Achei-a perfeita.
"If you follow your bliss, you put yourself on a kind of track that has been there all the while, waiting for you, and the life that you ought to be living is the one you are living. Wherever you are — if you are following your bliss, you are enjoying that refreshment, that life within you, all the time.
...
If you do follow your bliss you put yourself on a kind of track that has been there all the while, waiting for you, and the life that you ought to be living is the one you are living. When you can see that, you begin to meet people who are in the field of your bliss, and they open the doors to you. I say, follow your bliss and don’t be afraid, and doors will open where you didn’t know they were going to be."
"Mas pode esta desvalorização cambial substituir a desvalorização interna que a troika - e o Governo - pretendiam no arranque do programa de ajustamento? "Não substitui, mas ajuda na medida em que constitui um alívio e minora o impacto negativo estrutural interno, por exemplo sob o emprego", explica Paula Carvalho, economista-chefe do BPI.Que o governo e a troika não percebam de microeconomia e não olhem para os dados, ainda percebo. Agora que a economista-chefe do BPI não o faça... custa-me mais a engolir.
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“Algumas empresas sentirão alguma folga, que deve ser aproveitada para garantir melhorias (e reforço de competitividade) mais definitivas, que não estejam dependentes da evolução cambial”, acrescentou Paula Carvalho em declarações ao Negócios."
"constitui um alívio e minora o impacto negativo estrutural interno, por exemplo sob o emprego"Onde está o desemprego?
"Algumas empresas sentirão alguma folga, que deve ser aproveitada para garantir melhorias (e reforço de competitividade) mais definitivas, que não estejam dependentes da evolução cambial”"É de quem não conhece os humanos. Os empresários são humanos, não são maximizers, são satisficers. Mais de 90% dos humanos só muda quando encostado à parede, pressionado pelas circunstâncias. Sem pressão, não há motivação para agir.
"1. Compete to be unique, not to be the best
Strategy is not about being the best, but about being unique. [Moi ici: Parece a conversa de ontem numa empresa, como podemos ser diferentes, como podemos fazer a diferença] Competing to be the best in business is one of the major misconceptions about strategy. [Moi ici: Recordar a regra de Roger Martin "You only know that you've made a real strategic choice if you can say the opposite of what that choice is, and it's not stupid." Competir para ser o pior faz sentido? Não! Então, competir para ser o melhor não é uma escolha, não é uma estratégia] And if you only remember one tip from this list, it should be this one. Many leaders compare competition in business with the world of sports. There can only be one winner. But competing in business is more complex. There can be several winners. It does not have to be a zero sum game – you win, I lose or vice versa. Within a single industry, you can have several companies beating the industry average, each with a distinctive, different strategy. They are no direct threat to each other. There can be several winners. So the worst possible approach to strategy is to seek out the biggest player in the industry and try to copy everything they do."[Moi ici: Sublinhado que logo me fez recordar o que penso que acontece neste sector]
"This notion of a future that hasn’t quite conformed to prior expectations is perhaps the most striking facet of Strategy&’s recent series on industry trends,Impressiona esta incapacidade de imaginar Mongo!
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Companies in every industry are confronting an imagination gap between the established and safe — but rapidly aging — way of doing business and the opportunities and challenges of the technologies emerging today.
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For every sector, it is essential to close the imagination gap by incorporating technology into business models in more creative ways.
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Company strategists presumed a world in which computers everywhere would let customers more expediently and seamlessly access their own business offerings. In this view of the future, the companies themselves were the center of the transaction, determining what products or services to offer, when and where to offer them on the digital grid, how much to charge, what form these items would take, and how quickly they would be delivered. Whether purchasing electricity from a utility or a CD from Amazon, consumers in this vision were, in effect, bystanders, getting limited value out of the deal (generally, some level of convenience and discounts). The largest gains — in efficiency, an expanded customer base, marketing outreach, the sheer number and variety of products and services offered, and lowered costs — would always accrue, in this scenario, toward the companies that used digital technology purely to enhance their existing way of doing business.
