"O Presidente da República não acredita na necessidade de medidas adicionais para Portugal cumprir as metas europeias.É importante que este entertainer fique bem associado ao que vai acontecer, para que, depois, não possa aparecer como Vestal horrorizada a clamar surpresa.
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Quanto à eventual necessidade de medidas adicionais, Marcelo exclama já de fugida: “Ahhhhh, não me parece”. "
"Visualize positive outcomes: As Daniel Goleman argues, positivity is part and parcel of focused attention. “Pessimism narrows our focus,” he writes, “whereas positive emotions widen our attention and our receptiveness to the new and unexpected.” Organizational leaders can benefit from imagining organizational “end-states” during strategy sessions. This can be as simple as posing a variant of the question Goleman suggests— “if everything works out perfectly for our organization, what would we be doing in ten years?”—and taking time to contemplate."Recordar os media e os seus comentadores encharcados em cortisol:
"How do gamers learn? They try things out and usually fail: lots of times. They learn from these mistakes and look for patterns. If they get stuck, they check out what others have shared, in online forums. They may ask a friend for help. Sometimes they will look for a ‘hack’, or a way around an impasse. Once they learn something, they might record it and share it, so others can learn. What they do not do is look for the rule book. [Moi ici: Pensei logo nos postais sobre o fuçar (aqui e aqui)]Recordar:
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Artists are like gamers as they too have to fail many times as they master their craft. [Moi ici: "Não começamos a fazer arte assim que nos tornamos artistas. Ou seja, não é por sermos artistas que fazemos arte, é por fazermos arte que nos tornamos artistas." (Fonte)] Today, we all need to think like gamers and artists. But being an artist is not easy. Scott Berkun says that, “it’s a discovery all artists make: the most interesting and bravest work is likely the hardest to make a living from.” There are no simple recipes to become an artist."
"The world presented to us by our perceptions is nothing like reality. What’s more, he says, we have evolution itself to thank for this magnificent illusion, as it maximizes evolutionary fitness by driving truth to extinction.A propósito de "an organism that sees reality as it is will never be more fit than an organism of equal complexity that sees none of reality but is just tuned to fitness" lembrei-me disto:
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The central lesson of quantum physics is clear: There are no public objects sitting out there in some preexisting space. As the physicist John Wheeler put it, “Useful as it is under ordinary circumstances to say that the world exists ‘out there’ independent of us, that view can no longer be upheld.”
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According to evolution by natural selection, an organism that sees reality as it is will never be more fit than an organism of equal complexity that sees none of reality but is just tuned to fitness. Never.
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Objective reality is just conscious agents, just points of view."
"More to the point, it seems backwards: we should be valuing the investment based on its contribution to strategy, not just on an income projection.Trechos retirados de "The Art of Business Value", de Mark Schwartz.
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The idea that there is a single metric that represents or can serve as a proxy for business value is also misguided; in order to have a complete picture of business value, we must consider the goals of the particular organization, the interests of at least some of its stakeholders, and a variety of indicators of value, some of which may be quantifiable and some of which may not.
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If I am right about this, then business value is not a given, but rather something specific to the organization that must be discovered. This idea might sound familiar: it is in fact the very idea of agility. Agile software development starts from the assumption that it is impossible for the business to know exactly what its requirements are in advance of a software development project. Requirements must emerge; they must be discovered; an Agile process learns and adapts. I am simply saying that business value is also not a simple given at the outset of our adoption of Agile practices. Instead, business value must be discovered, must be learned, must be turned into a testable basis for valuing requirements."
"Aquilo a que estamos a assistir não é apenas uma mistificação ocasional, antes faz parte de um processo em que as várias partes da geringonça tratam de construir a sua narrativa, uma “narrativa” capaz de justificar – ou ir justificando, pois as coisas estão a complicar-se – o seu fracasso. Onde alguns já vêem vitórias por KO não está mais do que o cimento da aflição: todas as partes da geringonça sabem que não podem roer a corda neste momento, todas também sabem que no dia que isso acontecer necessitam de um bode expiatório, que até já escolheram: a União Europeia.
