"Fitness on-demand is surging, from streaming-workout services to monthly passes for sampling boutiques.Um trecho que me marcou muito e continua a fazer pensar é:
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Streaming fitness is surging. So are services that let people sample nearby fitness studios for a monthly fee, according to new data from Atlanta-based firm Cardlytics. Many subscribers to these on-demand fitness options are siphoning spending from traditional gyms, the data shows."
"“We got rid of the commute, the gross locker room and the uncertainty of what to do at the gym,”"O que é que aquele "uncertainty of what to do at the gym" quer dizer? Quererá dizer que as pessoas se sentem pouco acompanhadas, perdidas e é isso que as motiva a optar por esta versão digital?
"Corporations are the dominant mechanism by which economic activity is organized.
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Over the past years, intelligent technologies, peer-to-peer cryptocurrencies and the Internet have laid the foundation for a very small size and a very low-cost enterprise with the potential for managing very large numbers of business relationships. [Moi ici: Every laptop is a corporation] The impact of these new actors is still hard to grasp because we are used to thinking about work from a different perspective.
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Our thinking arises from a make-and-sell economic model. Most managers still subscribe to this and think that the core of creating value is to plan and manage a supply chain.
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In the mass-market economy, the focus was to create a quality product. With increased global competition that is not enough any more. The focus changes to a joint process of defining and solving contextual problems. You and your customer necessarily then become cooperators. [Moi ici: A aposta na interacção, na co-criação, a tal "shared identities"] You are together creating value in a way that both satisfies the customer and ensures a profit for you. New economic spaces beyond incumbent firms are emerging."
"Relationships not only intensify willingness to help but also cause it.
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There’s a lesson here. Our ability to create change in others is often and importantly grounded in shared personal relationships, which create a pre-suasive context for assent. It’s a poor trade-off, then, for social influence when we allow present-day forces of separation—distancing societal changes, insulating modern technologies—to take a shared sense of human connection out of our exchanges. [Moi ici: Remember big data]
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What kind of existing or perceived relationships maximize the favorable treatment of fellow members? The answer requires a subtle but crucial distinction. The relationships that lead people to favor another most effectively are not those that allow them to say, “Oh, that person is like us.” They are the ones that allow people to say, “Oh, that person is of us.”[Moi ici: Recordar os irmãos de sangue]
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The experience of unity is not about simple similarities (although those can work too, but to a lesser degree, via the liking principle). It’s about shared identities. It’s about the categories that individuals use to define themselves and their groups, such as race, ethnicity, nationality, and family, as well as political and religious affiliations. A key characteristic of these categories is that their members tend to feel at one with, merged with, the others. They are the categories in which the conduct of one member influences the self-esteem of other members. Put simply, we is the shared me."
"Jobs Theory changes not only what you optimize your processes to do, but also how you measure their success. It shifts the critical performance criteria from internal financial-performance metrics to externally relevant customer-benefit metrics.Estes trechos e o do postal anterior acima referido estão em linha com a abordagem que seguimos há mais de uma década de focar o desenho de um processo na sua finalidade, de concentrar o processo no palavrão usado por Hammer, a teleologia. Dessa forma medir a eficácia torna-se muito mais simples.
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Keeping what matters in focus is challenging for any organization, especially with the forces at play as a company grows.
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“It’s so tempting for parts of the organization to start looking at other things. In our kind of business, you get all this data about ‘conversions’ and ‘retention,’ and so on. We got seduced by that.” It is, to be sure, easier to focus on efficiency rather than effectiveness. Most businesses are very, very good at that. Creating the right metrics is hard. But so important."
"the first challenge for marketers using media to communicate is to remove the millions mentality from their mind. [Moi ici: No Normalistão tinha de se chegar à massa para obter escala. No Estranhistão o truque não passa pela massa] While YouTube has provided the most amazing tools for marketers ever given, it has warped the minds of many marketing personnel as to what’s required from it. And no, having a million or more views on our video is most often not required for the platform to work very hard indeed. What’s needed is the specific connection, at the specific time, with the specific person at the other end of the screen.[Moi ici: Ligo logo isto ao tema das plataformas e da estratégia não passar por "winner-take-all"]
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To get more attention, invest more in a product, build something amazing and let the collective sentience take over. If we qualify in the awesomeness stakes, then our audience will do the talking for us. The old model of under-investing in the product we sell so we could afford the distribution and media costs is now being reversed. If the product is amazing, is advertising really needed? [Moi ici: E a quantidade de modelos de negócio baseados na publicidade ...] Just ask Elon Musk of Tesla Motors.
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In a connected media landscape, amazing products with no advertising beat average products with amazing advertising every time. The truth is that Tesla could probably not have succeeded in a non-proliferated media environment. Forget how amazing the car is; they would never have been able find a market without a significant media investment. As soon as they needed to shift money from the product to eyeballs they would have lost their point of difference and remained swimming in the competitive soup of auto land."