...
this approach to the kinetic landscape will never work."
"The commercial transportation industry is facing perhaps the most radical technology-inspired change in customer behavior. Manufacturers, the sector’s biggest customers, are rapidly adopting 3D printing, which lets companies produce finished goods from a single piece of equipment and minimal amounts of raw material, rather than assembling them from dozens, hundreds, or thousands of parts procured globally.O futuro não será uma projecção linear do passado. O que é que a sua empresa faz para imaginar os futuros possíveis? O que faz para aproveitar esses futuros?
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The implication is dramatic: As the need to purchase parts from multiple global sources diminishes, component and materials shipments, a substantial portion of the commercial transportation sector’s revenue stream, will be eliminated or greatly reduced. In fact, as much as 41 percent of the air cargo business and 37 percent of the ocean container business is at risk because of 3D printing. [Moi ici: E os que imaginam o TGV dos portos...] Roughly a quarter of the trucking freight business is also exposed, owing to the potential decline in goods that start as air cargo or as containers on ships and ultimately need some form of overland transport.
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The electric power sector is also on the threshold of major change.
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power supplied locally is often cheaper than power supplied via the traditional electric grid. Relatively low amounts of customer-sited generation can significantly affect utility financial performance. According to one study, a market penetration rate of just 5 percent could lead to an earnings reduction for utilities of between 4 and 9 percent.
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In the retail and consumer goods spheres, shoppers’ behavior has become wildly pluralistic. People want to move easily across online and offline purchasing channels while demanding an ever-increasing number of product options and full visibility into inventory and pricing.
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Similar consumer-driven disruptions can be seen in healthcare, as individuals use digital channels to obtain more personalized information about their well-being from their providers and as they demand bundled, transparent programs that allow them to pay a single fee for tests and treatments related to a condition or procedure. In the chemicals industry, innovation is moving away from the blockbuster breakthroughs of the late 20th century and toward more incremental advances that address particular customer problems. In the automotive sector, consumers — awash in easily accessible information about vehicle specifications, prices, discounts, quality, and performance — are less loyal to individual brands than in the past and are seeking more sophisticated features at a low cost. They also want a seamless online/offline car-buying experience that simplifies the purchase decision, financing, and insurance."
"Alemanha é quem mais ganha?A Alemanha será a mais beneficiada mas não por ser grande.
O BCE estima que uma depreciação de 10% do euro, faz aumentar 0,4% o PIB da Zona Euro e 0,6% a inflação. Embora se antecipem ganhos para Portugal a partir deste movimento, há quem aponte que os principais beneficiários serão os grandes países, com a Alemanha à cabeça."
"Many markets have a structure in which brands or products are aligned on a "value-map" of perceived product value vs. price as shown in Figure 4.4. This particular map shows three market tiers: economy, middle market, and premium.[Moi ici: Consideremos, por exemplo, o sector da maquinaria onde marcas alemãs e portuguesas concorrem. Normalmente, a marca alemã é mais cara, e compete no tier-premium. A marca portuguesa, mais barata, compete no tier-middle market]"
Assim, facilmente se percebe porque é que a Alemanha ganha mais, porque tem mais marcas premium."The appropriate number of tiers to utilize is situation specific. A two-tier (branded vs. nonbranded) separation is sometimes useful. ... Regardless of the number of tiers, the essential point is the same: one's chosen position on the "value-map" effectively implies a strategy and defines a relevant competitive set. ...
- competition within a price-tier is typically more vigorous than across tiers.
- there is an asymmetry in competition across tiers. Price cuts by higher quality tiers are more powerful in pulling customers up from lower tiers, than lower tier price cuts are in pulling customers down from upper tiers; i.e., customers "trade up" more readily than they "trade down."
