Qual a rentabilidade dos seus investimentos?

"Maló corta salários, atrasa pagamentos e acumula cheques pré-datados" Não conheço o caso em particular para me pronunciar, no entanto, gostaria de recordar que o preço do dinheiro mudou e muito... muito mesmo.
.
Passámos de dinheiro quase dado que podia ser aplicado em investimentos com rentabilidades marginais e passamos para um mundo onde o dinheiro é cada vez mais caro. E tem de ser aplicado em projectos com rentabilidades superiores, muito superiores... ou salvo e transferido para investimentos alternativos "Espanha: falências aumentam 20% no segundo semestre" e "Transferência em curso".
.
O nosso esquema do Verão de 2008 está cada vez mais actual

E já agora, para os empresários que se queixam, e às vezes com razão, de concorrentes capazes de fazerem preços mais competitivos por causa de uns amigalhaços que lhes dão davam condições especiais nos bancos, esta é a altura para aproveitar as vantagens de uma estrutura financeira mais sã, menos carregada de dívidas, menos juros.

Work to raise the prices!

.
Já sabem qual é o tipo de empresas que eu recomendo às PMEs portuguesas... work to raise the prices!
.
Imagem retirada daqui.
.
Volume is Vanity, Profit is Sanity! Dois terços do lucro com apenas 28% da quota de mercado "The iPhone Actually Has No Competition Where It Matters Most"

Para lá da competição

Nestes dias em que estou a trabalhar com uma empresa que produz para aquele que pode vir a ser o seu principal concorrente. Em que a realidade é cinzenta e cheia de nuances...
.
Nestes dias em que leio Brandenburger e Nalebuff e estudo a co-opetition é interessante ler este artigo "Learning Not to Compete".
.
Aliás, eu nunca me preocupo demasiado com a concorrência das empresas com que trabalho, recordo sempre Hollland e os Complex Adaptive Systems:
.

"• There is no universal competitor or optimum

• There is great diversity, as in a tropical forest, with many niches occupied by different kinds of agents
• Innovation is a regular feature – equilibrium is rare and temporary
• Anticipations change the course of the system."

.

À atenção dos cargo-cult followers

"Doubling R&D spending leads to just a 22.5% increase in new-product announcements, according to research led by Marco Corsino of the University of Bologna in Italy. The study, of 95 companies in semiconductor and related industries, also shows diminishing returns from bigness: Doubling a company's size triggers just a 31.3% increase in innovations."
.
Trecho retirado daqui.

Reconhecer os próprios erros para poder crescer

A grande diferença entre os políticos e os privados:
.
"Lately, several CEOs of troubled businesses have come to me for help, and they've reminded me of an important lesson: You've got to take responsibility for the messes you get your company into. Problems will keep resurfacing until you recognize how your actions helped create them in the first place. That may seem obvious, but most people have a hard time seeing the role they played. It's always easier to point the finger at other people or circumstances or bad luck or forces beyond your control than to admit that you're to blame."
.
O que faz lembrar o postal da bosta "Abençoado cheiro a bosta"... claro que existem excepções no privado, os que acham que a culpa é dos chineses e que tem de haver proteccionismo e subsídios.
.
Trecho retirado de "Growing up as a CEO".
.
BTW, por exemplo, já alguma vez ouviram um mea-culpa de Cravinho por causa das SCUTs?

I rest my case!!!!!!!!!!!!!!!!!!

Uso esta figura já há uns anos para exemplificar o arranque de um caso de desenvolvimento de um mapa da estratégia, durante as acções de formação. A figura descreve os principais actores e a motivação para entrarem na peça e o enredo que as vai ligar (engraçado escrever actores, peça e enredo... quando penso cada vez mais na experiência e Gilmore e Pine “The Experience Economy: Work Is Theater & Every Business a Stage”):

 

.
"he works « with a lot of motorsport athletes to try to build awareness for Specialized in other non bike related magazines and at events like Moto GP etc« . I wouldn’t have thought about this aspect spontaneously, but it’s interesting to notice indeed. I had other events in mind like stage races, interviews or trade shows."

"But being a product manager not only requires creating and launching products targetting specific consumer groups. "

"The manager also has to ensure a valuable service to every single customer in particular by selecting points of sale."

"That’s what the French distributor of the Swiss brand BMC (Bicycle Manifacturing Company) explains to B2BIKE : « we seek retailers that focus on high-end products, that have strong technical competence and a valuable sales surface that can present several products. Financial strength of the retailer is also essential."