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A “narrativa” do PS e de António Costa é a da “viragem de página da austeridade”, algo que a generalidade dos portugueses já percebeu que não aconteceu nem vai acontecer. Pelo que o problema de Costa é ainda mais grave, pois aquilo que em breve se tornará evidente é que esta maioria vai trazer mais austeridade, tal como já é evidente que esta maioria já nos trouxe menos crescimento do que o registado no final do anterior mandato, ainda com a anterior maioria (foi especialmente patética a alegação de António Costa de que o crescimento económico de 2015 foi “fictício”, um crescimento de 1,5% que deverá ser superior ao que a geringonça nos entregará em 2016, algo que o primeiro-ministro já percebeu que vai acontecer).
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Resta pois à maioria ir, como se costuma dizer, “empurrando os problemas com a barriga” – e barriga é, ao menos, algo que não falta ao primeiro-ministro."
"With consumers and businesses switching to smartphones, the PC market that has long dominated Taiwan’s economy is shrinking, and companies such as Acer are struggling."É a vida!
"The important innovation of the modern firm was to internalize activities by bringing many discrete entities under one roof and under one system of coordination. The multi-unit business corporation replaced the small, single-unit enterprise because administrative coordination enabled greater productivity through lower (transaction) costs per task than was possible before.Trechos retirados de "One Theory to Rule them All"
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Managers essentially carried out the functions formerly handled by price and market mechanisms.
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The practices and procedures that were invented at the dawn of industrialism have become a standard operating system and are still taught in business schools. The existence of this managerial system is not questioned. It is the defining characteristic of the business enterprise.
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aiming to become a platform requires a vision that extends beyond one’s firm and aims to build and sustain an ecosystem that benefits from more partners joining the network.
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The big shift is from market transactions to network interactions. The world of business looks very different when we change the way we look at things from transaction cost economics to network effect economics."
"Our insights are based on the simple premise that different business models, based on different types of assets and technologies, create different economic outcomes. We identified four business models, each with its own value proposition:Recordar e relacionar com:
-Asset builders deliver value through the use of physical goods (physical capital). These companies make, market, distribute, sell and lease physical things.
-Service providers deliver value through skilled people (human capital). These companies hire and develop workers who provide services to customers for which they charge.
-Technology creators deliver value through ideas (intellectual capital). These companies develop and sell intellectual property, such as software, analytics, pharmaceuticals and biotechnology.
-Network orchestrators deliver value through relationships (network capital). These companies create a platform that participants use to interact or transact with the many other members of the network. They may sell products, build relationships, share advice, give reviews, collaborate and more.
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By leveraging technology and the network effect, network orchestrators outperformed the rest. Network orchestrators, on average, grew revenues faster, generated higher profit margins, and used assets more efficiently than companies using the other three business models. These advantages resulted in remarkably higher enterprise values when compared with revenues.
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Networked business models unlock greater growth, revenue, profit, and value, but achieving them requires existing leaders to adapt not only what they do, but also how they think, in order to adapt their people, processes, products and technologies to the network world. Shifting away from your deeply ingrained industry and organizational mental models is a very difficult and important issue that this column will explore. We will address not just the why, better value, growth and profits, but also what to do and how to get started."
"They might have smaller, more “local” priorities than the big-picture transformation that management has in mind."Faz logo pensar no último postal sobre os ecossistemas:
"being mindful that different stakeholders within an ecosystem may be endowed with different levels of capabilities and resources"E no penúltimo sobre o mesmo tema:
"Given the degree of diversity that exists among stakeholder requirements, capabilities, and resources, vendors should go beyond the buying center to assess customer needs and constantly incorporate these variable stakeholder capabilities in order to best align with an ecosystem.""
""virar a página numa trajectória de crescimento e de criação de emprego", caso se "prossiga a actual linha política e económica".Delírio galopante...
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É necessário que prossiga uma mobilização muito forte em defesa desta política, que tem muitos adversários, não só internos, como externos", considerou o primeiro-ministro.
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O primeiro-ministro referiu como exemplo instâncias europeias que "criticam a política da actual maioria de aumento do salário mínimo nacional". "Percebemos bem que é essencial que essa luta prossiga, porque não é possível continuar a alimentar a ilusão de que o nosso desenvolvimento se faz com um modelo que está morto e que tem de ser enterrado - um modelo de baixos salários e de precariedade laboral", apontou o líder do Executivo."