Pictorially, we show this in Figure 4-5 for a two-tier market, which for simplicity we show as having two premium brands P1 and P2 and two economy brands E1 and E2....Figure 4-5 shows a "fence" separating the premium and economy tiers. The "fence" denotes the fact that a price cut by any brand typically impacts its same-tier competitors more strongly. ... A price cut by premium tier brand P1 draws to it economy tier buyers - who are able to slip through the spacing in the "picket fence" portion at the upper left end of the fence. That is, P1, has some clout in being able to induce customers from the economy tier to "trade up" to it. However, if E2 cuts price, the premium brand buyers conceptually crash into the solid portion of the fence on the lower right, without trading down to the economy segment. E2's price cut can increase its sales volume - by drawing El customers or increasing the category consumption rate - but it will not draw many customers away from the premium brands."
"O Lobo e o Cordeiro
Para o mesmo rio, o lobo e o cordeiro tinham vindo impelidos pela sede. Mais acima, de pé, estava o lobo, e muito mais abaixo o cordeiro. Então o ladrão incitado pela goela ímproba apresentou a causa do litígio. “Por que”, diz, “fizeste turva a água, a mim que bebo?” O Lanígero, de outra parte, temendo perguntou: “Como posso fazer o que te queixas, ó lobo? O líquido decorre de ti para os meus goles”. Aquele repelido pelas forças da verdade disse: “Antes destes seis meses falaste mal de mim”. O cordeiro respondeu: “Na verdade, eu não tinha nascido”. Aquele disse, “Por Hércules! Teu pai falou mal de mim”; e assim dilacera o arrebatado com morte injusta."
"Em Santo Tirso, o director financeiro da Adalberto Estampados faz as contas e conclui que as perdas, em termos médios, estão a ser superiores aos ganhos, uma vez que a importação de algodão de fora da Europa tem um peso maior do que as vendas para fora do espaço europeu, onde recebe em dólares. Ou seja, "há um certo efeito compensatório, mas muitas vezes este encaixe não é perfeito porque as matérias-primas têm um efeito mais significativo", explica Carlos Oliveira. É que a maior estamparia do país e a terceira maior da Europa, onde trabalham 370 pessoas, factura 30 milhões de euros e exporta 60% da produção, mas não é, por excelência, uma exportadora para a área do dólar americano"
"Our business metaphors have historically been drawn largely from machinery and engineering, warfare and the military, and competitive sports and games. These remain apt in many ways - but in increasingly dynamic, collaborative, interdependent situations, they might mislead just as much as they inform.Trecho retirado de "Business ecosystems come of age " publicado por Deloitte University Press.
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Ecosystems thinking provides a new frame and mindset that captures a profound shift in the economy and the business landscape. The importance of relationships, partnerships, networks, alliances, and collaborations is obviously not novel - but it is growing. As it becomes increasingly possible for firms to deploy and activate assets they neither own nor control, to engage and mobilize larger and larger numbers of participants, and to facilitate much more complex coordination of their
expertise and activities, the art of the possible is expanding rapidly."
...
Ecosystems are dynamic and co-evolving communities of diverse actors who create and capture new value through increasingly sophisticated models of both collaboration and competition."
"Sales reps are always looking for that next big opportunity and justifiably so. But while all new big opportunities initially look great – be cautious! All “bright shiny objects” aren’t good opportunities.Trechos retirados de "Pipeline management – not all business is good business"
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In major B2B sales it is critical early on to distinguish between an account that represents good and bad business.
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Wasting time and money chasing bad business is like salt in the wound.
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Yet, why might a significant opportunity in fact be a bad piece of business? Well, it could be a bad opportunity for a number of reasons related to the opportunity but in major sales most reasons relate back to a common factor: the initial customer specifications are vague or ill conceived.
.