"No negócio do dia-a-dia, a AMF Shoes está a negociar com os maiores players mundiais na área do calçado técnico, na tentativa de criar conceitos próprios. “São players que querem regressar à Europa e que olham para Portugal como um país interessante,"Aqui registados no blogue no último mês:
"Who do you trust?
Do you trust a large media organisation that survives by running advertisements for [Moi ici: Lembrei-me logo da TSF e da catrefada de anúncios e programas institucionais pagos pelo governo, organismos públicos e autarquias] giant global brands (who may well be polluting the earth and encouraging kids to eat food that makes them sick, or who make products with planned obsolescence) [Moi ici: Recordar este exemplo] to tell you the truth about the world around you? Or do you trust a passionate ‘amateur’ writing a blog about a topic of interest and passion late on a Saturday night to share some valuable information with others for no money, no payoff and no vested interest other than sharing value with other people? Yes, we all have an agenda, even that lonely blogger, but the probability of agenda purity in my view sits with the independent. I know who I trust more. And trust is the currency of a connected economy where the cost of everything is tumbling."
"the new editor in chief, emphasized the editorial freedom that the magazine would have without ads. She said she planned to “bring in controversial stories” on topics such as medical errors, toxic cosmetics and the anti-aging industry.
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In the July issue, for instance, there is an article about medical marijuana. “In the past, advertisers might not have wanted to be side by side with that content,” Ms. O’Dair said."
"Além de cumprir com a mais recente norma de segurança (a i-Size, que classifica as cadeiras segundo a altura da criança e tem crash testes mais rigorosos), a nova cadeira possui airbags próprios, armazenados no interior do arnês que prende o bebé.[Moi ici: Aposta em produtos mais seguros, com mais atributos e diferentes. Produtos inovadores]
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Além da produção da cadeira inovadora, a Dorel Portugal conquistou mais três modelos (dois da Bébéconfort e Maxi Cosi e um que era produzido na Holanda e passa a ser produzido apenas cá) e vai começar a montar carrinhos Quinny – o topo de gama da marca –, o que lhe permitirá aumentar em 20% o volume de negócios, que atingiu 47 milhões de euros em 2015.
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“Esta evolução não se deveu aos salários baixos em Portugal. O nosso custo de produção já não é o mais baixo da Europa há algum tempo. Não se pode confundir produtividade com eficiência [Moi ici: A mensagem deste blogue acerca do eficientismo e do numerador versus denominador] ... “O que nos distingue é a qualidade e os prazos de entrega. [Moi ici: Outra mensagem deste blogue, a rapidez, a flexibilidade] E o Norte está repleto de fornecedores de matérias-primas de qualidade, desde plásticos a parafusos, além dos recursos humanos à altura”, explica ainda. [Moi ici: Isto é tão o discurso do @nti-comuna]
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“Trabalhámos com a Volkswagen para desenvolver um protótipo de um carrinho que, com os sensores que eles usam para estacionamento, segue os pais e está ligado a uma app no telemóvel que alerta se alguém tentar tirar o arnês ao bebé”.[Moi ici: Isto é um exemplo do nosso "é meter código nisso"]
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Ao contrário do que seria de esperar, apesar de a crise económica e financeira de 2008 ter afetado a natalidade nalguns países, a Dorel conseguiu equilibrar as vendas. “Em Portugal, no segmento médio, sentimos quebra. A solução foi apostar na gama alta da Quinny, que tem uma imagem muito forte cá e em Espanha. Resultou, porque os que têm dinheiro continuam a ter mesmo durante as crises”, revela Paulo Anjos."[Moi ici: Outra "receita" clássica deste blogue e que explica isto, quando se deixa de ser competitivo no preço uma PME só tem um caminho, subir na escala de valor, não o enterrar-se numa race-to-the-bottom,]
"people don’t have average interests"Pensei logo nesta ideia de 2010 "Mais uma sugestão de modelo de negócio".
"You don't go from a cost mindset to a value mindset overnight. It just doesn't happen after a one-day training. Trainings can plant a couple of seeds, but this is a massive and worthwhile undertaking. A lot of people don't necessarily get that message. Other people are skeptics and will fight any efforts to change the go-to-market approach, especially it times of uncertainty."Se fosse fácil não era para nós!
"Media then/media now.Como não recordar o que escrevo aqui há milhões de anos sobre as alternativas positivas para o futuro do jornalismo... e não passam pelo low-cost.
The main job of the media used to be about delivering content to its audience: filling the schedule for each channel, and matching the day parts of programming with the demographic profile. Whoever had the best content won the audience. Today the most important job of major media players is to provide a platform that enables the creation of content by us that we really want to see, hear and engage with, not the average stuff that was forced down our throats over the second half of the twentieth century.
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All of the new-media darlings are providing publishing platforms for fragmented and niche media content.
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How to live in niche land.
Even if we can’t own a platform, the play is still pretty clear: we have to provide niche content or curate the madness of the content deluge.
