Sem rede

A vida real é assim: sem rede.

Só nos media portugueses ainda se toleram os académicos e outros cheios de certezas e de fórmulas infalíveis

"How do you know you’re on the right strategic path? And are you making changes as you go?
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Oh, goodness, have I made changes! It’s important to have deeply held beliefs about the vision. But then you have to look at the results.
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What’s positive is that the plan is proceeding as we believe it should, with the growth of large new businesses that are adjacent to our core franchises. IBM will grow again. But we need to grow in the right ways. We’re moving into areas that have value and shedding ones that don’t. We could have higher growth rates, but we made a bold decision to divest commoditizing businesses before they commoditize further. The new areas are higher margin, but we have to invest in them and then scale them up.
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It doesn’t matter if you’re an insider so long as you don’t try to protect the past. Then you have the freedom to reinvent yourself for the long term.
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What’s the hardest thing about trying to take this transformation through to the other side?
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You have to have passion. And you have to have clarity. But I think the most difficult thing is perseverance. This is a large, highly profitable company that continues to do mission-critical work serving clients around the world—and at the same time reinventing itself. As the familiar metaphor has it, that’s like changing the wheels while you’re driving. And we’re doing it all in the public eye. Above all, we need to stay focused on our clients and keep moving forward. I think the team has done a super job at this."

Trechos retirados de  "don’t try to protect the past"

Para lá da eficiência (parte II)

Parte I.

"“At one point, one of my sons was deeply into scheduling and efficiency. One day he had a very tight schedule, which included down-to-the-minute time allocations for every activity, including picking up some books, washing his car, and "dropping" Carol, his girlfriend, among other things.
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Everything went according to schedule until it came to Carol. They had been dating for a long period of time, and he had finally come to the conclusion that a continued relationship would not work out. So, congruent with his efficiency model, he had scheduled a ten- to fifteen-minute telephone call to tell her.
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But the news was very traumatic to her. One-and-a-half hours later, he was still deeply involved in a very intense conversation with her. Even then, the one visit was not enough. The situation was a very frustrating experience for them both.
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Again, you simply can't think efficiency with people. You think effectiveness with people and efficiency with things. I've tried to be "efficient" with a disagreeing or disagreeable person ”
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“and it simply doesn't work. I've tried to give ten minutes of "quality time" to a child or an employee to solve a problem, only to discover such "efficiency" creates new problems and seldom resolves the deepest concern."

Excerto de: Stephen R2. “The 7 Habits of Highly Effective People Powerful Lessons in Personal Change.” iBooks.

Curiosidade do dia

"Nos critérios de classificação, a pontuação será atribuída e majorada em função de os investimentos se realizarem em espaços “maioritariamente inseridos em zonas de intervenção florestal”, terem um “certificado de gestão florestal”, usarem “plantas melhoradas de Eucalyptus globulus”, de não estarem em zonas de Rede Natura 2000, se inserirem em “zonas críticas” ou nos tais “concelhos de primeira prioridade” – precisamente as zonas do país com maior susceptibilidade à ocorrência de incêndios florestais.
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“São elegíveis as áreas ocupadas pela espécie Eucalyptus globulus em que esta representa no mínimo 75% dos exemplares arbóreos existentes e encontra-se em subprodução”, lê-se ainda no documento."

E vêm os técnicos para a TV falarem de evitar a monocultura e zonas barreira e ...

"Governo está a financiar renovação do eucaliptal em zonas como a de Pedrógão"

Para reflexão

Ontem o Filipe Garcia publicou um gráfico que contribui e muito para a compreensão das alterações em curso na Europa e que tenho acompanhado em:

• À atenção do ministro da Economia;
• O tempo que agora vivemos
• Nunca esquecer esta longa série de cromos
• "Se a conjuntura explicasse tudo, a aceleração não seria apenas em Portugal"

Agora comparem os salários portugueses com os daquela facha dos Cárpatos até ao Báltico:

Calçado: estratégias competitivas

Tabela interessante retirada de "A inovação e competitividade na cadeia de valor da moda: parte II" que mostra como diferentes empresas do sector do calçado recorrendo a diferentes estratégias e vantagens competitivas têm resultados diferentes (facturação por trabalhador).

Para lá da eficiência

"In a world of commoditised expertise, “Being human,” becomes a real hope for continued differentiation!”