The core problem is poor specifications often lead to troubles during the project implementation requiring more of your resources then planned or demanding skill sets that are outside your power swing. Consequently you end up with less profit then anticipated or in the worse cases loses and perhaps a lack of resources to pursue other opportunities. This constitutes small problems in small opportunities but big problems in big opportunities."
"Em próximo postal voltarei a Favaro e à minha reflexão pessoal sobre a evolução da estratégia."Ainda não tinha lido "Terroir" de Seth Godin:
"Heinz ketchup has no terroir. It always tastes like everywhere and nowhere and the same. A Dijon mustard from a small producer in France, though, you can taste where it came from. Foodies seek out this distinction in handcrafted chocolate or wine or just about anything where the land and environment are thought to matter.Terroir é uma palavra que o meu pai me ensinou acerca dos vinhos e da sua diferenciação... é uma palavra que vai ficar a fazer parte do léxico deste blogue e do meu trabalho. O que eu pensava acerca das palavras de Favaro, reforçado com o texto de Godin é o que relato aqui "O meio pode albergar posições intermédias viáveis".
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But we can extend the idea to you, to your work, to the thing you're building.
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It's not like anyplace else. It's not like everyplace else.
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Consistent doesn't mean, "like everybody else."[Moi ici: Cá está o ponto que eu critico na Qualidade, a demasiada concentração na normalização] Consistent in this case means, "like yourself." If we took just one drop of your work and your reputation and the trail you leave behind, could we reconstruct the rest of it?
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The pressure on each of us to fit in, to industrialize, to be more like Heinz--it's huge. But to do so is to lose the essence of what we make."
"Customers Don't Care About Your CostsNão é fácil fazer esta mudança de paradigma, fazer este corte epistemológico.
...
though other nail polish products sold for 10 cents during the Great Depression, Revson's products were 50 cents. His lipstick sold for one dollar, compared with the 49 cent price of competitors'. Baker writes: "Revson didn't compete on price, since he understood Revlon was selling the chance of turning the right head or [lending] a touch of class."
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Had Revson priced his products strictly on a cost-plus-reasonable-margin basis, he would have priced his products in the neighborhood of his competitors'. Instead, he realized that he could charge double or more and still get his customers to perceive that they were getting a great value.
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After all: What price can you put on romantic hope?"
"Except where those cohorts are aging out of maintaining their spending. Think Sears.[Moi ici: Comércio tradicional versus centros comerciais]Trechos retirados de "All about that base?"
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Except where their needs have shifted and we are no longer their brand or store of choice. Think Barnes & Noble. [Moi ici: Jornais em papel]
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Except where a new disruptive model has come along and is doing things we can’t while gobbling up our core customers’ share of wallet. Think Warby Parker and LensCrafters. [Moi ici: Uber versus taxis]
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Except where we are not replenishing defectors or downward migrators with enough new profitable customers. Think JC Penney."[Moi ici: Companhias aéreas de bandeira vs low-cost]
"tilting a bit from having to being"Onde se reforça o papel crescente da importância da experiência, Recordar "Experiência versus preço".
"With no physical stores yet, and a small collection of niche products, it is using story to create an experience for its customers – the story of running, style, culture and history.Interessante, o uso de uma revista em papel, para a apresentação dos conteúdos que ajudam a situar a marca, a desenvolver a mística da marca. Interessante a comparação que o autor faz acerca da qualidade da revista, por comparação com revistas para corredores:
...
Tracksmith is testing the market and tempting it – a steadily building collection, limited runs of products. [Moi ici: Em vez de começar com uma colecção inteira, começou com alguns produtos e com edições limitadas] I’ve bought a couple to try out – and I’ve had to wait a couple of months until the first t-shirt I wanted was back in stock."
"As a runner, I’m used to technical, functional and often pretty unstylish clothing and – frankly – content. Runners World is the staple periodical for runners. It’s good for tips and motivation, but stylish and beautifully designed it is not – and its website is an embarrassment (I say that as a paying subscriber). It’s aspirational in a performance sense, but running as a culture and a lifestyle, not so much."Depois, descreve a embalagem e o reforço da ligação entre o cliente e a marca ainda antes de chegar à peça, com o número e a mensagem.