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The reason platforms have become so successful is because the evolution of the media has told us that people don’t have average interests. For example, when we go to the general store, we don’t buy general items, we buy specific items. When we engage with media, we’re not interested in general content, but specific content. And the breadth of what we want knows no boundaries.[Moi ici: Parágrafo dedicado ao @joaops e ao @CascataNC]
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Because there’s so much content, we need both content creators and content curators: those who make it and those who sort it. It’s something brands need to pay more attention to. While some brands are prepared to invest the long leads and compound effort to build a platform or channel of their own — such as Red Bull media — others lack the foresight, patience and willingness to invest the required resources. A valid angle of attack is to become the curator of all things good in a category, or the expert of the über niche. While it may seem like something of a sideshow, it can be both brandbuilding and profitable."
"Os jornais e os media tradicionais em geral, acossados pelos "chineses" da internet, responderam de forma errada querendo actuar como disruptores quando deviam ter apostado na diferenciação para servir os clientes underserved que continuariam a comprar jornais com melhores conteúdos."
"Scale and customer intimacy.Continuo a crer que os trade-off existirão e cada vez com mais força. Recordar "Tu não és meu irmão de sangue"
Some companies become synonymous with an era and help to define its characteristics. General Motors—the first company to create a multidivisional structure—exemplified the “professional management” era. GE, with its stock price rising nearly fortyfold under Jack Welch, typified the shareholder primacy era. Today, it is tech-based disrupters such as Google, Facebook, Tencent, Tesla, Alibaba and Amazon—as well more established companies like Vanguard, Starbucks, Haier and LEGO—that symbolize the emerging era. In their own ways, they each exemplify a new firm objective: to compete using the benefits of scale and the benefits of customer intimacy.
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This is a change from the past. A long-held central belief of strategy has been that you can be big and low cost, or you can be focused and differentiated—but not both. We have studied dozens of industries and found practically no correlation between scale leadership and leadership in customer advocacy. In fact, sometimes it’s an inverse relationship—that is, the bigger the firm is in its industry, the less likely it is to be the customer advocacy leader. But what if you could drive scale and experience and, at the same time, learn quickly what customers want and react to their changing preferences? Today, new technologies and analytic techniques are making it possible to minimize or eliminate the traditional trade-off.
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Underlying the historic trade-off between scale and intimacy is another very real tension—this one between size and speed. A constant throughout all eras, especially the professional management and shareholder primacy eras, was that scale matters—particularly scale relative to your competition. Relative market share, properly defined, was highly correlated with profitability and return on capital in most industries.
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For firms of the future, scale will still offer potential benefits. But the dynamics of scale are changing. First, it is now possible even for small firms to access the benefits of scale without owning assets or capabilities themselves. Amazon Web Services, Salesforce, Workday and ServiceNow are at the forefront of a new wave of cloud-based capabilities that others can rent for a price. Second, the importance of speed relative to scale has increased across multiple fronts: time to market, time to gather and learn from feedback, time to make and execute decisions. Speed is now essential to customer intimacy. If people in customer-facing roles can make quick decisions and continuously improve their products and services, they will outstrip competitors. Third, just as digital technology and changing consumer expectations are pushing organizations to raise their metabolic rate, size often gets in the way. Bain studies of organizational fitness reveal that companies with more than $25 billion in sales are more likely to be slower at decision making than their smaller competitors.
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The experience curve was an essential tool for realizing the benefits of size: With more scale and experience comes the opportunity to decrease your costs. But firms of the future will have to develop a new kind of experience curve, one that takes speed as well as scale into account. They will need metrics that track their metabolic rate. They will need systems of operation that allow teams to work quickly on a specific problem, solve it and move on, rather than staying trapped inside annual planning and activity cycles."
"1. The customer is always right — provided the customer is right for you. You have to decide which customers you want, and which you don’t. A customer who demands a level of service, a type of product, or a price that you aren’t willing to deliver is the wrong customer for you. Deciding which customers you are willing to engage with and what you are willing to do for them is a powerful exercise in defining your brand."Trecho retirado de "The Art of Customer Delight"
"a alta das taxas de juro, por exemplo. Li que Ferro Rodrigues considera (santo Deus) que a governação, o país, a geringonça, o PS e as muletas radicais do Executivo, nada tinham ver como este galope. Nada? Nada: as culpas são alheias e externas, claro está.[Moi ici: O fragilista em acção] Sendo certo que poderá haver causas exteriores, falta confessar – e assumir – o resto que é muito: fosse a governação dona de melhores e mais avisadas escolhas em vez de obsessivamente reverter toda a herança recebida, começando aliás por delapidá-la, e as taxas de juro não exibiriam agora os algarismos assustadores que aí estão. De resto lembro aqui o exemplo da Espanha (podia dar outros na Europa), onde as taxas de juro não sobem e o investimento é (escandalosamente!) maior.Trecho retirado de "O diabo é o Peneda"
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O pior é que muito provavelmente todos os “eles” responsáveis por este grande espectáculo de felicidade a crédito que é o nosso acreditam que Ferro sabe do que fala e tem razão no que diz."[Moi ici: Lembrei-me logo do comentador residente deste blogue o Mário Cortes]
"At its heart, service design is the bridge between strategy and customer experience. It is grounded in your company’s identity, capabilities, and chosen competitive path. It is activated when you rethink, reimagine, and re-create every stage and aspect of interaction between customers and your company, regardless of what is being sold and whether a transaction actually occurs. It succeeds when you delight the customers you have chosen to serve and advance your strategic goals at the same time.
