"Pain is more potent than pleasure, and anxiety more than hope."Ao ler esta ideia, relacionada com a aversão à perda, fiz logo a ponte para o diagrama de forças e:
"This was a major problem for the company, not just because of maintenance and lost time, but also in terms of the quality of the product. They needed to come up with a superior nozzle. Fast. And so they turned to their crack team of mathematicians. Unilever, even back then, was a rich company, so it could afford the brightest and best. These were not just ordinary mathematicians, but experts in high-pressure systems, fluid dynamics, and other aspects of chemical analysis. They had special grounding in the physics of “phase transition”: the processes governing the transformation of matter from one state (liquid) to another (gas or solid). These mathematicians were what we today might call “intelligent designers.” These are the kind of people we generally turn to when we need to solve problems, whether business, technical, or political: get the right people, with the right training, to come up with the optimal plan.Lembrem-se do desfile.
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They delved ever deeper into the problems of phase transition, and derived sophisticated equations. They held meetings and seminars. And, after a long period of study, they came up with a new design. You have probably guessed what is coming: it didn’t work. It kept blocking. The powder granularity remained inconsistent. It was inefficient. Almost in desperation, Unilever turned to its team of biologists. These people had little understanding of fluid dynamics. They would not have known a phase transition if it had jumped up and bitten them. But they had something more valuable: a profound understanding of the relationship between failure and success. They took ten copies of the nozzle and applied small changes to each one, and then subjected them to failure by testing them. “Some nozzles were longer, some shorter, some had a bigger or smaller hole, maybe a few grooves on the inside,” Jones says. “But one of them improved a very small amount on the original, perhaps by just one or two percent.” They then took the “winning” nozzle and created ten slightly different copies, and repeated the process. They then repeated it again, and again. After 45 generations and 449 ‘failures,’ they had a nozzle that was outstanding. It worked “many times better than the original.” Progress had been delivered not through a beautifully constructed master plan (there was no plan), but by rapid interaction with the world. A single, outstanding nozzle was discovered as a consequence of testing, and discarding, 449 failures."
""It's not what you don't know that kills you," Mark Twain famously said, "it's what you know for sure that ain't true" and that's the real innovator's dilemma. Innovation, necessarily, is about the future, but all we can really know is about the past and some of the present. Innovation is always a balancing act of staying true to your vision and re-examining your assumptions.Trechos retirados de "Innovation Isn't About What You Know, But What You Don't"
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Innovation is always about the future and the future, especially with regard to technology, is often uncertain.
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Lean startup guru Steve Blank likes to say that "no business plan survives first contact with a customer." It's one of those quotes that's constantly repeated because it's so obviously true to anyone who has ever launched a product. We can analyze surveys till we're blue in the face, but we really don't know what will happen until we see something hit the market.
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If you went to an investor and said you wanted to start a business but did not have any idea about the technology, the customer or the competitive environment, you probably wouldn't get very far. Nevertheless, that's exactly how every business starts. You have some assumptions, many of which will be proven wrong and you will have to adapt. [Moi ici: Por causa disto é que considero de uma imprudência alarmante isto e isto]
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Unfortunately, an idea can never be validated backwards, only forwards, so we have no real way of knowing what's viable until we actually give it a shot. That's why the ones that succeed learn how to test new ideas, see what happens and learn until they find something that really works. Innovation is never about what you know, but what you don't."
"Here’s a straightforward initial idea: rules should not be multiplied beyond necessity. Alternatively stated, bad laws drive out respect for good laws."
"When charged with acquiring new business, the natural and essential first questions are: “Where is the business going to come from?” and “Who should I be pursuing?” If we are putting together a prospecting and new business development sales attack, we need to know where to go and whom to target. That’s why selecting targets is the first step in the process. Quite simply, we can’t prospect if we don’t know who the prospects are.
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Most salespeople spend the majority of their time in reactive mode responding to potential opportunities that come their way. The need for a defined list of target accounts does not register because, honestly, they are not targeting anyone. However, the proactive new business hunter requires a strategically selected list of appropriate target accounts in order to launch the attack.
