quinta-feira, maio 05, 2016

T-TIP, Mongo e o código (parte II)

Parte I.
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Um texto, "Harnessing the True Potential of Internet of Things Technology", sobre o "é meter código nisso":
"Transaction to relationship
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It used to be that, if you were in the product business, your goal was to sell the product, get the transaction done and book the revenue. In part, this was because once the product left your store or warehouse, you had very little visibility into how it was being used. That’s all changing now as IoT technologies become more affordable and available. These technologies now provide an opportunity to monitor the use of the product throughout the lifetime of the product.
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Well, what if you offered to charge the customer based on usage of the product, rather than requiring them to make large upfront payments for the product regardless of usage patterns down the road?
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Here’s an even more intriguing option. What if customers could use IoT technologies not just to monitor usage of the product but also to track the impact that the product has in generating value for them? What if, for example, we could track the impact of a machine on the cycle time of a manufacturing process?
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Vendors might even take this one step further and develop insight from the data that would enable them to offer prescriptive advice for the customer. They would not just help customers anticipate certain events, but give them advice on what they should do to enhance the value of the product given these circumstances. Depending on the value created from this advice, these prescriptive services could become a significant additional source of revenue. As these business models evolve, one might even imagine that the “sale” of the product would diminish in importance relative to the revenue generated from data-driven services enabled by the product purchase. In some cases, this could help companies evolve into a trusted advisor business model.
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IoT technologies also have the potential to help vendors evolve into platform-based business models, where the value to the customer increasingly comes from being connected to a much broader range of more diverse resources."

Ainda acerca das experiências

"As marketers continue the transition to experiential marketing, they are witnessing first-hand how a completely different approach can drive incredible engagement and ROI. In broad strokes, the transition represents six fundamental changes in how companies market:

  • New Direction. Companies are switching from marketing used to push customers toward their products and instead are using engagements that pull them.
  • Better Touchpoints. Companies have replaced marketing campaigns designed to simply reach as many people as possible (quantity) with initiatives that seek to create longer conversations and deeper recall (quality) with the “right” people.
  • Authentic Engagements. Marketers are no longer buying mere impressions and instead are investing in creating expressions.
  • Deeper Interactions. Brands are transitioning from campaigns used to grab attention to programs created to give it.
  • Real Conversations. Companies are no longer just talking to their customers—they are now focused on listening to them
  • Lifelong Relationships. Marketers are no longer trying to communicate their products’ benefits to customers, but instead are using marketing to build relationships."
Trechos retirados de "Experiential marketing : secrets, strategies, and success stories from the world’s greatest brands" de Kerry Smith e Dan Hanover.

Um exemplo

À hora em que estiver a ser publicado este postal, estarei numa PME, no âmbito do tema da consciencialização (cláusula 7.3 da ISO 9001:2015) a animar uma reflexão sobre o papel de cada um no cumprimento da política da qualidade no chão de fábrica (na Gemba)
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Os slides 3 a 7 são:
Podemos ser muito valorosos a competir de igual para igual com os gigantes que estão no mercado.
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OK! No fim acabaremos sempre mortos.

Por que temos de competir de igual para igual?
Por que temos de seguir o livro das regras escritas pelos gigantes?

Por que não podemos ser como David e fazer à nossa maneira?

Os gigantes são demasiado grandes para se preocuparem, para considerarem a individualidade de cada cliente.

Essa vai ser a nossa vantagem competitiva, a nossa base para nos diferenciarmos e ficarmos invisíveis nos radares dos gigantes.
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Segue-se a apresentação da política e objectivos.
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Segue-se a apresentação do mapa de processos e começa a interacção sobre como é que cada um participa, influencia e pode melhor o sistema.

"à medida" - tão Mongo-way

Em "Sempre em busca de uma batota mais eficaz" (Agosto de 2012) escrevi:
"Aqui está um negócio que há mais de 1 ano me convence que vai ter um boom espectacular, o "home delivery"."
Recordar também:

Uma consequência do avanço de Mongo, do avanço do mundo 4:
passa pela democratização da produção, passa pela explosão das tribos, passa pelo home delivery "Rangel lança serviço de transporte à medida para crescer nas vendas":
"O serviço em causa, e que se divide em dois segmentos, o “time critical”, em que a prioridade e a urgência são o mote, e o “special project”, em que as soluções são montadas à medida de cada pedido, por mais inviável que possa parecer, foi lançado em Janeiro."

quarta-feira, maio 04, 2016

Curiosidade do dia

"A execução orçamental até Março em contabilidade pública evidencia assim um aumento do défice face ao mesmo período de 2015. "Por subsectores, o principal contributo para o aumento homólogo do défice orçamental proveio da administração central, o qual foi parcialmente compensado pelos contributos positivos ao nível da segurança social e da administração local", precisa a UTAO."
Conjugado com o que já está prometido e outras coisas do tipo "Governo garante 35 horas semanais para todos os enfermeiros" lembrei-me de uma frase de Reagan mas agora usada no sentido exactamente oposto:
"You ain't seen nothing yet"
Por isso, prepare a sua empresa para sobreviver a mais um evento promovido pelo monstro e seus adeptos normandos.