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Great service is not a consequence of good intentions, attentive management, or a supportive culture. Service needs to be laid into the company’s keel, the way performance is built into a BMW or intuitiveness is designed into an iPad. If service isn’t built in, no amount of goodwill can deliver it reliably, and no effort can compensate for the lack of it. In fact, cause and effect are reversed: A company designed for service will naturally display the behaviors — the intention, attention, and culture — good customer experience requires."
"(1) what is more accessible in mind becomes more probable in action, and (2) this accessibility is influenced by the informational cues around us and by our raw associations to them."E comecei a relacioná-la com as empresas pouco ou nada habituadas a pensamento estratégico, pouco ou nada habituadas a relacionar o contexto de hoje com as eventuais repercussões no depois de amanhã. Empresas sempre apanhadas de surpresa ou sempre prontas a cair nos braços protectores pedo-mafiosos dos governos em busca de uma lei, um apoio, uma excepção para fazer face a uma mudança no mercado.
"“Neurons that fire together wire together.” In other words, parts of the brain that are continually activated together will physically associate with one another in the future. The more frequently a pattern of mental activity occurs in your mind, the more entrenched the associated neural pathway becomes in your brain, and the easier it becomes to follow that same pathway in the future — in fact, it can become totally automatic.Não está na altura da sua empresa começar a exercitar o pensamento estratégico? Talvez possamos ajudar.
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This process is loosely analogous to the way a powerful search engine works. When you search Google, for example, for a particular term or phrase, the software takes note. It also tracks the results that you click on and records your selection of the items presented to you. The next time you use the Google search engine, it will feature more prominently the terms and results that you chose before, because it is designed with the assumption that this is closer to what you want. You get more of what you’ve already looked for; the results in your future echo the choices of your past.
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In a somewhat similar way, your brain circuits are strengthened by the choices you make about where and how to focus your attention."
"So diagnoses that pronounce today’s fashions boring or the service at a particular retailer below par may be correct as far as they go, but they miss the bigger picture. If customers are spending less time, attention and income on your entire category, there’s simply less business to go around, even with no management missteps.
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It’s become a moralistic cliché to observe that consumers are choosing experiences over stuff, as though it’s a sign of superior character rather than material satiation. But the phenomenon is unmistakably real.
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Department stores weren’t always dull places to buy things less efficiently than you can online. In the early days, their wonders included elegant tearooms, suitable for ladies who’d never frequent saloons. Stores held concerts and fashion shows. They provided playgrounds and nurseries. They gave all sorts of lessons, from bicycle riding in the 1890s to bridge and mah-jongg decades later. They displayed original artworks. In many and varied ways, they wrapped their goods, many of them themselves new and exotic, in experiences. “One came now less to purchase a particular article than simply to visit, buying in the process because it was part of the excitement, part of an experience that added another dimension to life,” writes the historian Michael B. Miller in Bon Marché: Bourgeois Culture and the Department Store, 1869–1920.
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Over the course of the 20th century, the wonder disappeared. The fun lay simply in taking a new purchase home, a trend intensified by the rise of discounters in the 1960s and ’70s and big-box stores in the 1980s and ’90s. Today’s turn toward experiences doesn’t just pose a challenge to brick-and-mortar stores. It offers them an opportunity.
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For retailers and their landlords, the future lies in giving customers a place to socialize and learn. Spending time with friends, meeting new people, and acquiring hands-on skills aren’t as enjoyable online. The challenge today is to recreate the old excitement for a new era, selling not exotic merchandise and unfamiliar culture but the pleasures of human contact and physical presence."
"Senti-me no dever de partilhar, naquilo que é mais um exemplo fantástico do que se apregoa neste blog. É inspirador ver as peças a encaixarem-se todas: história, ideia, valor, qualidade, customização, identidade, ligação, small global business...Este trecho:
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E isto tudo sem o bafo governamental ou um tostão subsidiado."
"“Comecei a fazer testes com amigos e a apostar nas vendas na internet”, conta. Lançou sozinho uma campanha de crowdfunding, onde reuniu dois mil euros. Mas só em 2016 é que arrancou “a sério”, como diz. Fez contactos com bloggers, fotógrafos. Um amigo fez o site e outro o logótipo. Em troca, receberam um par de botas que custam, na loja online, 150 euros. [Moi ici: Every laptop is a corporation]Basta sonhar e experimentar.
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Registou ainda a marca nos Estados Unidos da América e no Japão.