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Selecting Target Accounts Is a Rare Opportunity to Be Strategic.
It’s surprising how often senior executives or even first-line sales managers take for granted that their people are working the right accounts. Choosing our target accounts, which effectively also means choosing how we should be investing our time, is one of the few truly strategic things we do in sales. ... Choosing the accounts on which we’ll focus our proactive energy provides a rare opportunity to step back from the daily grind and ask the important, big-picture questions.
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Who are our best customers? What are their common characteristics? What do their businesses “look, smell, and feel” like? Where are they located? Are they a particular size (e.g., in terms of revenue) or in certain vertical markets or niches where we have a higher rate of success? Where can we find potential customers with similar profiles?Does our best chance for new business lie within our current portfolio of existing customers? How should we rank those current accounts and then segment our focus across various types of customers, based on growth potential? How much of our time should be allocated to account penetration, to prospecting, to working referral sources? Are there certain competitor’s accounts that make sense to attack?
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These are all highly significant and strategic questions, and I advocate the involvement of senior leadership in the decisions. The sales-person is entitled to input from management to ensure there’s strategic alignment between the business and the sales effort, and management should certainly have a keen interest in how the sales organization is investing its time.
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Even the best talent will fail if too much time is wasted attacking the wrong targets."
"Organizations that need to adopt different personas often get into trouble."Talvez por isso tenha sorrido ao ler "Honey, Pick Up Some Milk From the GOP Store" e pensado logo no problema das estruturas gigantes, condenadas à suckiness por causa dos volumes e incapazes de tomarem decisões que criem inimigos.
"The battle between Goliath retailers and independent brands has been underway for a while. But with companies like Amazon and Walmart only expanding their reach, Leavitt predicts indie brands will start to struggle to sell their own products direct-to-consumers."
Companies can’t innovate NOT because they lack ideas or smart people.— Alex Osterwalder🇨🇭 (@AlexOsterwalder) March 2, 2018
They can't innovate because innovators have to explore ideas within the culture, processes, and incentive system of execution.
You can’t cost-cut yourself to growth. It requires exploration!
Sempre que leio algo deste género recuo a 2006/2007 e a "You cannot shrink to greatness".
"You can’t cost-cut yourself to growth."
"We all know the feeling: what matters to us when buying something is not necessarily the same as what our partners, friends, colleagues or even total strangers emphasize when looking for the same product. Customers and consumers are not all alike. What value we get from a product is unique to us. While this is old wisdom, we still see that many businesses still take the same price across all customers.Ontem tive esta conversa numa empresa. Perguntaram-me:
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If someone is willing to pay more for a product or service, because she gets more value out of than the other person, then why not find a way to charge such a higher price? It is true that in some countries, price discrimination where you charge different prices to different customers for the exact same product is illegal. But charging different prices for products that are also differentiated according to the value they bring, is always legal."
- Agora que nos vai conhecendo, diga-nos sinceramente o que pensa de nós?Disse-lhes que os achava um diamante em bruto com um potencial muito grande se:
- Mas às vezes competimos com empresas que fabricam produtos sem marcação CE e, por isso, podem ser mais competitivas no preço.Disse-lhes o que costumo responder quando um cliente me diz que a sua concorrência está a fazer malandrice para ganhar um negócio. Se o vosso cliente aceita a entrada de máquinas nas suas instalações sem a marcação CE então é porque não é, ainda, o cliente adequado para vocês, ou ainda não chegou lá, ou nunca lá chegará. Ou então, não estão a fazer o trabalho certo de o elucidar sobre como a vossa oferta lhes facilitará a vida.
""Se a conjuntura explicasse tudo, a aceleração não seria apenas em Portugal, seria um fenómeno europeu e isso não é a realidade", acrescentou."Palavras proferidas pelo ministro da Economia a 30 de Maio de 2017, para suportar a ideia de que Portugal era um oásis.