"It pays to have big dreams but low overhead."Muitas vezes recomendo algo parecido com isto.
"what your pricing strategy says about your offerings.
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I believe that pricing is a part of positioning and branding that is often overlooked. How you think about pricing may depend on whether or not you’re introducing a new product or service or just rethinking how an existing product or service is brought to market.
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Penetration pricing
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Premium pricing
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Economy pricing
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Bundled pricing
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Bracket pricing
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As you can see, there’s a lot more to the underlying messages that comes from how you set your prices."
"What are some basic rules you’ve learned along the way?
First, you have to deliver results. You have to do what you say you are going to do to build credibility within your organization, with your customers, and with your partners. Second, you need the right people in the right jobs at the right time with the right attitude. That sounds easy, but it’s very hard. At eBay, someone who was perfect when it was a $40 million company was not quite so perfect when it grew to $4 billion. [Moi ici: Outro tecto de vidro. Pessoas são pessoas. É muito difícil a um empresário de uma PME este distanciamento, afastar alguém que ajudou a criar a empresa, alguém que sofreu pela empresa quando ela era mais pequena mas que já não dá conta do recado agora que ela cresceu] And attitude makes a huge difference: You want enthusiasm, can do, glass half full. It’s taken me a couple of years to get the team dynamic right at Hewlett-Packard.
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What do you think a CEO really needs to focus on?
First, you need the right strategy. Less than perfect execution against the right strategy will probably work. A 100% execution against the wrong strategy won’t. The next thing is getting the right people.[Moi ici: Olha, vou usar este trecho em futuros projectos. Ás vezes, sinto que a estratégia é a correcta mas que algumas chefias ou não são as certas, ou não estão motivadas. Por vezes, parece que algumas chefias só estão preocupadas com obedecer a ordens e não estão preparados para serem responsáveis por agirem de moto próprio] And at scale, you have no choice but to instrument the business. It was different at eBay. I was the 30th employee, and by the end I had an instinct—I could almost feel what was wrong with the business. I could have a couple of conversations, look at some high-level numbers, and I’d know. But at HP you have to have a plan, and you have to measure that plan. You don’t get what you expect; you get what you inspect. At scale, you can’t just feel it; you have to have the metrics. We monitor everything, so the minute something goes off track, we know. [Moi ici: Outro trecho a usar em futuros projectos. Quantas vezes encontro chefias que não querem usar, não querem ligar a números, a indicadores]
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How can you increase the odds that you’re on the right strategic path?
I learned how to do strategy for nine years at Bain, and it has stood me in good stead, because there’s a formula for it. It’s all about who your customers are, who your competitors are, what cost structure you need, and what things you are not going to do. That is the most difficult decision for companies, because we all have eyes that are bigger than our stomachs."[Moi ici: Foco, foco, foco]
"More than half of millennials believe they will start their own business, and the majority of them believe that businesses must be driven by more than profit — seventy-seven percent of Millennials chose their place of work based on their employers’ purpose. Given a choice, this generation does not want to work at the corporations created by their forebears. This, of course, is an existential threat to the world’s great corporations."Um tempo em que o paradigma do trabalho no século XX esteja morto e enterrado, um tempo em que a massa dê lugar ao artista.
"There are also risks to the fiscal outlook, largely emerging from optimistic growth assumptions and the government’s limited ability to pursue a tight fiscal strategy in the medium term, given its weak mandate.Textos da Lusa são "encomendas políticas"?
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However, the ratings could come under downward pressure if there is a weakening in the political commitment to sustainable economic policies or if growth markedly underperforms, leading to a deterioration in public debt dynamics. Specifically, a reversal of structural reforms that threaten a return of large macroeconomic imbalances or policy inaction to deal with fiscal pressures would indicate weak political commitment and raise concerns about the durability of the fiscal adjustment.
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Moreover, the government’s reliance on support from left-wing parties could impede the adoption of additional fiscal measures, if needed, thus increasing the risk of slippage."