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Em pouco tempo, começaram a surgir clientes na Nova Zelândia, México, EUA, Alemanha e Austrália. “Vendemos mais lá fora do que aqui”, diz, avançando que apenas 8% da faturação das Swain é em Portugal, os restantes 92% vêm de fora. “Só graças ao Facebook, Linkedin e Instagram”, refere. Mas já recebeu contactos para levar as Swain para outras paragens. “Um empresário francês comprou-as na ‘net’, gostou e agora quer pô-las à venda num retail em Paris.”
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Rodrigo Mendes já perdeu a conta aos contactos de bloggers e motoqueiros a pedirem para divulgar o produto nas suas páginas. Até surgem pedidos peculiares. “Tivemos uma encomenda de um finlandês que adorava [as botas] e queria um par número 48."
"Nem a embalagem foi descurada. O empresário apostou numa caixa especial para o transporte do produto. “Umas botas desta qualidade não podem ir num embrulho normal”, justifica. Porquê? “Pela ligação à terra, ao avô Mendes e a preocupação com o ambiente.” Por isso, desenhou uma caixa de madeira a quem os clientes podem dar outra utilização."
"O eleitorado tem sempre razão. Mas isso não significa que o eleitorado saiba qual é a razão que tem. Os eleitores escolhem entre as propostas partidárias que lhes são apresentadas, mas também escolhem em função do que foi a sua experiência anterior. Contudo, o eleitorado não tem capacidade para avaliar a consistência dos programas, nem tem critérios para escolher os melhores políticos. A democracia não sabe como escolher os melhores, só sabe como afastar os que falham sem ter de usar a violência. Quando o eleitorado erra na escolha, emenda na próxima oportunidade eleitoral - o eleitorado tem sempre razão: ao oferecer a oportunidade às impossibilidades, expõe os incapazes.Trecho retirado de "Temos o eleitorado que merecemos"
A política não se esgota nas eleições, estas apenas estabelecem a legitimidade."
"maximization as a concept just isn’t interesting to me. I don’t care about maximization. Not maximization of profit, revenue, people, reach, productivity, etc. Not interesting.Como não recordar a lição dos nabateus.
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I feel like this makes me an outcast in the business world. Part of the minority, the ones who simply “don’t get how it works”.
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I get how it works. I just don’t care. I’m not interested in squeezing something so tight that I get every last drop. I don’t want, need, or care about every last drop. Those last drops usually don’t taste as good anyway. My thirst is usually well quenched far before that final drop.
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Am I interested in increasing profits? Yes. Revenues? Yes? Being more productive? Yes. Making our products easier, faster, and more useful? Yes. Making our customers and employees happier? Yes, absolutely. Do I love iterating and improving? Yes sir.
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Do I want to make things better? All the time. But do I want to maximize “betterness”? No thanks."
"a procissão, verdadeiramente, ainda não saiu do adro"Agora, perante a mesma realidade encontro este outro título "Metalomecânica e têxteis já estão a sofrer com impacto do Brexit". Neste último artigo leio:
"Em declarações ao Negócios, Rafael Campos Pereira, vice-presidente da AIMMAP (Associação dos Industriais Metalúrgicos, Metalomecânicos e Afins de Portugal) contou que o mercado britânico pesava entre 10% e 12% das exportações anuais do sector e "estava em crescimento constante". Mas no passado mês de Novembro a tendência inverteu-se. "O mercado caiu 10% face a igual período de 2015."No primeiro artigo li:
"A relevância das ilhas britânicas para o sector da metalurgia e da metalomecânica está a aumentar, sem que a anunciada saída do Reino Unido do mercado único europeu pareça, por enquanto, ter trazido algum tipo de impacto ao sector. “Às vezes parece que antes pelo contrário”, resumiu, ao PÚBLICO, Rafael Campos Pereira, Vice-Presidente da Associação dos Industriais Metalúrgicos Metalomecânicos e Afins de Portugal (AIMMAP).O que é que isto significa?
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As exportações para o Reino Unido ultrapassaram os 1,17 milhões de euros em 2015, e os dados que já existem de 2016, e que se referem aos meses de Janeiro a Outubro, mostram que a taxa de crescimento está perto dos 20%."
"Bad Habit #7: Obsession of competitor rather than customersRecordar os que passam a vida a ver passar motards em vez de se concentrarem e ganharem estão sempre a perder, qual Dick dastardly.
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Unfortunately, many companies are more obsessed by their competition than their customers. Your customers are far more important than your competitors. Your (potential new) customers contain the evidence your organization needs to validate or invalidate new business ideas and potential growth engines. That doesn’t mean you should completely ignore the competition. After all, business models and value propositions aren’t designed in a vacuum. However, competitors should not be your primary focus.
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Remedy: Obsess over your customers first when developing and testing new value propositions, business models, and growth engines. As a secondary: evaluate how these new ideas perform in the competitive landscape."
"the most critical factor constraining banks after the financial crisis was not external at all. It was the banks’ own strategy. When they took steps to become coherent, they began to recover and thrive.
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We found a strong correlation between strategic coherence, performance, and recovery."
"Em Portugal, radicais e radicalizados estão no poder.