"É uma constante em toda a União Europeia: são muitos os Estados-membros que registaram em 2017 o maior crescimento da última década. Em Portugal, o marco remonta a 2000. No ano passado todos os países da UE registaram crescimento económico. Uns mais do que outros: a Irlanda e a Roménia lideram a tabela enquanto Grécia e Itália estão no fundo. Portugal foi o nono Estado-membro que menos cresceu, à frente da Alemanha, França ou Reino Unido."Já agora, há anos que não percebo porque fazem esta comparação:
"Por outro lado, Portugal registou um melhor crescimento económico em 2017 do que as principais economias da União Europeia. Entre essas, a Itália foi a que menos cresceu (1,5%), seguida do Reino Unido (1,7%), França (2%) e Alemanha (2,2%). Portugal ficou também acima de países nórdicos como a Dinamarca (2,1%) ou a Suécia (2,4%)."As principais economias da União Europeia crescem sempre menos que as economias da Europa de Leste. Assim, vamos paulatinamente sendo ultrapassados na criação de riqueza per capita por esses países, enquanto que por cá, governos de esquerda e de direita se enganam, e enganam-nos, ao compararem o crescimento do PIB com a média da União Europeia.
"As exportações dos vinhos do Alentejo aumentaram quase 12% em valor e 2,3% em quantidade em 2017, enquanto o preço médio cresceu mais de 9%, em comparação com 2016, revelou hoje a Comissão Vitivinícola Regional Alentejana (CVRA)."Trecho retirado de "Exportação dos vinhos do Alentejo sobe 12% em valor em 2017"
"Customers who define narrow, specific needs tend to focus primarily on price because there are often a number of competitors who can meet those needs … so they will treat your offering as a commodity. Your reps have to know how to get the customer to appreciate a bigger picture:[Moi ici: Recordar "resourceness is not an intrinsic characteristic of a resource, but is a socially constructed and institutionalized phenomenon"] the bigger the perceived need, the more urgency the customers will have to buy and the more they will focus on value-drivers, not just price.
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Customers go through predictable steps when making a buying decision. To sell value, the rep must be able to understand and support that process. What are the steps? What are decision makers typically involved? What role does each type of decision maker play in the process? At what points in the process does each decision maker get involved? And, most importantly, how can the rep make contact with each of these decision makers?
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Value-based selling only occurs when the customer is looking at factors other than price. That means your reps have to become adept at knowing what specific features of your offerings represent strong positive differentiators. On the flipside, they also need to know differentiators where your competitors have the advantage. They must know how to emphasize the former and downplay or counteract the latter."
"If we're committed to proactively going after new business, then we must have a clear picture of the customers we're targeting. It's challenging, to say the least, to pursue something if you do not know in which direction to head. Therefore, selecting targets is the first piece of the puzzle and first aspect of our new business framework.
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When attacking targets, it really helps when we're able to create and deploy the necessary weapons. There's an entire arsenal of weapons available to the salesperson. Not only must we be armed, but it's critical that we become proficient firing those weapons at selected targets.
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Finally, we come to planning and executing the attack. I like to say that it's all academic unless you actually take the field. Selecting the right targets and possessing the appropriate weapons are meaningless unless we get into action. Remember: SALES IS A VERB. Planning our sales attack forces us to have discipline and to take a hard look at our calendars. We need to declare what weapons we'll be shooting at which targets, and when. And then we must do it, monitoring and measuring our activity along the way.
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- Poor target selection or lack of focus on selected targets
- Lame sales weapons or lack of proficiency deploying weapons
Truth be told, most sales teams struggle with more than one of these three issues.
- Inadequate planning or lack of execution of the plan
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However, there are a few critical assumptions that accompany my declaration. Yes, assuming can be dangerous, but in order to help fix a sales problem, we need be assured it's a sales problem. I guarantee that the sales problem lies in one or more of those New Sales Driver categories, assuming:
- The business has a clear strategy, a defined place in the market, and there is demand for its offering.
- The sales compensation plan is not working against the desired sales effort.
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- The sales talent would at least qualify as "average."
