Curiosidade do dia

Fonte.

Originação de valor vs valor acrescentado

"What Is Value Creation and How Is It Different?Take a look at this table to better understand the differences between value, added value and created value. Give yourself and your company a quick evaluation – what value are you delivering and which type of value could you increase?"

Trecho e imagem retirada de "What Is Value Creation? Is It Just another Name for Added Value?"

Para reflexão

Imagem retirada de "White Space Revisited: Creating Value through Process"

SDCA e PDCA

Encontrei este esquema nos slides de uma multinacional. O clássico PDCA.

Olhei para aquela caixa "Improvements" no lugar do "Act" e pensei logo o quanto prefiro antes o CAPD:

• PDCA vs CAPD

Check - Avaliar o desempenho
Act - Decidir o que melhorar
Plan - Planear o que experimentar
Do - Realizar a experiência

Mas melhor ainda a proposta de Shoji Shiba, relacionar o SDCA com o PDCA:

Standard - Ter um padrão de operação
Do - Actuar de acordo com o standard
Check - Avaliar o desempenho
Act - Decidir o que melhorar
Plan - Planear o que experimentar
Do - Realizar a experiência
Check - Avaliar o desempenho
Act - Actualizar o standard


Faz muito mais sentido.

• Não-conformidades, acções correctivas e preventivas (Dezembro de 2007)
• Exemplo de acção preventiva (parte IX) (Maio de 2009)

Juntar as peças

Há umas pessoas que defendiam défices mais elevados ao mesmo tempo que defendiam níveis de dívida mais baixos sem perceberem a contradição. Lembro-me do grande Ortega y Gasset falar dos que lançam ideias sem a capacidade de idear, quando deparo com textos escritos por quem não tem capacidade de reflectir nas incoerências que transmite.

Ontem passei-me quando confrontei o título deste artigo, "Falta mão de obra ao líder das exportações nacionais", com uma boa parte do seu conteúdo:

"o setor metalúrgico assume-se como o grande setor da economia portuguesa. Entre os maiores problemas está a falta de mão-de-obra qualificada.
...
Por falar em estabilidade, o que pensa o presidente dos metalúrgicos sobre a subida do salário mínimo?
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Terá reflexos na indústria? Aníbal Campos sublinha que “as pequenas e médias empresas são afetadas pela subida do salário mínimo, mas há também empresas estrangeiras que estão em Portugal e que vão ser afetadas”. Sobretudo se a comparação for feita “com o que se passa na antiga cortina de ferro que tem salários muito mais baixos”. Ainda assim o presidente da principal associação do setor refere que está “à vontade” porque para além da sua empresa Silampos “não praticar salários mínimos”, também na AIMMAP, desde que está à frente da associação, “o salário do setor sempre foi superior ao mínimo nacional”. Uma regalia que, adianta, é dada “em troca de outras condições, como são a flexibilidade e o banco de horas”.
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“Andamos sempre à frente do salário mínimo, mas esta subida é considerável não podemos ir à frente”. E deixa o alerta: “Se não houver bom senso isto vai ter consequências para a economia”."

E segue-se um trecho extenso sobre a falta de mão-de-obra no sector:

"“O setor não tem número de formandos necessários e isto é uma tragédia e com a taxa de desemprego a baixar, este é um problema que se vai agudizar”, sublinha." 

E a jornalista não juntou as peças?

Como é que é a curva da oferta e da procura?

Se o sector está a bombar, se a procura por mão-de-obra está a crescer e se a oferta de mão-de-obra é insuficiente... o que manda é o mercado, de nada adianta estar preocupado com o salário mínimo.

Ecossistemas em economia

Há mais de 10 anos, em "Subir na escala de valor" usei aqui no blogue pela primeira vez a palavra ecossistema aplicada a uma empresa e às partes interessadas com que interage.

Desde então já a usei o marcador "ecossistema" quase 200 vezes.

Ultimamente comecei a encontrar textos interessantes sobre a vantagem de pensar na maximização do valor criado a nível de ecossistema:

• "The market is a goal collective"
• Propostas de valor, ecossistemas e pivôs
• Plataformas e ecossistemas

Esta semana, parece que a palavra ecossistema está a pegar:

• Introducing Ecosystem Thinking
• What Exactly Do We Mean by Systems?

Como criar valor?

Há pouco tempo eliminei do meu arquivo um artigo sobre o que se pode fazer com o Big Data relativamente à publicidade. Essa era a minha grande crítica ao artigo, quando se escreve sobre Big Data, escreve-se quase sempre como refere este título "Use Big Data to Create Value for Customers, Not Just Target Them".

Há tempos numa empresa dei comigo a ouvir alguém a sugerir como usar o Big Data para criar valor para um cliente, para o ajudar a ganhar dinheiro, para o ajudar na sua relação com os seus clientes:

"in the rush to uncover and target the next transaction, many industries are quickly coming up against a disquieting reality: Winning the next transaction eventually yields only short term tactical advantage, and it overlooks one big and inevitable outcome. When every competitor becomes equally good at predicting each customer’s next purchase, marketers will inevitably compete away their profits from that marginal transaction. This unwinnable short-term arms race ultimately leads to an equalization of competitors in the medium to long term. There is no sustainable competitive advantage in chasing the next buy.
...
To build lasting advantage, marketing programs that leverage big data need to turn to more strategic questions about longer term customer stickiness, loyalty, and relationships. The questions that need to be asked of big data are not just what will trigger the next purchase, but what will get this customer to remain loyal; not just what price the customer is willing pay for the next transaction, but what will be the customer’s life-time value; and not just what will get customers to switch in from a competitor, but what will prevent them from switching out when a competitor offers a better price.
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The answers to these more strategic questions reside in using big data differently. Rather than only asking how we can use data to better target customers, we need to ask how big data creates value for customers. That is, we need to shift from asking what big data can do for us, to what it can do for customers.
...
Every company should ask three questions to examine how its big data can create customer value:
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What types of information will help my customers reduce their costs or risks?
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What type of information is currently widely dispersed, but would yield new insight if aggregated?
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Is there diversity and variance among my customers such that they will benefit from aggregating others’ data with theirs?"