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Queriam acabar com a austeridade, rever a relação com a Europa. Mas o que fazem, de facto, é outra coisa: aproveitar a assistência financeira do BCE para distribuir rendas por grupos de dependentes do Estado, com os quais esperam cerzir uma “base social de apoio”. Assim se está a transformar o Estado social num Estado clientelar, isto é, num Estado onde os serviços públicos são menos importantes do que o emprego público.
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Mas como os juros sobem, a oligarquia parece empenhada em que não haja nenhuma alternativa dentro do país que possa começar a gerar pressão sobre o governo. Daí a conveniência de desestruturar e desmoralizar a oposição, forçando-a a lidar, sob o charivari da oligarquia político-mediática, com a perspectiva de compromissos vexantes, como neste caso.
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só Passos Coelho dá neste momento forma de oposição aos partidos parlamentares à direita do PS. Sem Passos, seria o caos à direita. Toda a classe política acabaria diluída numa sopa da pedra que António Costa poderia mexer à vontade com a sua colher orçamental. Mas isso também significaria que, quando mudarem as circunstâncias externas que agora permitem o défice e a dívida, não só o país não estaria preparado para viver de outro modo, mas também não haveria uma alternativa organizada dentro do regime. A oligarquia, porém, não quer saber disso."
"The recognition that pre-suasive associations are manufacturable can lead us to much personal profit, even if we are not savvy advertising copywriters or renowned Russian scientists [Pavlov]. From time to time we all set objectives for ourselves, targets to hit, standards to meet and exceed. But too often, our hopes go unrealized as we fail to reach the goals. There’s a well-studied reason for the difficulty: although generating an intention is important, that process alone isn’t enough to get us to take all the steps necessary to achieve a goal. Within health, for instance, we translate our good intentions into any type of active step only about half the time. The disappointing success rates have been traced to a pair of failings. First, besides sometimes forgetting about an intention—let’s say, to exercise more—we frequently don’t recognize opportune moments or circumstances for healthy behaviors, such as taking the stairs rather than the elevator. Second, we are often derailed from goal strivings by factors —such as especially busy days—that distract us from our purpose. Fortunately, there is a category of strategic self-statements that can overcome these problems pre-suasively. The statements have various names in scholarly usage, but I’m going to call them if/when-then plans. They are designed to help us achieve a goal by readying us (1) to register certain cues in settings where we can further our goal, and (2) to take an appropriate action spurred by the cues and consistent with the goal. Let’s say that we aim to lose weight. An if/when-then plan might be “If/when, after my business lunches, the server asks if I’d like to have dessert, then I will order mint tea.”
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Additionally impressive is the extent to which if/when-then plans are superior to simple intention statements or action plans such as “I intend to lose five pounds this month” or “I plan to lose weight by cutting down on sweets.” Merely stating an intention to reach a goal or even forming an ordinary action plan is considerably less likely to succeed. There are good reasons for the superiority of if/when-then plans: the specific sequencing of elements within the plans can help us defeat the traditional enemies of goal achievement. The “if/when-then” wording is designed to put us on high alert for a particular time or circumstance when a productive action could be performed. We become prepared, first, to notice the favorable time or circumstance and, second, to associate it automatically and directly with desired conduct. Noteworthy is the self-tailored nature of this pre-suasive process. We get to install in ourselves heightened vigilance for certain cues that we have targeted previously, and we get to employ a strong association that we have constructed previously between those cues and a beneficial step toward our goal."
"Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly.Leio isto e recordo:
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processes are a critical part of the unspoken culture of an organization. They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied.
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Unlike resources, which are easily measured, processes can’t be seen on a balance sheet. If a company has strong processes in place, managers have flexibility about which employees they put on which assignments— because the process will work regardless of who performs it.
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Putting Jobs to Be Done at the center of your process changes everything about what an organization optimizes for.
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the right job spec leads to the right processes that will generate the right data to know “How are we doing?” Jobs Theory focuses you on helping your customers do their jobs, rather than narrow internally measured efficiencies."
"Bigger than the internet: 3D printing...
Given that we’ve lived through global network formation, we need to open our minds about what 3D printing will do. It’s changed everything in our physical, human-created world. It’s created a fragmentation of the production process to the point where significant parts of human output are decentralised permanently.
In this sense our world becomes one, where everything is information, where knowledge is converted into actual objects and where the internet crosses the chasm from the virtual into the physical.
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The fact that this part of the revolution is physical puts it directly into the ‘bigger than the internet’ category. All the web has done so far is change information distribution; that is, shift how we get data. Once we shift how we make things it starts to impact where and how we live as much as the industrial revolution did to the agricultural age. It affects what we can make. It affects what everyone owns because they will own their own version of everything. It affects significantly how people and companies will make money.
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If you stop and take a look around the room you’re in right now you’ll notice that the number of widgets that come from factories is astounding. These kinds of widget will very soon be made in the home. But isn’t that the point? Who would want to own anything that’s designed for the masses when we can have a bespoke version and make our own tweaks.