Those are not outlandish assumptions. Said simply: The business knows what it is and where it is going; the pricing model makes sense based on the value delivered; the compensation plan is not incenting salespeople not to sell; and the person or people in question would rate as a B- or better."
"The command-and-control type of management taught in business schools — and how it is subsequently applied when graduates leave to work in companies — has changed little over the past few decades.Não é fácil, nem há receitas únicas.
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What these and other companies need in today’s environment are models that enable managers to be flexible, delegate decision-making and experiment without fear of failure. This allows companies to be more agile than their competitors and to react quickly to change."
"Sobre a economia partilhada, Lutz Walter, secretário-geral da plataforma ETP da Euratex, trouxe exemplos de gigantes como a Uber e o Airbnb para mostrar que a indústria têxtil não pode escapar a esta tendência. «Por exemplo, a taxa de utilização de um carro é 8%, tal como de uma casa de férias e os sapatos de homem é de 5%. Porque é que temos tantos sapatos? E roupa?», questionou na defesa da eficiência que pauta as escolhas profissionais mas não as pessoais. A resposta parece estar nos serviços de aluguer de vestuário, cada vez mais na crista da onda."Imaginem o impacte desta evolução nos modelos de negócio de tantas empresas.
"the paper conceptualizes a resource not as a substance or thing, but rather as an abstraction that describes the function that a substance or idea contributes to achieve a desired end. Hence, to integrate resources, resource-integrating actors must first be able to recognize the resourceness of the potential resources available to him/her. Therefore, the process of affording potential resources their resourceness becomes a prerequisite for resource integration and value cocreation. For this reason, a deeper understanding of resources is critical for the further development of S- D logic and its service ecosystems perspective.
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The basic argument of the paper is that resourceness is not an intrinsic characteristic of a resource, but is a socially constructed and institutionalized phenomenon
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S-D logic’s systemic view on value creation posits that for value to emerge, resources from multiple sources must be integrated. Hence, value is cocreated among multiple actors who potentially possess institutional arrangements that differ in terms of the included practices, symbols, and organizing principles that enable and constrain resource integration. Resource integration, therefore, takes place in the complex, multidimensional, and dynamic context of service ecosystems composed of multiple institutional arrangements.
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‘resourceness’ is inseparable from the complex institutional context in which it arises. When connected to this omnipresent process of potential resources gaining their ‘resourceness,’ the institutional approach demonstrates its applicability to a wide range of social phenomena. This conceptualization reveals the need for more holistic, systemic, and multidisciplinary perspectives on understanding the profound implications of the process of resources ‘becoming’ in value cocreation, innovation, and market evolution."
"In fact, getting an MBA has never been a more popular career path. The number of MBAs graduating from America’s business schools has skyrocketed since the 1980s. But over that time, the health of American business has decreased by many metrics: corporate R&D spending, new business creation, productivity, and the level of public trust in business in general.Pois:
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There are many reasons for this, but one key factor is that the basic training that future business leaders in this country receive is dictated not by the needs of Main Street but by those of Wall Street. With very few exceptions, MBA education today is basically an education in finance, not business—a major distinction.
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most top MBA programs in the United States still teach standard “markets know best” efficiency theory and preach that share price is the best representation of a firm’s underlying value, glossing over the fact that the markets tend to brutalize firms for long-term investment and reward them for short-term paybacks to investors.
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Business schools by and large teach an extremely limited notion of “value,” and of who corporate stakeholders are.
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“anyone can teach you how to read a P&L [profit-and-loss statement] or value a derivative; those kinds of things have become commoditized.” The bigger challenge is to teach America’s future business leaders how to be curious, humane, and moral; how to think outside the box about problems like funding the research for a new blockbuster drug. And how to be strong enough to stand up to Wall Street when it demands the opposite.
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“The techniques, if you read the Harvard Business School cases, they are all about finding efficiencies, cost optimization, reducing your [product] assortment, buying out competitors, improving logistics, getting rid of too many warehouses, or putting in more warehouses. [Moi ici: CV de encalhado da tríade que anda de braço dado com a mentalidade gringa] It’s all words, and then there’s a sea of numbers, and you read it all and analyze your way through this batch of charts and numbers, and then you figure out the silver bullet: the problem is X. And you’re then considered brilliant.”