— @bill_fischer pic.twitter.com/ZQZTXhu31w

— Alex Osterwalder (@AlexOsterwalder) June 22, 2017

"Innovation by definition is inefficient, because you make prototypes, because you try stuff that fails, that doesn’t work. Exploration is inherently inefficiency. Art is not efficient. Human relationships are not efficient. These are all the kinds of things we’re going to gravitate to, because they’re not efficient. Efficiency is for robots.» "

Trecho retirado de "Efficiency Is For Robots", a relacionar com "When we understand"

"What won’t you be?" (parte II)

Parte I.

"Almost nothing in our daily lives is actually a winner take all competition.
Somewhere, there's someone fitter, faster, thinner, quicker, smarter, more popular or richer than you. And there's someone else fitter, faster, thinner, quicker, smarter, more popular or richer than they are. And you're (far) ahead of someone else who is busy looking at you from behind.
And yet we see people angry because someone's passing their car, or gaining more followers online. They mistakenly believe it's a race. It rarely is.
If you can use your situation as fuel, fuel to dig in and care more and do better, by all means.
But if not, ignore it. Do your work, not theirs."

Trecho retirado de "Winner take all"

Curiosidade do dia

"Please note !!...this is not my house...I stated that my house is surrounded by native trees with eucalyptus 800 metres away...not as close as the picture shown !!....I was just making an observation and used a picture which I stated was of a Portuguese farm...but have given another good example of another property similarly affected this past weekend with bad fires at Figueiró dos Vinhos. Most people understood this and I have been contacted by journalists who were very interested on the angle of the story ~ I have passed them onto the people who have had this happen in the past few days
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Original Post ~ Our house is surrounded by native oak with the nearest eucalyptus about 800 m away...on our land we have olive, oak and fruit trees....all native to Portugal unlike the eucalyptus...it would seem according to studies that this would make us safer as these trees act as natural fire breaks, especially due to the Oak...A photo illustrating how Portuguese farms with indigenous trees are far more fire resistant than the eucalyptus plantations"

Trecho retirado de "Quinta rodeada de carvalhos e castanheiros escapou ao fogo"

Strategy it's about what you will do

"You can only deliver a truly differentiated client experience if you design one and do it in accordance with your strategy. Strategy isn't about what you can do -- it's about what you will do."

Trecho retirado de "Why You Shouldn't Go the Extra Mile for Customers"

Lemingues (parte IV)

Parte I, parte II e parte III.

"If you have the ability to generate greater results than anyone else, a strategy called “customer intimacy,” then you have to make the necessary investments to deliver that level of value. Look, your competitors aren’t stupid. If they have a lower price, they know that they are giving up something when it comes to customer intimacy. Maybe they decided not to make the investment in the additional people. Maybe they don’t want or intend to make the investment in leadership. To reduce their price, they have to give up something.
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You have to pick a lane on these things. You can have the very best product, but you are going to have to sell at a price that allows you to deliver the very best product. If your product is your intimate knowledge of the client and the ability to work creating high trust, high value, and high caring, then you are going to have to give up low price to deliver those things."

Trecho retirado de "You Have to Pay for Your Competitive Advantage"

À atenção do ministro da Economia

O impacte do fim da China como fábrica do mundo no FT de ontem:

Recordar estas palavras:

"Se a conjuntura explicasse tudo, a aceleração não seria apenas em Portugal, seria um fenómeno europeu e isso não é a realidade", acrescentou."

Segundo o ministro da Economia de Portugal só Portugal é que está a crescer...

Macacos não voam

Recordando Porter e os seus conselhos a Portugal durante o consulado de Cavaco Silva.

Recordando "Os macacos não voam, trepam às árvores, um exemplo".

Cuidado com os investimentos de alta tecnologia suportados por generosos apoios estatais se não há tradição no sector.

Curiosidade do dia

Dizem-me que é ruído.

"What won’t you be?"