"Since it started, earlier this year, Tracksmith has been selling a small but growing – one or two items at a time – collection of clothing"Merece ser sublinhado. Julgo que quem arranca com uma marca nova, porque tem de primeiro passar pelo filtro do dono da prateleira, tem de o seduzir com o aspecto do produto, com a qualidade do produto e com o potencial de ganho com o produto; por isso, tem de avançar com uma "colecção completa". No entanto, quem avança para uma loja online própria, não tem de passar por esse filtro, pode começar sem ter essa colecção "completa", pode começar com uma gama mais pequena e com uma forte identidade, para depois, crescer lentamente no número de SKU.
"Três dias depois de colocado o vídeo online, Carolina já contava com 250 vídeos de apoio, sendo muitos dos protagonistas celebridades espanholas.Bottom-up sempre melhor que top-down.
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Em apenas um mês, estas ‘selfies’ em vídeo de apoio a crianças autistas são mais de 900 e mais de 90 mil pessoas apoiaram a iniciativa, que acabou por se converter num fenómeno viral em Espanha.
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Refere o El Mundo que se trata, provavelmente, da mais importante campanha de sensibilização para o autismo feita em Espanha até agora. E partiu de uma mãe anónima, de forma espontânea."
"A firefighter running into a burning building doesn’t have time for even a quick decision tree, yet if he is experienced enough his intuition will often lead him to excellent decisions. Many other fields are similarly conducive to intuition built through years of practice—a minimum of 10,000 hours of deliberate practice to develop true expertise, the psychologist K. Anders Ericsson famously estimated. The fields where this rule best applies tend to be stable. The behavior of tennis balls or violins or even fire won’t suddenly change and render experience invalid.Trechos retirados de "From “Economic Man” to Behavioral Economics"
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Management isn’t really one of those fields. It’s a mix of situations that repeat themselves, in which experience-based intuitions are invaluable, and new situations, in which such intuitions are worthless. [Moi ici: Recordar "Parte VII – Zapatero e os outros."] It involves projects whose risks and potential returns lend themselves to calculations but also includes groundbreaking endeavors for which calculations are likely to mislead. It is perhaps the profession most in need of multiple decision strategies.
.
Part of the appeal of heuristics-and-biases research is that even if it doesn’t tell you what decision to make, it at least warns you away from ways of thought that are obviously wrong. If being aware of the endowment effect makes you less likely to defend a declining business line rather than invest in a new one, you’ll probably be better off."
"Since the late nineteenth century, we have seen five distinct movements in the way companies compete. The first was efficiency. This was the original purpose of forming corporations — to facilitate the production of products and services with the least amount of wasted time, materials, and labor. The attempt to turn business into a science of efficiency, also known as “Taylorism,” marked the high point of this movement. Many companies still compete this way and there continue to be successors to Taylorism, including business process reengineering and lean production.[Moi ici: Por favor, não me acusem de denegrir o "lean production", o "lean production" pode ser bom ou mau, como a caneta, mais aqui]Depois, Favaro termina a olhar para o futuro:
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The second movement was scale, a close cousin of efficiency. This is where companies exploit economies of scale that yield lower unit costs and enable sharper pricing of their goods and services.
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Scale and efficiency are mostly about competing by lowering costs. In the early 1980s, a new way of competing broke on to the world stage: the quality movement, with the deification of W. Edwards Deming, who introduced quality as a way of life for Japanese companies.