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Many of America’s iconic business leaders believe an MBA degree makes you less equipped to run a business well for the long term, particularly in high-growth, innovation-driven industries like pharmaceuticals or technology, which depend on leaders who are willing to invest in the future.
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MBAs are everywhere, yet the industries where you find fewer of them tend to be the most successful.
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The bottom line, though, is that far from empowering business, MBA education has fostered the sort of short-term, balance-sheet-oriented thinking that is threatening the economic competitiveness of the country as a whole."
The problem with the United States economy is mainly an economy that don't manufacture interesting things anymore, just commodities, perhaps a little bit above cocoa from Liberia but very similar https://t.co/sgSH4T4n0D— Carlos P da Cruz (@ccz1) March 4, 2018
"the starting point of S-D logic is the idea that service is exchanged for service to cocreate value; that is, to increase the wellbeing and viability of an actor or system. Central to this view is the idea that value creation as a process emerges and unfolds over extended periods of time as a multi-actor effort of integrating resources through the exchange of service, either directly or indirectly. Value, as an emergent outcome of this process, is contingent on the integrated resources as well as contextually determined by each actor in a specific instance of the process, making value perception potentially quite unique and asymmetric.Como não relacionar estes sublinhados com o salazarismo corporativista que sabe o que é que é melhor para o cliente
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An important part of the service-centered view is to understand that the nature of resources is contextual. In other words, resources are not, they become. This means that actors’ knowledge and skills - that is, other resources - determine the resourceness of resources."
"Sales Follows Strategy: Mr. CEO, Please Do Your Job so I Can Do Mine!
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One of the non-negotiables for a sales organization to succeed in acquiring new business is clarity. I have yet to see an individual or a sales team have demonstrable success in the marketplace without a crystal-clear picture of their mission. Let me say it another way: Sales is supposed to follow strategy. The sales team’s job is to take a clear strategy and execute it to perfection in the market. Salespeople should not be making it up as they go along. Where I’m from, it’s the chief executive’s job to determine and articulate the company’s strategy. It’s essential to be able to inform the sales team about:
- Our reason for existence
- The direction the company is headed and why it’s the correct course
- What we sell and why we sell it
- Which markets to pursue and where we are positioned in those markets
- The competitive landscape and how we stack up against competitive offerings, and why we’re better or different
The salesperson or sales organization is entitled to super clear answers for each of the previous bulleted items. Sadly, too often those answers do not come. ... It is not the job of sales to set strategy. It’s our job to execute the clear strategy provided to us. Mr. CEO, please do your job so we can do ours!"
- Why our pricing model is appropriate for the value we create in the markets we’re pursuing and against the competition we’re facing
"Os concursos públicos aparentam continuar a ser ganhos pelos melhores honorários e não pelo melhor projeto.[Moi ici: As regras são claras e transparentes. O cliente público só valoriza o preço, não engana ninguém]
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A situação é tal que para além de se praticarem preços muito abaixo de qualquer tabela de referência [Moi ici: Um apelo a barreiras à concorrência? Abençoada UE que nos protege desta mentalidade] que possa ter existido ou vir a existir, não há um cliente que não peça um desconto e não há arquitetos a negar esse desconto.
