sábado, fevereiro 13, 2010
Acerca da satisfação dos clientes (parte I)
A técnica do pulmão
Serão cândidos?
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Esta é uma das conclusões que é possível retirar das linhas centrais do Programa de Estabilidade e Crescimento (PEC), apuradas pelo Negócios, que o Governo vai enviar para Bruxelas. "
sexta-feira, fevereiro 12, 2010
Dá que pensar...
Onde está a procura?
Confiar na razão? (parte III)
With hard problems, your job is to look at the situation, identify a set of definite conditions, and calculate a solution. With wicked problems, the solution can no longer be the only or even the primary focus. Instead, dealing with wicked problems demands that attention be paid to understanding the nature of the problem itself. Problem understanding is central; the solution, secondary."
Confiar na razão? (parte II)
Long gone is the day of the "gut instinct" management style. (Moi ici: Por mim continua vivo como nunca) Today's business leaders are adopting algorithmic decision-making techniques and using highly sophisticated software to run their organizations. Scientific management is moving from a skill that creates competitive advantage to an ante that gives companies the right to play the game."
quinta-feira, fevereiro 11, 2010
To much exploitation e pouca exploration
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Ou seja, em sintonia com a mensagem deste postal "Uma casca de noz que é arrastada no tsunami dos eventos, ou Agarrem-me senão eu mato-me (parte II)"
quarta-feira, fevereiro 10, 2010
Heidegger?
“strategy as a situated activity is always under construction. If ‘mutual intelligibility is achieved on each occasion of interaction’, then strategy is never a reified state but is continuously constructed through activity. This continuous construction is known as ‘becoming’. Becoming encompasses three important themes about activity – inertial, stabilizing and changing activity – that are at the heart of practice based theorizing.
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Strategy is typically a teleological activity, meaning that it is future oriented.
Hence it is imbued with terms such as vision, mission, goals, objectives, directions; all words that conjure a future anticipated state. To this extent, strategic activity is goal-directed activity. However, this does not naively assume that goals are achieved. Rather, strategizing oscillates, …, between some desired future and current activity, in which current activity helps to create the future, while anticipations of the future shape current activity. (Moi ici: Isto é bonito!!!)
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In the former, the future is a projective state involving change, while reliance on the past equates with inertia in current activity. Inertial patterns of activity arise from the problem of recursiveness.
Recursiveness means the socially accomplished reproduction of sequences of activity and action because the actors involved possess a negotiated sense that one template from their repertoire will address a new situation.
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Such studies focus on the way past templates lead to present inertias; strategy is a reified state that has ‘become’ rather than is becoming. Indeed, inertia is a noun not a verb. However, even inertia is a ‘socially accomplished’ pattern of activity, constructed by actors in interaction with their context.”
Não é Heidegger mas parece.
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Texto retirado de "Strategy as Practice - An Activity-Based Approach" de Paula Jarzabkowski.
Já agora, acerca da inércia "Blockbuster Portugal inicia processo de insolvência" e "Já é oficial: Portugal vai deixar de ter Blockbuster"
A nova Autoeuropa
terça-feira, fevereiro 09, 2010
Uma casca de noz que é arrastada no tsunami dos eventos, ou Agarrem-me senão eu mato-me (parte II)
Qual o modelo de negócio?
Este é o poder da futurização
37 000 000 000 €
segunda-feira, fevereiro 08, 2010
Como vai ser para os pagar?
Se calhar vai ser um Armagedão!
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O presidente da agência, Marc Ladreit Lacharrière, fez aquele paralelo ao considerar que não existe risco de contágio a outros países da zona euro da crise que actualmente atravessam a Grécia, Portugal e Espanha, pressionados pelos mercados financeiros a reduzir os seus défices públicos."
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