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Today quality, efficiency, and scale stand side-by-side as ways of competing. For every Wal-Mart and Ford that competes mostly on price, there’s a Nordstrom and BMW that competes mostly on quality. [Moi ici: Não posso concordar com Favaro. Favaro confunde qualidade como "ausência de defeitos" com qualidade como "algo com mais atributos". Não se pode dizer que a Nordstrom tem mais qualidade que a Wal-Mart se o conceito for a ausência de defeitos, assim como se pode dizer que o BMW tem mais qualidade que o Fiat se estivermos a falar na quantidade de atributos. Assim, a qualidade à la Deming, incluiria como mais uma ferramenta de redução de custos. Aliás, essa é a grande crítica que faço ao movimento da Qualidade, o ter cristalizado há muito no chão da fábrica, o ter ficado seduzida pela variabilidade, quando, o que conta cada vez mais é a variedade, daí o fim da marca Redsigma.]
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But after the rise of Japan proved not to be a miracle after all, and with the rise of the internet, a new, fourth movement was born in the 1990s: the network way of competing. Instead of winning customers based on cost or quality (or both), companies began to compete based on how many people (or businesses) use them. [Moi ici: Aquilo que Kaplan me ensinou a designar por estratégias lock-in]
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Today, the network movement has given way to a fifth: the so-called ecosystem way of competing. This an approach of co-opting third parties to build on and leverage your products and services such that they have more total utility to your customers. Your advantage comes not so much from the number of customers you have as from the number of partners you have working with or on top of your products and services."
"All the above begs a question: Will we see any new ways of competing become a sixth movement in the corporate world? [Moi ici: E dá algumas ideias: Agility, disruption, data analytics, integration]Este final fez-me logo pensar no paralelismo entre biologia e economia e, daí, chegar a "Mais estratégias, mais valor acrescentado, mais nichos, mais diversidade" e aos seus gráficos. E daí chegar a "Rethinking extinction":
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Whether any of these become a full-blown movement or not, it’s clear that there’s a much bigger menu of ways to compete today compared to a century ago. That’s a good indication of how complex competing in the business world has become."
"The fossil record shows that biodiversity in the world has been increasing dramatically for 200 million years and is likely to continue."Como não pensar em Feyrabend, quando se trata da sobrevivência, aprendemos com MacGyver, "anything goes":
"‘Genes are jumping around. Molecular genetics is finding that hybridisation between species is more common than previously suspected. Darwin talked about a tree of life, with species branching out and separating. But we are discovering it is more of a network, with genes moving between close branches as related species interbreed. This hybridisation quickly opens up evolutionary opportunities.Em próximo postal voltarei a Favaro e à minha reflexão pessoal sobre a evolução da estratégia.
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Move, adapt or die. When organisms challenged by climate change respond by adapting, they evolve. When they move, they often encounter distant cousins and hybridise with them, sometimes evolving new species.
...’
Throughout 3.8 billion years of evolution on Earth, the inexorable trend has been toward an ever greater variety of species. With the past two mass extinction events there were soon many more species alive after each catastrophe than there were before it."
"Researchers at Bielefeld University are experimenting with emergent behavior on a robot platform they named Hector.
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But beyond that, “they have now developed a software architecture that could enable Hector to see himself as others see him.” In other words, they gave it theory of mind and their ultimate goal is for it to be able to sense the intentions of humans and take these into account when formulating responses and actions. They want it to be self-aware.
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Hector is essentially autistic. With the addition if self-awareness and the ability to infer human intentions, Hector may cross the line to creepy. We’ll find out shortly."
"customer experience of service is presented as customer service experience and is understood as a holistic phenomenon, which is subjective, event specific, personal and individually and socially-constructed.
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service organisations cannot unilaterally pre-determine and deliver “embedded” value to customers. As customers perceive value through their individual and collective experiences, it is imperative that organisations appreciate the complex nature of both customer service experience and customer value perceptions.
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We posit that it is the “inner realism” of the individual’s experiences which allows him or her to make sense of the external world ... we characterise experiences as phenomena which are individually and socially constructed. We also view individual and collective service experiences as being co-created, inter-subjective, contextual and time specific.