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We know we’re living through a change that’s human centric and giving the power back to the people. [Moi ici: Reparem bem na afirmação "change that’s human centric" e comparem com os receios do mainstream, o medo da automatização, o medo do desemprego em massa, o medo da ascensão dos robots. O que defendemos aqui? Que a explosão de tribos em Mongo tornará muita da automatização incapaz de lidar com a customização. A interacção e a necessidade da proximidade para a co-criação requererão empresas mais pequenas e ... "every laptop will be a corporation"] The accumulation of these ingredients leads to a rapid penetration of technology. We already believe. We just need to be informed of what 3D printing can do for us.
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It’s clear that technology is disrupting industry and breaking down almost everything that was once mass. Just as large media has had to learn to share the stage with citizen journalism, the factory will soon be sharing the market with digital craftspeople operating out of their home. Desktop publishing is about to be joined by desktop manufacturing."
"Celbi troca mercados maduros por nichos de valorSe há uma aposta em nichos de valor... como é que se começa logo a falar em eficiência produtiva?
Carlos Van Zeller, administrador da Celbi, explica como o grupo vai conseguir aumentar a eficiência produtiva."
"As contas de 2016 ainda estão por fechar, mas depois de 2015 ter sido o melhor ano de sempre em termos de exportações (com o sector a ultrapassar os 14,5 mil milhões de euros, o que corresponde a 31% do valor total das exportações da indústria transformadora nacional), as perspectivas são animadoras.Taxas de crescimento muito boas para mercados competitivos e exigentes.
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As exportações para o Reino Unido ultrapassaram os 1,17 milhões de euros em 2015, e os dados que já existem de 2016, e que se referem aos meses de Janeiro a Outubro, mostram que a taxa de crescimento está perto dos 20%. Já para a Alemanha estão a descer (apesar de se manter como o mercado mais relevante). As exportações para França e Espanha continuam com taxas de crescimento, mas mais modestas: respectivamente, 9% e 6,6%."
"Alan told me that just prior to taking any standardized exam, he’d spend systematic time “getting psyched up” for it.Como não relacionar este último sublinhado com "The Stretch Goal Paradox" ou com as empresas e empresários que se refugiam no papel de coitadinhos e aspiram a protecção da parte do Estado contra os maus que andam a seduzir os clientes a que elas têm direito. Quanto mais barulho menos autoconfiança nas suas capacidades.
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He didn’t take up the minutes before the exam room doors opened as I always had: notes in hand, trying to cram every piece of information I was unsteady about into my brain. He knew, he said, that focusing on material that was still vexing him would only elevate his anxieties. Instead, he spent that crucial time consciously calming his fears and simultaneously building his confidence by reviewing his past academic successes and enumerating his genuine strengths. Much of his test-taking prowess, he was convinced, stemmed from the resultant combination of diminished fear and bolstered confidence: “You can’t think straight when you’re scared,” he reminded me, “plus, you’re much more persistent when you’re confident in your abilities.”"
"Over the past year, technology and sharing economy start-ups have continued their disruption of traditional industries
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Disrupter: 3D printers
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Industry threatened: Small component manufacturers and distributors
Reason why: Growing use of on-site 3D printing to make parts
Any concertgoer knows it is easier to print tickets than pick them up or hope they arrive in the post, writes Patrick McGee. Businesses will soon realise the same applies to spare parts, equipment and electronics.
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The explosion of 3D printers is expected to shake up entire supply chains, allowing companies to print much of what they need rather than order it, often from overseas.
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At the Munich show Electronica in November, Israeli start-up Nano Dimension showed how 3D printing would go well beyond making simple parts. The company’s desktop-sized Dragonfly printer can create multilayer printed circuit boards — the film-like boards found in smartphones and computers that allow signals and power to be transmitted.
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Amit Dror, chief executive, says the 3D printing of circuit boards would boost the research and development process for prototypes, allowing electronics companies to bring new products to market faster.
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“We think 3D printing will play a key role in changing the way the world designs and manufactures.”
Scott @profgalloway at #DLD17: We don't need 3D printing, we have something called China.— Anna Steiner (@EcoImQuadrat) January 16, 2017
"em 2016 as taxas de juro da dívida pública foram as únicas da zona euro a subir? E que hoje pagamos quase o triplo do que pagávamos na primavera de 2015? E que esse aumento nas taxas de juro representa, face à dívida emitida no último ano, mais 200 M€/ano em juros? E que nos próximos 10 anos, esse encargo adicional de juros da dívida contraída no último ano, representa 1,8 mil M€?Trechos retirados de "Quanto nos custa a Geringonça?"
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Desde o final de 2015 que as taxas de juro portuguesas têm tido um motivo divergente das restantes dívidas públicas na zona euro. Embora os valores estejam historicamente baixos, isso resulta de dois efeitos. Primeiro, uma política monetária agressiva por parte do BCE, que tem mantido as taxas de juro cerca de dois pontos percentuais, abaixo do seu valor de mercado. Segundo, esta política do BCE resulta naturalmente de um contexto de inflação próxima de zero.
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Portugal é o único país da zona euro em que as taxas subiram em 2016.