"Today’s economy, he notes, is “replete with winner-take-all effects [Moi ici: Sabem que acredito que isto é passageiro, uma espécie de doença infantil das plataformas "Estratégia em todo lado - não é winner-take-all (parte V)"] and huge advantages that accrue to the biggest and best-run organizations, to the detriment of upstarts and second-fiddle players.”
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But is the only strategy in our winner-take-all era to get as big as possible, to aspire to eventually serve everyone, and to meet their every need?...
We’re not trying to meet all needs. So, Amazon’s business strategy is super broad. Meet all needs. I mean, the stuff that will be in Prime in five or ten years will be amazing, right? And so we can’t try to be that — we’ll never be as good as them at what they’re trying to be. What we can be is the emotional connection brand, like HBO or Netflix. So, think of it as they’re trying to be Walmart, we’re trying to be Starbucks. So, super focused on one thing that people are very passionate about.
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Michael Porter would approve. “The essence of strategy is choosing what not to do,” he writes in his 1996 classic “What Is Strategy?” In Porter’s view, sustainable competitive advantage depends on trade-offs, including the fact that it’s difficult for one company to serve all customers across a wide range of needs.
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In an era where a small number of huge companies have unprecedented reach and control, Porter’s central question seems more important than ever: What won’t you be?"

Trechos retirados de "How Can Companies Compete with Amazon? Netflix Has the Answer"

Lemingues (parte III)

Parte I e parte II.

A propósito deste texto de Tim Harford "The age of the Microsoft and Amazon economy". Os teóricos acreditam nisto:

"One of my first economics lessons contrasted perfect competition, which was judged to be a good thing, with monopoly, which was not."

Concorrência perfeita significa igualdade, significa que só resta o preço como factor diferenciador. Claro que um adepto e promotor da concorrência imperfeita não podia estar mais em desacordo com a suposta beleza da concorrência perfeita. VIVAM os monopólios informais.

A Lego entrou no vermelho por causa da concorrência perfeita e saiu dela quando promoveu a concorrência imperfeita e o monopólio informal mental na mente dos seus fãs.

"This is surprising. As the world economy grows, one might expect markets to become more like the perfectly competitive textbook model, not less. [Moi ici: Em Mongo ...não será esta a via] Deregulation should allow more competition; globalisation should expose established players to pressure from overseas; transparent prices should make it harder for fat cats to maintain their position. Why hasn’t competition chipped away at the market position of the leading companies? The simplest explanation: they are very good at what they do. Competition isn’t a threat to them. It’s an opportunity."

Os números e a tendência de concentração citada por Tim Harford é ainda um sintoma do estertor do século XX porque foi neste período que se deu o êxodo industrial para a Ásia. A globalização não foi feita por empresas chinesas a entrarem no Ocidente, foi feita por empresas do Ocidente a montarem fábricas na China ou a aproveitarem fábricas incipientes na China para substituírem a produção nos mercados de consumo.

Efeito de rede?

"“A nossa expectativa para 2017 é entre o melhor ano de sempre e o muito melhor ano de sempre”, afirma a presidente executiva da Associação da Hotelaria de Portugal (AHP), Cristina Siza Vieira."(1)

E isto apesar do sucesso do turismo de alojamento local.

Os gananciosos acreditam que a economia é um jogo de soma nula e que o que uns ganham é o que os outros perdem. Por isso, querem proibir ou restringir essa suposta concorrência.

“What’s made them successful over the past 10 years is their ability to create new entities, movies, TV shows, by partnering with brilliant people. They’ve said: ‘We might not make as much money if we outsource it, but the product will be better.’ That mentality is very Danish. It comes from saying: ‘We’re engineers. We know what we’re good at. Let’s stick to our knitting.’ That’s a very brave thing to do and it’s where a lot of companies go wrong. They don’t understand that sometimes it’s better to let go than to hang on.”(2)

Será que estamos perante um efeito de rede?

Porque muitos turistas vêm através do turismo local criam um buzz e uma dinâmica que atraem outros para o alojamento turístico tradicional?

Recordar "O poder das associações e nas associações"

(1) - Trecho retirado de "Hotelaria rumo ao melhor ano de sempre"
(2) - Trecho retirado de "How Lego clicked: the super brand that reinvented 

Formação: Gestão por processos

Interessados em participar numa formação sobre Gestão por processos com a duração de 25 horas podem consultar a informação em Formação: Gestão por processos.