"BMC bring commercial and technical support (a dedicated catalog, POP, wingflags, stickers etc.)« . This support is very important for the retailer, whose success depends on the attractivity of the store and on the ability to respond to customer’s needs."

"« Some days it means I get paid to sit at my computer and talk on the phone about production issues and model details, some days it’s sitting through extensive meetings, some days it’s meeting with dealers, other days it’s research travel to check out market segments or specific events« . And being a product manager seems to be a 24/7 job, because what stands out is that they are always on the look-out for ideas : « I take tons of pictures when I’m out and about to articulate ideas to my colleagues«"

Trechos retirados de "Being Product Manager in the bicycle industry"
.
Tenho de actualizar a imagem para incluir um factor com importância crescente e que não é referido no texto... desenvolver uma presença na internet. Não para empurrar mais publicidade mas para criar mais oportunidades de desenvolver uma relação entre actores da cadeia da procura e a marca, para apostar na co-criação, na co-produção, para conversar sobre o futuro.
.
É impressionante a quantidade de informação que um cliente tem sobre a experiência de uso e que ninguém parece conseguir captar bem, como neste excelente exemplo da Polisport.
m

Todos os dias...

Todos os dias aprendemos novas facetas do que é um Estado-socialista.
.
Agora até os próprios são pagos para defenderem os seus interesses...
.
"O responsável adianta que “estamos a falar de verbas, que apesar de terem algum volume, são muito pequenas para cada um dos parceiros socais: de cerca de 80 mil euros por ano, mas se dividir isso por dois ou três técnicos, que têm de trabalhar em permanência na concertação, não dá um grande vencimento. Essa verba não pode ser reduzida, há outras mais importantes no Orçamento de Estado onde se pode cortar”."
.
Trecho retirado de "Estado paga 500 mil euros a patrões e sindicatos por reuniões de concertação social"

"As long as we stay true to our mission, the company has and will grow"

Em Novembro do ano passado escrevi este postal "Modelo de negócio alternativo ao IEFP". Foi dele que me lembrei quando comecei a ler "ROCS Staffing Founders Reveal How to Master a Niche Market".
.
No entanto, o artigo é muito mais interessante pelo que exemplifica sobre a importância:

• dos nichos;
• do contacto com os clientes (e ainda ontem li autêntica poesia de Gronroos sobre este tópico);
• e, sobretudo, da concentração numa razão de ser.

"How do you compete with other recruiters on these campuses?
T.M.: We don't. Our goal is to not turn into one of these huge staffing companies that swoop in with a lot of promises of huge salaries, post fake jobs, and never actually deal face-to-face with both sides of the business. We meet students and employers in person. This is especially important when you are dealing with less-experienced candidate pool. We want both the employer and the job-seeker to match up perfectly. And, you know, sometimes we have to say "no.""

A "Grande Contracção"!

Também gostei do termo recalibração.
.
"Why is everyone still referring to the recent financial crisis as the “Great Recession”? The term, after all, is predicated on a dangerous misdiagnosis of the problems that confront the United States and other countries, leading to bad forecasts and bad policy.
The phrase “Great Recession” creates the impression that the economy is following the contours of a typical recession, only more severe – something like a really bad cold. That is why, throughout this downturn, forecasters and analysts who have tried to make analogies to past post-war U.S. recessions have gotten it so wrong.
Moreover, too many policymakers have relied on the belief that, at the end of the day, this is just a deep recession that can be subdued by a generous helping of conventional policy tools, whether fiscal policy or massive bailouts.
But the real problem is that the global economy is badly overleveraged, and there is no quick escape without a scheme to transfer wealth from creditors to debtors, either through defaults, financial repression, or inflation.
A more accurate, if less reassuring, term for the ongoing crisis is the “Second Great Contraction.”
...
The contraction applies not only to output and employment, as in a normal recession, but to debt and credit, and the deleveraging that typically takes many years to complete.
...
Many commentators have argued that fiscal stimulus has largely failed not because it was misguided, but because it was not large enough to fight a “Great Recession.” But, in a “Great Contraction,” problem number one is too much debt. If governments that retain strong credit ratings are to spend scarce resources effectively, the most effective approach is to catalyze debt workouts and reductions." (Moi ici: Tanta asneira feita, tanta asneira. Há trechos do livro de César das Neves "As 10 Questões da Crise" que relatam factualmente decisões dos governos portugueses nos últimos anos. Se fizessem parte do guião de um filme não seriam aceites por serem demasiado inverossímeis dada a quantidade e sucessão de asneiras)
.
Trechos retirados de "The Second Great Contraction"

Lo there do I see my father

Lo, there do I see my Father..