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Como é que um ateliê compete com um recém-formado que elabora projetos de moradias a 450 euros em Cascais? Ou projetos de remodelações no Bairro Alto a 400 euros? [Moi ici: Incrível como olho o mundo nas antípodas do articulista. Este acha que o problema é do recém-licenciado. Para mim, o problema é tão claro e está no ateliê!!! O ateliê ou não sabe procurar os seus clientes-alvo ou está muito enganado. O ateliê tem uma estrutura de custos que o torna não competitivo para certos tipos de projectos. Isto é básico para qualquer PME depois de mais de 15 anos do início do choque chinês e não é para um licenciado em Arquitectura e anos de experiência? A qualidade é definida pelo cliente e não por um comité qualquer]
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Em acrescento, prosseguimos também todos a trabalhar “à chinesa” pois o projeto para além de ser adjudicado ao preço mais barato, também tem cada vez mais que estar pronto para ser entregue antes-de-ontem devido á apressada dinâmica imobiliária. [Moi ici: Tão típico!!! Achar que o cliente, o tipo que paga, é um trouxa que tem de ser educado pelos superiores. Recuo a Julho de 2011 e ao meu uso da palavra atelier como adjectivo para classificar gente que acha que o tempo é uma variável secundária: "Agora isso implica uma outra organização do trabalho, isso implica criativos que estão numa fábrica e não num atelier onde o tempo é secundário"]
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Tal como Nuno Mateus refere na dita entrevista, é no mínimo leviano pensar que é possível receber o mesmo produto com a mesma qualidade, por apenas metade do preço. [Moi ici: Quer-me parecer que há aqui um grande equívoco: a qualidade é definida pelo cliente e não pelo fornecedor. O meu Skoda ten tanta qualidade quanto um Ferrari em determinadas características que valorizo] Um projeto com qualidade é pensado. [Moi ici: E quem define a qualidade?] Para isso necessita de ser elaborado por bons arquitetos, exigindo muito tempo investido e dedicação. Não surge de um dia para o outro ou através de “uma direta a trabalhar sem dormir”.[Moi ici: Faz-me lembrar os novos-velhos que protestavam contra o design feito por gente sem canudo de designer]"
"At the top of the pyramid are inspirational elements: those that improve the customer’s vision of the future (helping a firm anticipate changes in its markets), provide hope for the future of the organization or the individual buyers (for instance, that they can move to the next generation of technology easily and affordably), or enhance a company’s social responsibility.
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Elements at the base of the pyramid have long been easy to measure, and competing on them has been straightforward. The more emotional elements at the middle and upper levels have traditionally been difficult to isolate and quantify and, therefore, harder to implement. But the battle for differentiation is shifting toward these less transactional aspects. For a strategist or a product manager, mastering the intangibles of the customer’s total experience—all the service, support, interactions, and communications wrapped around an offering—is much harder than making an offering faster, cheaper, or more durable.
"the world, as perceived, is maya— appearance or illusion. This means, in part, that people are blinded by their desires (as well as merely incapable of seeing things as they truly are). This is true, in a sense that transcends the metaphorical. Your eyes are tools. They are there to help you get what you want. The price you pay for that utility, that specific, focused direction, is blindness to everything else.
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But all that ignored world presents a truly terrible problem when we’re in crisis, and nothing whatsoever is turning out the way we want it to. ... Happily, however, that problem contains within it the seeds of its own solution. Since you’ve ignored so much, there is plenty of possibility left where you have not yet looked."
"Then they need to consider how they will bridge the divergent interpretations of value. It turns out one reason there’s been such little progress in creating a value-based system is that the stakeholders in the U.S. health care system — patients, providers, hospitals, insurers, employee benefit providers, and policy makers — have no common definition of value and don’t agree on the mix of elements composing it (quality? service? cost? outcomes? access?).Não percebo a admiração, um dos primeiros casos de balanced scorecard que estudei era sobre um hospital e era interessante perceber que o sucesso do hospital dependia de:
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We asked more than 5,000 patients, more than 600 physicians, and more than 500 employers who provide medical benefits across the nation how they think about the quality, service, and cost of health care. ... What we discovered is that there are fundamental differences in how they define value in health care and to whom they assign responsibility for achieving it. Value, it seems, has become a buzzword; its meaning is often unclear and shifting, depending on who’s setting the agenda. As a result, health care stakeholders, who for years thought they were driving toward a shared destination, have actually been part of a fragmented rush toward different points of the compass.
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The most effective thing that stakeholders can do to create a high-value health care system is to pause in their independent pursuits of value to describe to each other exactly what it is they seek.