Temas a abordar em torno de:

• 15. Quantos processos?
• 14. Abordagem por processos e riscos
• 13. Processos, funções, competências
• 12. Caracterizar um processo
• 11. Razão de ser de um processo
• 10.Designar um processo
• 9. SG um portfolio de iniciativas
• 8. Contexto e críticos
• 7. Função objectivo
• 6. I’ll be back!
• 5. Eliminar as estruturas sistémicas conspirativas (parte II)
• 5. Identificar as estruturas sistémicas conspirativas (parte I)
• Não há acasos!
• Uma empresa: uma caixa negra
• Pergunta venenosa
• "algo não bate certo nesta abordagem"
• Acerca dos processos
• Transformar, apesar do travesti (parte I)

Curiosidade do dia

"Edmund Burke saw society as a partnership between those who are living, those who are dead, and those who are yet to be born. A failure to understand this relationship underlies a disturbing global tendency in recent decades, in which the appropriation of future wealth and resources for current consumption is increasingly disadvantaging future generations. Without a commitment to addressing this inequity, social tensions in many societies will rise sharply.
Central to the issue is that the rapid rise in living standards and prosperity of the past 50 years has been largely based on rising debt levels, ignoring the costs of environmental damage and misallocation of scarce resources.
A significant proportion of recent economic growth has relied on borrowed money -- today standing at a dizzying 325 percent of global gross domestic product. Debt allows society to accelerate consumption, as borrowings are used to purchase something today against the promise of future repayment. Unfunded entitlements to social services, health care and pensions increase those liabilities. The bill for these commitments will soon become unsustainable, as demographic changes make it more difficult to meet.
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This growing burden on future generations can be measured. Rising dependency ratios -- or the number of retirees per employed worker -- provide one useful metric. In 1970, in the U.S., there were 5.3 workers for every retired person. By 2010 this had fallen to 4.5, and it’s expected to decline to 2.6 by 2050. In Germany, the number of workers per retiree will decrease to 1.6 in 2050, down from 4.1 in 1970. In Japan, the oldest society to have ever existed, the ratio will decrease to 1.2 in 2050, from 8.5 in 1970. Even as spending commitments grow, in other words, there will be fewer and fewer productive adults around to fund them.
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Future generations will bear the ultimate cost of present decisions or inaction. As in Francisco Goya’s famous painting, “Saturn Devouring His Son,” today, the old are eating their children."

Entretanto por cá reformaram a Segurança Social por cem anos... pois, balelas:

 "In 2006 for every 100 persons aged 55-64 there were 117 persons aged 20-29, a value that decreased to 80 in 2016."

Trechos retirados de "The Old Are Eating the Young"

Fuçar, em directo

Em muitos sectores de actividade vemos os seus actores, quando a paisagem competitiva muda, a pedirem apoios do Estado. A maior parte desses apoios serve para adiar o inevitável. Recordar Spender.

O que tenho lido sobre a reacção de alguns centros comerciais à evolução do retalho electrónico é interessante e revelador do que acontece em qualquer sector económico quando o mundo muda e os actores mais activos fuçam em busca de uma nova oportunidade.

Quando um encontra uma combinação vencedora começa o spill-over que dissemina o novo conhecimento.

Alguns exemplos:

• Retail Isn’t Dead, But It Does Need To Adapt;
• A New Model for Shopping Malls
• The Rise of Luxury Strip Malls

Volume vs Lucro

"Thankfully, today’s data visualization from Ishtyaq Habib shows the top 100 biggest companies by market value, but uses circles to represent both the revenue and profit for each company.
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The first noticeable difference in this version?
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It’s that Apple is unparalleled in its ability to make money. In fact, Apple’s 2016 profit of $45 billion is far bigger than any other company, including Berkshire Hathaway ($24 billion), JPMorgan Chase ($24 billion), Wells Fargo ($22 billion), Alphabet ($19 billion), Samsung ($19 billion), Toyota ($17 billion), Johnson & Johnson ($16 billion), or Walmart ($14 billion).
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The only companies that can compare with Apple were Chinese banks like ICBC, Agricultural Bank of China, or China Construction Bank, but in many ways these state-owned enterprises are on an entirely different playing field, anyways.
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Also impressive: Apple’s profits are bigger than the revenues of massive companies like Coca-Cola ($41.5 billion) or Facebook ($27.6 billion).
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Other organizations need to rely on razor-thin margins and volume to make things work. Walmart only brought in $14 billion of profit off of a whopping $485 billion of revenue – a margin of just 2.8%. Meanwhile, fast-growing Amazon was in a similar boat with margins of 1.7%, largely provided by its wildly successful AWS service.
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Lastly, it is also worth noting that some on the list did not make a margin at all. These are mostly companies that are suffering from the challenges of down cycles in natural resources. Chevron and mining giant Glencore, for example, were two of the Top 100 Companies that both lost money in 2016, while BP essentially broke even."

Trechos retirados de "The Top 100 Companies: Revenue vs. Profit"