Lo, there do I see my Mother

And my Sisters and my Brothers..

Lo, there do I see the line

Of my people back to the beginning..

They do bid me to take my place among them..

In the Halls of Valhalla,

Where the Brave may live forever.

Cartão de visita

Facilitador de reflexões estratégicas, para que as empresas identifiquem os seus clientes-alvo e se concentrem neles.
.
Promotor da concorrência imperfeita e dos monopólios informais.
.
Num cenário de concorrência perfeita o preço é rei, o fornecedor com o preço mais baixo ganha. Pois bem, a PME típica não pode ter sucesso e prosperar competindo pelo preço mais baixo. Normalmente o preço mais baixo é uma vantagem competitiva que resulta da aposta na escala, no volume, nos salários baixos, em países com poucos constrangimentos legais.
.
No entanto, por instinto, por tradição, a maior parte das PMEs só conhece o preço como variável a manipular para ganhar encomendas. Só que o preço mais baixo, no curto médio-prazo, neste mundo globalizado, leva as PMEs à morte por anorexia.
.
A solução que proponho é apostar na destruição do cenário da concorrência perfeita!!!
.
Como? Através da diferenciação, através dos nichos, através do desenvolvimento de um modelo de negócio dedicado a servir os clientes-alvo com as experiências que eles procuram e valorizam.
.
Assim que uma empresa consegue diferenciar-se e perturbar o fenómeno da concorrência perfeita encontra o ponto de apoio para iterar e voltar a explorar o tema até que cria o seu monopólio.
.
Não um monopólio legal protegido pelo Estado ou por patentes, ou por mafiosos, mas um monopólio informal instalado na mente dos clientes.
.
Esta semana alguém na rádio, referindo-se à história da tipografia que fazia os trabalhos para o BPA e que faliu, quando o BPA foi engolido pelo BCP, dizia:
.
"Os empresários das PMEs têm o direito a existir!"
.
Treta!!!
.
O direito a existir?! Que direito?
.
A graça de existir conquista-se diariamente seduzindo e satisfazendo os clientes, tudo o resta é treta!

Hoje, em 216 a.c.

"Naquele 2 de Agosto de 216 a.C., os exércitos encontraram-se ao lado do rio Aufidus, perto da cidade de Canas. O romano, confiando na sua superioridade numérica, (Moi ici: O erro de quem acredita que o dinheiro ou a escala resolvem tudo) avançou sobre as linhas inimigas, ignorando as manobras tácticas cartaginesas. Agiu apenas com a força da infantaria, ao tentar derrubar, sem inteligência ou imaginação, (Moi ici: A incapacidade de calçar os sapatos do outro e ver o mundo pelo seu prisma é terrível) um adversário muito mais esperto e ágil. (Moi ici: A vantagem dos pequenos, o exemplo da Al Qaeda e do Hamas, flexibilidade e agilidade)

Na sua pior derrota até então, as tropas romanas foram massacradas. Segundo o historiador romano Tito Lívio, 50 mil soldados tombaram no campo de batalha, 19 mil foram feitos prisioneiros e 15 mil conseguiram fugir. O cônsul Lucius Aemilius Paulus e os ex-cônsules Marcus Atilius e Gnalus Servilius renderam-se e morreram, enquanto Caius Terentius Varro fugiu para Roma.

O destaque desta campanha vai para a genialidade de Aníbal que transformou a batalha de Canas numa obra-prima das tácticas de guerra. Obrigou o adversário a lutar simultaneamente em várias frentes e usou inteligentemente a sua cavalaria. A partir daí, a visão apenas frontal de um conflito armado caiu gradualmente em desuso (Moi ici: Quase como pensar na clássica relação de cliente-fornecedor e compará-la na visão de um mercado como uma configuração, como uma rede, como uma cadeia da procura... ) e a tropa montada ganhou mais importância."
.
Basta recordar "Para quem se queixa da China... (parte III)" e pesquisar Canas neste blogue para perceber a importância desta batalha no meu imaginário, na minha visão do mundo.
"
Trecho retirado daqui.