Desta forma, enquanto no verão de 2015 tínhamos uma taxa a 10 anos que rondava os 1,5%, desde 2016 que a taxa tem estado acima dos 3% (mais do dobro, portanto). E agora acima dos 4% representa quase o triplo."
"Indeed, people can’t help but impose the letter B or the number 13 on the messiness of life. “Where does confirmation bias come from? Confirmation bias comes from when you have an interpretation, and you adopt it, and then, top down, you force everything to fit that interpretation,” Kahneman says. “That’s a process that we know occurs in perception that resolves ambiguity, and it’s highly plausible that a similar process occurs in thinking.” Which is precisely why you — or a president — shouldn’t trust everything you think. Unfortunately, the more powerful you are, the more you believe your own thoughts."Trecho retirado de "Kahneman: Your Cognitive Biases Act Like Optical Illusions"
"Macy’s has said that it has too many stores, in too many underperforming locations. It’s closing 100, and no one should be surprised if that number grows in future years.É como o erro humano, a culpa é dos clientes, algo que nos absolve de nos responsabilizarmos nós mesmos pelo que nos acontece.
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Macy’s has also blamed what it calls “changing customer behavior.” That’s code for the rise of Amazon.com and the adoption of e-commerce shopping in general. It’s also the idea that a new generation is spending more money on experiences over physical goods.
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But while Amazon has certainly had a hand in Macy’s struggles — and we’ll get back to this in a bit — Macy’s should look within, first, for the cause of its current predicament.
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Prior to the rise of e-commerce, Macy’s could get away with some of this. But you can now buy the same stuff in lots of places — whether from Amazon or a brand’s own website. Comparing prices has gotten infinitely easier, too.
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[Moi ici: Recordar as fiambreiras e Bruce Jenner] In stores, it’s trying to go upmarket and downmarket at the same time. [Moi ici: Pois ... stuck-in-the-middle]
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It announced a new store concept in 2015 called Macy’s Backstage, an off-price outlet meant to compete with popular discount retailers like T.J. Maxx, Nordstrom Rack and Marshalls.
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At the same time, Macy’s said in 2015 that it was going to add upscale merchandise to its top 150 stores. Being in the middle is tough.
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The middle is definitely tougher with Amazon aiming directly for your business — what with a huge, and growing, selection of clothes and accessories and plans to build a bunch of its own brands in-house. By some estimates, Amazon will pass Macy’s in clothing sales this year.
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The bottom line, however, is that Macy’s stores, by and large, have looked and felt the same forever. And in digital, Macy’s has long been on the defensive."
"Digitization makes it easier for smaller firms and startups to participate in the global economy. By joining e-commerce marketplaces, individuals and small companies can reach a critical mass of global customers. Sellers on eBay, for example, can sign up to be featured on eBay sites in other countries, join a global shipping program, and clear transactions with PayPal. Today there are some 50 million small and medium-size enterprises worldwide on Facebook, a number that has doubled from two years ago.Trechos retirados de "We Can’t Undo Globalization, but We Can Improve It"
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That leaves the question of how to help those hurt by trade and globalization. Too often we talk about retraining as a panacea; we need to do much more. We need to reinvest in dislocated communities, lower the costs and barriers to trade, match smaller firms with foreign markets, match communities with foreign investors, ensure unfettered access to cross-border digital platforms, provide greater safety net measures"
"The moral of the story is that when you are lost, any old map will do. The story demonstrates very clearly that it is what people do when they are uncertain that is important, rather than what they plan. By analogy, strategic plans function a lot like maps in which the crucial factor is not the map (or strategy) but the fact that you have something which will get you started on a path to the future. Once people begin to act (enactment), they generate tangible outcomes (cues) in some context (social) and that helps them discover (retrospect) what is occurring (ongoing), what needs to be explained (plausibility) and what should be done next (identity enhancement)." (fonte)Ou:
"Strategic plans are a lot like maps. They animate people and they orient people. Once people begin to act, they generate tangible outcomes in some context, and this helps them discover what is occurring, what needs to be explained, and what should be done next. Managers keep forgetting that it is what they do, not what they plan that explains their success. They keep giving credit to the wrong thing – namely, the plan – and having made this error, they then spend more time planning and less time acting. They are astonished when more planning improves nothing.” (fonte)
"Business leaders and their p.r. advisers are holding a festival of spin on the subject of jobs,Como não recordar Viktor Frankl: as pessoas mais felizes são as que não elegem a felicidade como um objectivo. A felicidade decorre naturalmente como consequência de um outro propósito.
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There’s no harm in any of this, except in one way: Repetition of the theme could lead to a widely accepted view that the economy’s purpose is to create jobs. It isn’t. That sounds heartless, but jobs are a byproduct of economic growth, not the end product, and remembering that reality is, ironically, crucial to more people having better jobs.
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Let’s hope that, in proclaiming their growing U.S. employment, they can avoid suggesting it’s the reason for their existence. The paradoxical reality is that they’ll create more and better jobs by not focusing on creating jobs."
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