Um desafio que muitas mais empresas deviam assumir de forma deliberada: como criar valor?

JTBD vs cliente vs produto

Algo que julgo que já aqui se abordou no blogue numa perspectiva próxima: Em vez de identificar os clientes-alvo, identificar o job to be done.

"What’s wrong with product managers? The word “product” gives away the problem. The product manager role is anchored in the product–which in our opinion contributes to a myopic view of the market. Since a primary function of the company is innovation, this key role should have a broader orientation than just the company’s products (see our prior article on this). This role should take on a market perspective that fosters new thinking, discovery and development that extends well beyond today’s products. To revolutionize this important role, we believe it should be anchored on the customer’s “job-to-be-done”, not the product.
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A company that is focused on the customer’s job-to-be-done instead of the company’s products is much more likely to take a broader view of the market. This would include an expanded view of the competition and potential opportunities for growth.
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A traditional product manager has a solid understanding of the products they create and sell. Job Managers, on the other hand, have an intimate knowledge of their customer’s job-to-be-done and the metrics that customers use to measure success when getting the job done."

Trechos retirados de "Product Managers Are Obsolete; Focus on the Job-to-be-Done"

Objectivos e a lavagem das mãos

Gosto destas relações, "Reset your brain by washing your hands":

"Researchers at the University of Toronto’s Rotman School of Management conducted four experiments that showed that when participants cleansed their hands with a wipe, they viewed the previous goals they made as less important. However, they tended to view the goals they made AFTER cleansing as more important.
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That’s because cleansing actually helps people psychologically separate themselves from previous ideas and goals, Dong explained."

Recordar:

• A última preparação do trabalho
• Acerca das infecções hospitalares 
• Outro tipo de oração, e o mesmo resultado

Curiosidade do dia

"Nações menos infantis não descansariam até varrer os demagogos que celebram glórias imaginárias e fintam as desgraças autênticas. Portugal, não. Portugal respeita os mortos, leia-se espera que os vivos não perturbem a “estabilidade”. Portugal observa prioridades, leia-se deixa arrefecer o assunto. Portugal não cede à baixa política, leia-se permite a impunidade geral. Portugal está unido, leia-se criou-se um ambiente hostil a questões desagradáveis. Portugal, repete-se, é uma nação muito forte, leia-se um recreio de oportunistas, desnorteados ao primeiro assomo da realidade."

Trecho retirado de "Morrer entre brutos é triste"

Para reflexão

Um texto dedicado a muita gente, "Austerity is dead. Long live austerity":

"Britain can choose to raise spending, but that will mean higher taxes.
...
The British public is tired of austerity. So even supporters of the government have concluded from the unexpected success of Jeremy Corbyn’s new old Labour, which promised much higher spending and fiscal deficits than the Conservatives in last week’s general election But is it safe to give the public what it wants? Brexit is likely to bring economic disappointment. To add fiscal destabilisation to the mix would seem highly unwise.
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The UK will remain an open trading economy dependent on the confidence of strangers, as investors and workers. It would be idiotic to jeopardise its reputation for sound management further in return for a brief high of larger fiscal deficits and debt. Yet this does not rule out different choices over revenue and spending. That is perfectly legitimate.
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It makes sense to run a still smaller deficit when debt is high and the economy is close to full employment. The aim would be to insure against any shocks that lie ahead, by reducing the debt ratio.
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Furthermore, note that taxes will probably have to rise to mitigate the effects on public services of an ageing population.
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What is needed is honesty: the country can choose to raise spending. But, if it wants to run a sound fiscal policy, this will mean substantially higher taxes. Labour has broken the taboo on the latter. But it has dishonestly suggested that a substantial increase in spending can be financed solely at the expense of the rich and corrupt. Yet even taxes on corporations do not fall solely, or even mainly, on the rich.
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So should austerity be over? If we mean that it is safe to leave the fiscal deficit where it is, the answer is no. If we mean that it is possible to avoid lowering the share of public spending in GDP any further, the answer is yes. The argument that the UK has chronically underfunded public services is respectable. But higher spending means higher taxes. That additional taxation also needs to be well targeted and designed. The extra money raised needs to be well spent, too. Otherwise, the effort would be a huge waste. That would be quite senseless."

 Recordar "Agora é que vão começar as decisões políticas"

Quando poupar é pecado

Ler "The Fallacy of Cost Savings":

"The direct way to reduce costs is not very often the best choice when what you cut costs of things that are strategic, and where reducing costs actually takes money out of the outcomes you are trying to improve.
...
By spending more on one line, you can drive down costs on other lines. For this to be true, you must be able to justify the delta between your price and the price your prospective client is paying now—and you have to convince them that price and cost are different, and that lowering the price often has the opposite effect of what they’re trying to accomplish."

Muitas PME mudaram, deixaram de seguir a via do preço mais baixo mas nem todas prepararam os seus comerciais para a necessidade de vender de outra forma.

Do lado dos compradores (no B2B) é aquilo que há anos classifico como: o pecado de poupar:

"don’t go after potential cost savings that might reduce a product’s attractiveness (Moi ici: Pois, a minha guerra contra o eficientismo puro e duro... quando identificamos as actividades críticas de uma empresa em que o negócio não é o preço mais baixo e digo "Poupar nestas actividades é pecado!") "(Novembro de 2012)

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"