Como chegamos a Mongo

Em poucas palavras Evert Gummesson no livro "Total Relationship Marketing" descreve o caminho que nos leva a Mongo:
.
"1.Everything was customized in the crafts society, both goods and services. The technical quality of the products was usually high; they were expensive but lasted a long time, sometimes a lifetime. There was no shortage of people to provide a household services but it was hard to find good ones. Every customer was a segment of one  - it was one-to-one - and marketing was thus individual and personalized.
.
2.Mass manufacturing in the industrial society lowered prices but offered the same product to everyone with ensuing misfit between the product and individual needs. All individuals belonged to the same segment and were exposed to heavy advertising, that is, impersonal mass marketing of standardized goods.
.
3.Crude segmentation through the mass marketing of mass manufactured products by means of socio-demographic variables such as age, sex and income, and sometimes previous buyer behaviour, allowed a limited number of products variants.
.
4.Refined segmentation and more subtly defined niches of lifestyles and previous buying behaviour catering for specific, individual needs.
.
5.Customized mass production of both goods and services unites large-scale advantages with individual needs. We are not back to square one of the crafts society, but we have recovered one-to-one treatment.
...
The circle is closed. The stages take us "forward to basics", to the individually and community customized offering. We have broadned the scope of options through new production, distribution and promotion techniques. These stages are not mutually exclusive, rather co-existing supplements. We will still need craftspeople, and soda drinks will be produced in mass quantities and be partly mass marketed. But the dominance of the industrial mass manufacturing and mass marketing society is broken." (Moi ici: Isto faz-me recordar um termo que está em linha com a explosão da procura e da oferta ... a polarização dos mercados)

Muito poder nas mãos de uma única vontade é sempre perigoso, sobretudo quando atrelada a boas intenções

Para quem acredita no Grande Planeador, no Grande Geometra, na capacidade de um qualquer Marquês de Pombal:
.
"Japan’s tsunami supply chain comeback"
.
Por isso, gostei da cena final do último Harry Potter quando este destrói a Vara de Sabugueiro ... muito poder nas mãos de uma única pessoa é sempre perigoso, sobretudo quando essa pessoa tem boas intenções.
.
Sim, já muitas aldeias foram destruídas para serem salvas...

Oportunidade para as PMEs portuguesas que não evoluíram para lá do preço... e não só

"China Yuan Hits Fresh Record High Late On PBOC's Guide"
.
"The yuan has risen 6.1% against the U.S. unit since June 2010, when China effectively ended its currency's two-year-long peg to the dollar and vowed to make the yuan more flexible"

Sugestão de cálculo do ganho por cliente

Acerca do cálculo do lucro gerado pela relação com cada cliente:
.
"The calculation of customer profitability amounts to an extensive activity-based costing (ABC) exercise. The first step in ABC is the identication of cost pools – i.e., distinctive sets of activities performed within the organisation (for example, procurement, manufacturing, customer service). For all cost pools, cost drivers are identified: units in which the resource consumption of the cost pool can be expressed (for example, number of purchase orders, number of units produced, number of service calls). Costs are then allocated to cost objects (such as products) based on the extent to which these objects consume cost driver units. ABC as a cost accounting method has revolutionised the way in which costs are allocated to products. Once it became accepted that not every product requires the same type and same level of activities, it was a small step to see that customers, too, differ in their consumption of resources.
...
The first step in the Cost Profitability Analysis (CPA) process therefore deals with the identication of the "active" customers in the customer database, in order to assure that costs are allocated to active customers only.
...
The next step is the design of the customer protability model. In this step, the firm's operations have to be analysed to see what activities are performed, and what drives the costs of these activities. For example, the cost driver of sales activities can be the number of sales visits; the driver of order processing activities can be the number of orders. Ultimately, all relevant costs should be assigned to activities, and for each activity, appropriate cost drivers need to be identied. The actual calculation of customer profitability is done by supplying the model with data. The total cost for a cost pool divided by the total number of cost driver units consumed within a given time period, results in the cost per cost driver unit. Customer relationship costs (for instance, sales costs, service costs, logistics costs) are calculated on the basis of cost driver units consumed by each customer relationship. Customer relationship costs are then subtracted from the individual customer's sales revenues in order to arrive at a customer profitability figure.
...
Customer specific relationship costs make the difference between profit and loss for two customers with identical sales At the aggregate level, CPA figures provide insights into the distribution and the concentration of profits within the total customer base."
.
Trechos retirados de Erik M. van Raaij, (2005) "The strategic value of customer profitability analysis", Marketing Intelligence & Planning, Vol. 23 Iss: 4, pp.372 - 381