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There are several examples of the fundamental value misalignments that could be starting points for these discussions. The first concerns the relative importance of health outcomes. For physicians like me, clinical outcomes are paramount; health improvement and high-quality care are essential components of health care value. And we assume that patients share that perspective. But, it seems, they don’t. When the Utah survey asked patients to identify key characteristics of high-value health care, a plurality (45%) chose “My Out-of-Pocket Costs Are Affordable,” and only 32% chose “My Health Improves.” (In fact, on patients’ list of key value characteristics, “My Health Improves” was slightly below “Staff Are Friendly and Helpful.”) Given the chance to select the five most important value characteristics, 90% of patients chose combinations different from any combination chosen by physicians. In general, cost and service were far more important in determining value for patients than for physicians."
"Many salespeople fail to develop new business because they’re wandering aimlessly. Too often, they’re not locked in on a strategically selected, focused list of target customers or prospects.
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Sometimes they fail because they don’t invest the time and brain power to ensure they are calling on the right accounts. Even the best talent will have a hard time succeeding if their efforts are directed in the wrong direction. However, more common than flat-out calling on the wrong list are salespeople who don’t focus on the list they have. Salespeople are famous for lack of discipline and losing focus. They attempt to call on an account (once), but don’t get anywhere. Instead of sharpening their weapons and continuing to attack the same strategically selected targets, they turn and pursue a new set of prospects. This constant change of direction becomes their death knell because they never gain traction against the defined target set.
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In my personal sales experience and what I’ve seen from other top performers, new business success usually results from a combination of perseverance, creativity, and resilience while staying laser-focused on a well-chosen, finite list of target prospects."
Interessante esta relação:Managers are overconfident about their skills—and the worse they are, the better they think they are.— Adam Grant (@AdamMGrant) February 24, 2018
Dunning-Kruger strikes again. It's time to stop confusing confidence with competence. pic.twitter.com/6chRToI34q
““Crescer significa investir continuamente em ferramentas, em tecnologia, em equipamentos cada vez maiores para fazermos o que os outros não conseguem fazer”...O limite da oferta está nos oito metros de comprimentos e três metros de largura. O objetivo é fazer peças cada vez maiores, de uma só vez, trabalhar “de forma mais rápida, com maior precisão e ganhos de produtividade”. “Sabemos que a concorrência nas peças pequeninas é grande. Nós não queremos ir por aí”, explica o administrador.... A experiência mostrou à T.S.F. que as vantagens lusas neste negócio passam, essencialmente, pelas competências linguísticas, a abertura para resolver problemas, a flexibilidade, o respeito pelos prazos de entrega. E ser competitivo significa, também, ter as máquinas mais versáteis do mercado, trabalhar o ferro com precisão milimétrica, cumprir prazos de entrega, tratar os clientes como parceiros de longo prazo.A regra é a transparência, na produção e nas contas. ...Tratamos de agendar de imediato uma visita às nossas instalações na semana seguinte para verem o que se faz e como se faz”...Nesta metalúrgica, o foco está na produção e não no desenvolvimento da solução. Por isso, esta é uma empresa “dedicada à prestação de serviços”. A tendência, diz Pedro Sousa, é haver cada vez mais gabinetes de estudo onde os clientes entregam o problema. Estes gabinetes desenvolvem a solução e, só depois, entra em cena quem produz, o que significa, muitas vezes, trabalhar em diálogo, “ajudar a encontrar a melhor solução”.Toda a produção é dedicada a peças únicas, a máquinas especiais, a pequenas séries até 40 unidades....Na carteira de projetos, uma das novidades é a parceria na área de Investigação e Desenvolvimento com o INEGI — Instituto de Ciência e Inovação em Engenharia Mecânica e Engenharia Industrial para fazer uma máquina que solda por fricção de materiais diferentes, como o titânio e alumínio. Será a primeira máquina criada pela empresa.”O que acho interessante nestes pedaços é a clareza da escolha sobre o que fazer, sobre o que diferencia e, muito menos comum, sobre o que não fazer!