DBRS unplugged:pic.twitter.com/DD9EOUu0ba— icy (@icyView) April 29, 2016
"I had underestimated the benefit of focus, because you can’t put it in a cash flow model. It’s a remarkable accelerant.[Moi ici: Recordar a atenção que sempre demos ao foco neste espaço. Foco é terrível, obriga a fazer renúncias... pois, pobre ou com saúde]
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So we set out on a turnaround journey, which I predicted would take five years. I said, “What are the core values of this company? Let’s identify what it does really well and do more of that as the anchor for the turnaround. [Moi ici: Mesmo uma multinacional, quando está à rasca, faz o que propomos às PME, começar pelo ADN, começar por onde podem fazer a diferença, começar pelo que pode ser um ponto forte. Mais, até esta multinacional seguiu o que recomendo às PME que façam e não seguiu a treta dos livros] Then let’s make a to-do list of the things to be fixed.” So we went back to our core founding principles, and the company responded.
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But I didn’t spend a lot of time worrying about how we got here. I was just determined to turn the ship around. The first step was to decide whether to spin off the PC business. The second was to get our cost structure in line with the revenue trajectory, because in 2012 revenues declined by more than 5%. When you have declining revenues, you have to manage your cost structure very aggressively in order to expand margins and save for investment in what’s needed to fix the company. [Moi ici: Grego clássico, ou aramaico pré-cristão para político ou funcionário público. Bê-á.bá para qualquer empresário com dois dedos de testa] Next we had to reignite the innovation engine.
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“Authentic leadership” is a term that’s used a lot. What does it mean to you?
You have to be exactly who you are, because ultimately people will see through you if you’re not leading in an authentic way. For me, it’s about very simple, straightforward communication. Our industry tends to do a lot of technospeak, to make things more complicated than they need to be. With a company this size, you have to speak clearly and lay out the objectives so that your teams can explain what’s happening to customers and partners and one another."[Moi ici: Como não pensar na situação política actual e na treta fragilista]
"We believe the greatest challenge to companies today is not keeping up with their competitors, but with their own customers.Agora que conseguiu materializar o que está em causa com o exemplo dos taxistas, talvez possa reflectir mais profunda e abstractamente sobre o mais difícil, sobre a sua empresa... em que medida é que ela não está a acompanhar a pedalada dos seus clientes?
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One reason is that individuals are transforming to digital faster than organizations. Think for a moment about people as tiny enterprises. They’ve redesigned their core processes in the area of procurement (online shopping), talent acquisition (marketplaces), collaboration (social networking), market research (peer reviews), finance (mobile payments) and travel (room and ride sharing). Have you reinvented your core processes to the same degree?.
Customers’ expectations are also more liquid and no longer based on industry boundaries. Customers – whether consumers or business buyers – don’t compare your customer service to that of your competitors, but to the best customer service they receive from anywhere."
"Growth was comfortably ahead of expectations in what one analyst called a "major upward surprise" after strong data from France and Spain earlier this morning showed their economies surging back into life.Por tudo isto, este título "Marcelo teme efeitos económicos externos" só revela um ignorante fragilista sempre pronto a culpar os outros pelos nossos problemas:
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France's economy grew by 0.5 per cent between January and March - nearly twice as fast as the expectations of just 0.3 per cent."
"O Presidente da República, Marcelo Rebelo de Sousa, considerou hoje que a situação económica internacional pode ter efeitos negativos em Portugal, mas disse não ver qualquer risco de instabilidade política que leve a eleições antecipadas."Balelas!
"As exportações portuguesas de vestuário continuam em crescimento, com os números para os dois primeiros meses do ano a darem conta de uma subida equivalente a 35,4 milhões de euros, em comparação com o período homólogo de 2015.Trechos retirados de "Exportações de vestuário crescem 7,2%"
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Espanha continua a liderar a lista de principais mercados do vestuário “made in” Portugal, tendo registado um crescimento de 15,1%, para 218,5 milhões de euros, mas as empresas portuguesas registaram igualmente mais vendas para o Reino Unido (+4,7%, equivalente a mais 2,2 milhões de euros, para 48,5 milhões de euros), para os Países Baixos (+ 10% para 25,3 milhões de euros) e Itália (+ 11,9% para 19,6 milhões de euros).
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Fora da UE, os EUA ganham peso. Nos meses de janeiro e fevereiro, a procura americana foi superior em 4,6% face ao mesmo período de 2015, num valor total de 12,2 milhões de euros. Destaque ainda para a Tunísia, Hong Kong, China e Arábia Saudita que aumentaram as suas compras."