Value Networks de Verna Allee

Quando inicio um projecto de facilitação de uma reflexão estratégica gosto de começar por identificar os actores que podem entrar no jogo da empresa, como ilustro aqui e aqui.
.
Como uso num slide simplificador há anos, num caso utilizado na formação:

(As setas azuis identificam o fluxo do produto, os tangíveis. As setas a preto identificam o fluxo de intangíveis)
.
Por outro lado, quando modelo o funcionamento de uma organização com base na abordagem por processos  uso este tipo de diagramas:

Assim, senti-me em casa ao encontrar estes esquemas:

no livro "Value Networks" de Verna Allee.
.
Fico a pensar... se os esquemas são uma ferramenta que a autora usa para fazer aquilo a que chama Value Network Analysis... e se o valor é algo que emerge durante uma experiência de uso, não fará sentido colocar, sobre a representação de cada actor na rede, uma nuvem com as experiências procuradas e valorizadas?
.
A figura retrata o fluxo de tangíveis e intangíveis entre actores numa rede. Por que é que aceitam fazer parte desta configuração e não de outra? O que é que cada um ganha? IMHO falta esse ponto.

On the marketness of markets

Penso que "On the marketness of markets" de Kaj Storbacka e Suvi Nenonen é o último artigo publicado por esta dupla, haverá mais um ou dois já anunciados mas por publicar ainda.
.
Alguns recortes de mais um suculento artigo:
.
"A firm can radically improve value co-creation by promoting the development of market practices that increase the marketness of the firm‟s market configuration.
...
markets are always in the making, they are perpetually shaped by market practices. ... the implication of viewing markets as socially constructed is that markets in the objective sense do not exist; i.e. there is no objectively given market. Markets are what actors make them to be. There are no given structures „out there‟ in which actors compete for positions. Markets are not – they become. (Moi ici: Ou se fica a tremer com receio de se perder o que se tem... ou se sonha em ir mais além. Nenhuma empresa está condenada... há sempre uma alternativa que precisa de ser co-construída... que precisa de efectuação (effectuation))
...
markets are always in the making. Even the most stable markets can re-invent themselves through technological disruption (photography and associated services due to digitalization), or innovative value propositions (Starbucks and the coffee experience). Many firms apply deliberate market-driving strategies, with the aim to disrupt existing patterns and offer new value propositions.
...
Market configurations are - depending on how they have evolved – „more or less markets‟ in terms of their maturity, stability of norms, how established the product definitions are, the acceptance of price formation mechanisms etc. In a high marketness situation the market configuration is established and acknowledged, the market practices reinforce each other, and resource integration is effective.
...
in a state of low marketness, the exchange practices require a long time and various iteration rounds before market actors can agree upon the unit of exchange, their value propositions and market boundaries ... normalizing practices in low marketness market configurations are characterized with competing viewpoints and lack of commonly accepted norms and rules. Finally, representational practices in low marketness situations concentrate on making the market actors and the unit of exchange visible through symbolic representations.
...
we argue that if you want to understand a market, the best thing to do is try to change it. The networked, dynamic, and inter-subjective nature of markets is probably best visible through the processes aimed at changing them.
...
As market actors participate in market practices, they can also influence and change the market practices according to their subjective objectives. However, as markets usually encompass multiple and often conflicting efforts to shape them by various market actors, the actions of a single market actor seldom have a complete, Austinian performativity towards the market practices. Instead, the extent to which a market actor can influence a market practice is, for instance, dependent on the actor‟s performative power or clout ... the performative power of any market actor is dependent on the actor‟s network position, the relative strength of the actor‟s business model, and the actor‟s ability to author compelling meanings related to the market.
.
... we propose that focal actors should adopt different market design roles depending on their clout and the market configuration‟s marketness. In high marketness situations the focal firm aims to promote its own relevance by „market shaping‟; by re-defining its network to improve its position against other actors, and moulding its business model to influence market practices so that the market changes in a way that enables increased value creation for all market actors.
.
Low marketness situations relate to „market making‟ or market creation, where the focal actor is involved simultaneously in developing market practices and promoting its subjective market view by proving to market actors that the market configuration entails opportunities for value co-creation. When the marketness aspect is integrated with the focal actor‟s clout, five types of market design roles emerge: market maker, market activist, market consolidator, market shaper, and market specialist. There market design roles are illustrated in Figure"