A Venezuela também passa por aqui.

Trecho retirado de "UTAO alerta para a estagnação da receita fiscal"

Acerca das experiências

"People often ask us which brands create the best experiences and which most effectively use experiential marketing.
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The DNA of Experiences.
Habit 10. Focus on Driving TrialUse experiential marketing to create longer engagements that promote the test,  sample, or demonstration of a product or service.
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Habit 9. Make It Unforgettable—LiterallyThe target won’t (and can’t) forget the experience and is able to relive it and reshare it for days, weeks, and years.
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Habit 8. When Something Works, Don’t Do It AgainThe best brands resist the temptation to repeat experiential marketing campaigns.
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Habit 7. Design for ScreensCreate experiences with device interaction in mind.
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Habit 6. Bring the Product to LifeUse live experiences to do what no ad ever could.
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Habit 5. User‐Triggered EngagementsDesign experiences that don’t start until the target turns them on.
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Habit 4. Effect and AffectExperiences that touch the heart impact the mind.
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Habit 3. PersonalizedNo two people should have the same experience.
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Habit 2. Experiences Are ContentBrand experiences have become marketers’ leading content capture tool and content distribution platform.
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Habit 1. Bold, No‐Fear IdeasNothing impacts the success of the experience like a fresh, creative idea."
Trechos retirados de "Experiential marketing : secrets, strategies, and success stories from the world’s greatest brands" de Kerry Smith e Dan Hanover

T-TIP, Mongo e o código

Ontem, durante o meu jogging ao final da tarde, enquanto chegava aos 5km, no noticiário das 19h na Renascença discutia-se o T-TIP. Lembrei-me do seu provável impacte no sector mais exportador de Portugal, o da produção de máquinas, recordar:
Relacionei logo essa preocupação com uma ideia com que tento seduzir as PME industriais, com o "é meter código nisso": PME e código, já pensou nisso? (parte V).
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"New industrial processes, such as on-demand machining and additive three-dimensional printing, may have a tremendous effect on the U.S. economy. Roughly 33 percent of the economy is fueled by manufacturing and it’s one of the arenas that has been most resistant to incursions from the technology world. Now, all of that is changing for several well-documented reasons.
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The cost of hardware and infrastructure to support the application of technology in manufacturing has come down dramatically even as organizations are looking to improve efficiency by collecting more data on their processes and determining where there are costs to be saved.
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[Moi ici: Interessante esta ideia] MakeTime is an online capacity utilization marketplace for machining. The company provides a way for computerized machining companies to offer their manufacturing services for customized parts during times when those machines would typically sit idle.
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By distributing those orders across a number of different manufacturers during their down-times, MakeTime potentially provides a way for companies to do larger production runs at lower prices.
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“The goal of this whole game is to democratize the manufacturing floor to make things faster, better, and cheaper for a generation of entrepreneurs.” [Moi ici: O equivalente a dar mais poder aos criadores, aos membros das tribos] To make that happen, he adds, the whole manufacturing chain will need to be digitized.
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“It’s all going to play a part in Just in time or on-demand manufacturing,” he said. “We all rise up and we march to the hallowed ground and we bring our manufacturers home to the promised land.”[Moi ici: Míopes! A democratização da produção vai alterar o papel dos produtores, não voltaremos ao modelo século XX]"
Como é que a sua PME vai lidar com estes desafios?


Workshop formativo “Indicadores de Monitorização de Processos”

O CTCP vai promover o Workshop formativo “Indicadores de Monitorização de Processos”- no dia 10 de maio de 2016 em Felgueiras e no dia 11 de maio em São João da Madeira.
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Estrutura em torno da minha experiência, penso que os problemas com a monitorização dos processos podem ser rastreados a 4 causas-raiz:
1.Processos mal definidos.
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2. Indicadores de espectro muito largo (misturam realidades distintas. Por exemplo, propostas que demoram 3 semanas a preparar com propostas que demoram 3 minutos)
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3. Indicadores desligados da estratégia para o negócio
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4. Monitorização deficiente, falta de ferramentas para interpretar o que está a acontecer.
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Programa, preço e inscrições aqui.