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a world which is independent of our experiences cannot exist; rather the basis of existence is individual, relative and subjective experience. Individuals relate, consciously and unconsciously, their current lived experiences to their previous or “inherited” experiences...
consumers are active creators of their own actual or imaginary experiences which, in turn, are inextricably integrated into their “lifeworld”. Accordingly, for the purposes of this paper, we do not restrict ourselves to lived or actual customer service experiences which can be documented externally; rather we also consider those customer service experiences which exist as imagined, re-imagined or anticipated possibilities.
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While the firm can create and communicate value propositions, it is the customer, not the firm that creates value through dynamic situational specific value creating processes.
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the storytellers (i.e. customers) are self-reflective and embedded in a social context. This enables interpretations between social events and individual customer service experiences and builds on multiple truths and shifting identity positions in relation to customer perceived value and the customer service experience
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“the consumer is no longer a devourer of value but a producer of meanings, life experiences, identities and value”.
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While value creation and value co-creation originate from the individual’s experiential realm, individual customer value creation processes potentially intertwine with the value creation process of other customers thus creating a social value co-creation constellation in the form of a customer community.
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customer perceived value cannot be solely related to the service provider’s service offering as customers tend to make sense of their service experience – value perception processes in the form of internal and external dialogues together with other customers. Individual customers are part of wider customer-to-customer (C2C) communities, which play an important role in the customers’ sense-making and value co-creation processes"
Spain labour force survey shows continuing improvement in Q1. Y-o-y employment up 504k or 2.97%. pic.twitter.com/jbKnMvdW3H
— Edward Hugh (@Edward_hugh) April 23, 2015
Spain's economy becoming more services oriented: Y-o-Y employment in industry + 142.5k, services +334.9k, construction 118.5k.
— Edward Hugh (@Edward_hugh) April 23, 2015
Spain - the number of unemployed fell by 488.7k (or 8.24%) in the year to March. pic.twitter.com/NqRKHwRoZa
— Edward Hugh (@Edward_hugh) April 23, 2015
Trata-se de uma evolução positiva, uma quebra homóloga de 8,24% no número de desempregados (em Portugal a quebra é maior, diga-se).
#Spain: Q1 2015 unemployment rate rises to 23.78%. Compared to Q4 2014 there are 13,100 less unemployed but 114,300 less employed. (@es_INE)
— Vincenzo Scarpetta (@LondonerVince) April 23, 2015
"O número de desempregados caiu em 13.100 (a maior queda num primeiro trimestre desde 2005) para um total de 5.444.600 pessoas. Ainda assim, a taxa de desemprego aumentou devido à queda do número de pessoas empregadas e da população activa." (fonte)Pois é, esqueço-me facilmente que a taxa de desemprego é um rácio:
"Como temos referido aqui no blogue, vários sectores industriais estão a dar a volta, a micro economia está a resolver os seus problemas concretos.
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No limite pode acontecer, sair duma crise estrutural e cair numa crise conjuntural."
"Most companies allocate the same resources to the same business units year after year. That makes it difficult to realize strategic goals and undermines performance."E porquê?
"Why do so many companies undermine their strategic direction by allocating the same levels of resources to business units year after year? The reasons vary widely, from the very bad - companies operating on autopilot - to the more sensible. After all, sometimes it’s wise to persist with previously chosen resource allocations, especially if there are no viable reallocation opportunities or if switching costs are too high.Trechos retirados de "How to put your money where your strategy is"
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For the most part, however, the failure to pursue a more active allocation agenda is a result of organizational inertia that has multiple causes."
"Como é que as empresas que trabalham na fileira da produção e distribuição da energia, se podem preparar para este futuro [Moi ici: Das baterias para uso caseiro, permitindo armazenar a energia produzida e, o corte com a rede geral eléctrica]?"E, este postal de Terça-feira, "A vantagem dos ignorantes, outra vez", onde recordei Zapatero.