Market maker is a market design role available for those focal actors with high clout seeking to influence a low marketness market. The main objective of the market maker is to establish the new emerging market and the actor‟s position within that market. In order to do this, successful market makers involve other market actors in collective sense-making and mental model co-creation. Market makers usually start discussions and trials with a few trusted customers early on – even before they have pilot products or marketing materials to show. They seek to initiate iterative offering development process together with the pilot customers and in so doing they are willing to re-define the product and the target market based on the customer response. Additionally, market makers also seek to utilize their strong clout to fasten the market creation process. In particular, they look for ways to utilize their existing business ecosystems of suppliers, channel partners and providers of complementary products and services also within the new, emerging market.
The market activist is faced with the same challenge as the market maker: they both need to co-create mental models in order to support the evolution of a low marketness market. However, the market activist cannot leverage the same strong clout as the market maker. Thus, market activists should adopt for even more cooperative market design role: they should pay special attention to creating educated competition and enthusiastic lead customers.
...

After a market reaches a state of high marketness, the opportunities for market design are not over. Quite the contrary, there are several examples in which incumbent players have succeeded in transforming a high marketness market by adopting a market shaper role. For example, many B2B firms have expressed their keen interest in moving forward in the value chain, transferring themselves from equipment or raw material providers into solution providers  – and thus changing the entire market in which they operate. The market design efforts of market shapers are supported by their strong clout. However, strong clout in itself is not enough: successful market shapers are usually highly skilled in mental model communication, creating compelling market shaping stories that communicate effectively how their new market vision improves the value creation for all parties involved.
.
(Moi ici: Segue-se aquele que é o papel mais adequado a uma PME portuguesa interessada em competir num mundo global cheio de tubarões. Não, não é o campeonato do preço mais baixo como devem imaginar, apesar de ser o única que a academia e os políticos conhecem) Also focal actors with low clout can design high marketness markets by adopting a market specialist role. Like market shapers, market specialists engage in mental model communication, but with different approach: they understand that communicating mental models that are contradictory with stronger firms‟ mental models is unlikely to be successful. Therefore the market specialists seek to leverage the positions of the dominant players: they aim at becoming either complementary (leveraging the main players‟ strengths) or truly alternative providers (leveraging the main players‟ weaknesses) in the existing market set-up."

Volto à batota

Na sequência dos temas abordados na série "Uma apologia da batota" (por exemplo a parte III).
.
"Service mapping: Understanding today, envisioning tomorrow, and planning a path"

Mapping a service

 

Um mapa que descreve a situação actual, e um mapa que descreva a situação futura desejada, permite visualizar e concretizar as lacunas e as mudanças a implementar.

Acerca da tarefa de mudar a cultura de uma organização

Excelente artigo de Steve Denning "How do you change an organizational Culture?"
.
Quando as pessoas se queixam de que este novo governo, não conta, não diz onde vai cortar...
.
"In general, the most fruitful success strategy is to begin with leadership tools, including a vision or story of the future, cement the change in place with management tools, such as role definitions, measurement and control systems, and use the pure power tools of coercion and punishments as a last resort, when all else fails."

• "Do come with a clear vision of where you want the organization to go and promulgate that vision rapidly and forcefully with leadership storytelling. (Moi ici: Moisés começou por descrever a Terra Prometida onde corria leite e mel. Não começou por descrever os sacrifícios por que iriam passar...)
• Do identify the core stakeholders of the new vision and drive the organization to be continuously and systematically responsive to those stakeholders. (Moi ici: A emigração é um sinal ... )
• Do define the role of managers as enablers of self-organizing teams and draw on the full capabilities of the talented staff.
• Do quickly develop and put in place new systems and processes that support and reinforce this vision of the future, drawing on the practices of dynamic linking. (Moi ici: Não é mais do mesmo... saque aos saxões)
• Do introduce and consistently reinforce the values of radical transparency and continuous improvement.
• Do communicate horizontally in conversations and stories, not through top-down commands.
• Don’t start by reorganizing. First clarify the vision and put in place the management roles and systems that will reinforce the vision.
• Don’t parachute in a new team of top managers. Work with the existing managers and draw on people who share your vision."