Um pouco de humildade

"There is a better way. Instead of sweeping away corporate culture and existing organizational design in a “big bang,” we can move incrementally, learning as we go.
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Citing the early twentieth-century organizational psychologist Kurt Lewin, he argues that we can never understand an organization until we try to change it and thus suggests a “provoke and observe” approach:
We can never direct a living system, only disturb it and wait to see the response  … We can’t know all the forces shaping an organization we wish to change, so  all we can do is provoke the system in some way by experimenting with a force we think might have some impact, then watch to see what happens.
Avery’s “provoke and observe” approach parallels the Agile principle of “inspect and adapt.” In my interpretation of Avery’s comments, we can formulate a  hypothesis about what is valuable to the organization, deliver something based on that hypothesis, and observe the results. The feedback that results—especially if this is a new way of thinking about value—teaches us how to either adjust our hypothesis or adjust our way of bringing agility into the culture. In terms of the Lean Startup, you may see this as an example of adjusting our value hypothesis or our growth hypothesis through validated learning."
Um pouco de humildade faz bem a consultores e outros bem intencionados que acreditam que sabem o que é melhor para as empresas. Uma vez mais, o papel do ecossistema interno é fundamental.
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O cemitério de projectos está cheio de boas intenções que não tiveram em conta a resistência à mudança, por causa de uma cultura interna que não foi respeitada.
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Trechos retirados de "The Art of Business Value", de Mark Schwartz.  

terça-feira, maio 03, 2016

Curiosidade do dia

O fragilista alegre continua a sua política leviana:
"O Presidente da República não acredita na necessidade de medidas adicionais para Portugal cumprir as metas europeias.
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Quanto à eventual necessidade de medidas adicionais, Marcelo exclama já de fugida: “Ahhhhh, não me parece”. "
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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Trecho retirado de "Défice: Marcelo prefere copo meio cheio"

Um optimista é uma espécie de batoteiro

"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:

Qual a alternativa?

Ainda e sempre a ARTE!!!
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Ontem de manhã, antes de começar o dia numa empresa, tive oportunidade de ler "learn like an artist" foi o suficiente para ficar animado e bem disposto para o resto do dia.
"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)]
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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."
Recordar:

Trechos retirados de 

Acerca da realidade

A minha professora de Filosofia do 10º ano de escolaridade era uma daquelas criaturas que acha que se pode interessar os alunos pela Filosofia fazendo pouco, caricaturando as ideias dos filósofos.
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Tanto caricaturava os gregos por acharem que tudo era terra, fogo, água e ar como, por exemplo, o bispo Berkeley e o seu imaterialismo.
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Graças a Deus que Guedes Miranda apareceu no meu caminho para me revelar a beleza da Filosofia e, por exemplo, a importância filosófica da Física Quântica.
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Por isso, "The Case Against Reality" é uma bela viagem a esse tempo de descoberta:
"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.
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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." 
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:

"business value must be discovered"

"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.
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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."
Trechos retirados de "The Art of Business Value", de Mark Schwartz.  

segunda-feira, maio 02, 2016

Curiosidade do dia

"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."


Trechos retirados de "A grande farsa. E a catástrofe anunciada"

É a vida!

A propósito de "Made-in-Taiwan Used to Mean PC, Now It’s 3D":
"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!
Lembram-se dos ratinhos do livro "Quem mexeu no meu queijo?"?
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Em Portugal teríamos programas de apoio destinados a prolongar a agonia das empresas cada vez mais enterradas num buraco sem futuro. Teríamos governantes e incumbentes a apelar ao patriotismo para que as pessoas continuassem a comprar PC e não saltarem para os smartphones.
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Teríamos presidentes de câmara a receber representantes das fábricas em dificuldades e a prometer apoio.
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Quando na verdade o que há a fazer é mudar para acompanhar o mercado. Recordar "Táxis versus Uber também na sua empresa".

Ainda as redes e plataformas

"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.
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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."
Trechos retirados de "One Theory to Rule them All"

Orquestradores de redes

"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:
-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."
Recordar e relacionar com:



Trechos retirados de "This is the business model needed to master the Fourth Industrial Revolution"

Ecossistemas dentro de um cliente

Descobri este interessante livro, "The Art of Business Value", de Mark Schwartz. Já li mais de metade, lê-se bem e aprecio a parte inicial onde ao longo de vários capítulos o autor em vez de dar respostas, coloca dúvidas, ajuda a pensar e a pôr em causa mitos que se usam sem se perceber que são mitos.
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Este trecho:
Sobretudo aquele:
"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."" 


domingo, maio 01, 2016

Curiosidade do dia

Para memória futura:
""virar a página numa trajectória de crescimento e de criação de emprego", caso se "prossiga a actual linha política e económica".
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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."
Delírio galopante...

Trechos retirados de "Costa pede mobilização na luta contra modelo político de baixos salários"