"Do you send your children to the least demanding school you can find? Of course not. What kind of parent are you? You know that they need to measure up to a high standard in school if they are to do well in life. "Depois de ler isto, apanhei isto: "ESCOLAS PODEM PASSAR ALUNOS COM SETE NEGATIVAS, DIZ GOVERNO"
Compre produtos nacionais. Faça férias em Portugal. Somos todos Portugal. Portugal Sou Eu: @Portugalsoueu https://t.co/NniNmKc8As— Alvaro SantosPereira (@santospereira_a) July 4, 2017
"Beware of the person who gives advice, telling you that a certain action on your part is “good for you” while it is also good for him, while the harm to you doesn’t directly affect him.
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Of course such advice is usually unsolicited. The asymmetry is when the said advice applies to you but not to him –he may be selling you something, trying to get you to marry his daughter or hire his son-in-law."
"All (Literally) in the Same BoatGreek is a language of precision; it has a word describing the opposite of risk transfer: risk sharing. Synkyndineo means “taking risks together”, which was a requirement in maritime transactions.Não conhecia esta Lei de Rhodes... sinto que o Tribunal Constitucional em Portugal não a aprovaria por ir contra direitos adquiridos.
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The Acts of the Apostles describes a voyage of St Paul on a cargo ship from Sidon to Crete to Malta. As they hit a storm: “ When they had eaten what they wanted they lightened the ship by throwing the corn overboard into the sea.”
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Now while they jettisoned particular goods, all owners were to be proportioned the costs of the lost merchandise, not just the specific owners. For it turned out that they were following a practice that dates to at least 800 B.C., codified in Lex Rhodia, Rhodian Law, after the mercantile Aegean island of Rhodes; the code is no longer extant but has been cited since antiquity. It stipulates that the risks and costs for contingencies are to incurred equally, with no concern of responsibility. Justinian’s code summarizes it:
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“It is provided by the Rhodian Law that where merchandise is thrown overboard for the purpose of lightening a ship, what has been lost for the benefit of all must be made up by the contribution of all.”
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And the same mechanism for risk-sharing took place with caravans along desert routes. If merchandise was stolen or lost, all merchants had to split the costs, not just its owner."
"“Temos um excesso de PME’s – cerca de 50% do emprego está em empresas que, pela sua dimensão e insuficiente competitividade, não poderão nem pagar melhores salários nem fazer os investimentos necessários a ganhar escala. Porque não crescem? Porque é que tão poucas adquirem maior dimensão?"Primeiro, qual o critério para dizer que temos um excesso de PME?
"In this complex environment, auto companies can no longer hope to be everything to everyone. There are simply too many technical options, markets, and social and demographic changes to address. And as the competitive landscape intensifies, being average at many things will not be good enough anymore; companies will need to pick their bets and become great at the things that truly matter for the customers they have chosen to serve. Each auto company must be very clear about how it plans to add value for its particular set of customers; in other words, it has to confidently choose its way to play. And auto companies must determine which distinctive capabilities — that is, which unique processes, tools, knowledge, skills, and organization — will allow them to deliver on this value proposition better than anyone else and create a clear right to win.
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Armed with a coherent system in which distinctive capabilities, a strong way to play, and suitable products and services are aligned, automakers can generate sustained profitable growth. Such a coherent system is hard to copy, provides real value to customers, and differentiates companies from competitors"
"É importante, quando olhamos com atenção para os dados de investimento, repararmos que o investimento que está a crescer mais não é, necessariamente, o investimento típico que houve em Portugal com o investimento em construção. O investimento em equipamentos, no primeiro trimestre de 2017, cresceu quase 16%, que é praticamente o dobro da taxa de crescimento do investimento em construção. Isto significa que há uma retoma do ponto de vista da capacidade produtiva e todos os indicadores avançados sugerem que há aqui uma dinâmica muito positiva na indústria transformadora, que foi um sector que sofreu um choque muito severo nos últimos anos. Portanto, há aqui retoma que está a ser generalizada nos vários setores de atividade económica. Os fundos europeus ajudam, na medida em que estamos no momento em que as empresas começam a executar projetos que já estavam aprovados há um, dois, até três anos. E também há aqui um efeito quer de alguma predisposição do Estado para investir um bocadinho mais do que investiu no ano passado, como sabemos foi bastante pouco, mas, acima de tudo, há um crescimento na Europa."Nem uma palavra de Paes Mamede sobre o reshoring. Não faz a mínima ideia da mudança em curso...
"“Não deixes que a verdade dos factos te estrague um argumento ideológico” parece ser a máxima de muita gente nestas discussões.Trecho retirado de "Não deixes que os factos estraguem um argumento ideológico"
E enquanto nos entretemos com estas discussões evitamos enfrentar a dura realidade que nos persegue. O país em geral e o Estado em particular são avessos ao planeamento, organização, rigor, avaliação e responsabilização. Somos tão fracos nisto como depois somos bons a reagir, a improvisar, a ajudar, a contribuir, a abraçar.
O Estado não tem falta de dinheiro. É antes desorganizado, capturado por grandes e pequenos interesses – sejam eles empresariais ou corporativos -, mal estruturado, partidarizado e pouco exigente. É pena que para resolver estas questões estruturais não se veja muita gente com propostas sérias ou com vontade de mudar, de facto. O populismo e a demagogia das soluções rápidas e mágicas para problemas antigos e complexos é sempre mais fácil.
Perante isto, não nos admiremos com as suas consequências, humanas ou materiais. Elas vão continuar, porque quando se erra continuadamente no diagnóstico nunca se combate verdadeiramente a doença."
"You see, that scrappy car company was doing so well that in 1999 it caught the eye of Ford, who was creating the Premier Automotive Group, simply called, inelegantly, PAG.Resultado:
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PAG was an umbrella corporation that included Jaguar, Land Rover, Aston Martin, Lincoln and, as of 2000, Volvo. It was all run by a guy whose name sounded like European royalty: Wolfgang Rietzle. Then CEO of Ford, Jacques Nasser, wanted Volvo so badly, he paid $6 billion with Ford family money for it.
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In 2001, people I had known for years were gone and replaced with Ford people, and they saw Volvo as part of the collective PAG group, which I deemed to be lacking some soul. That soul was replaced with chaos that I experiences personally.
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Between then and 2009, Volvo introduced the XC90, XC60, C30, S40, XC70 and much more. Yet Ford, and the marketing people it hired, felt that safety was really of no interest as a talking point. All those people who had been trained to buy a Volvo were thrown under the bus. A new direction was taken."
"Geely paid $1.3 billion and the sale was completed in 2010. That’s a loss of $4.7 billion to Ford."Agora:
"Volvo’s saga over the past 30 years has seen billions of dollars invested or lost. Ford killed what Volvo stood and the brand has yet to recapture its original focus, despite the tinkering of too many people to count."
Only helping customers get a Job Done better/cheeper/faster = race to the bottom. Think how to change the Job or create new ones #jtbd pic.twitter.com/hG1RR8SnEZ— Alan Klement (@alanklement) July 1, 2017
"The granddaddy of all [strategy] mistakes is competing to be the best, going down the same path as everybody else and thinking that somehow you can achieve better results."
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"really robust strategy is based, instead, on delivering unique value on both the customer side and the ‘supply’ side."
"In their efforts to compete, business strategists often forget a basic principle: Build from your strengths. [Moi ici: Começar pela análise do ADN] The most successful companies have a clear, well-articulated view of what's important to them and their customers. They understand that the way to win consistently is through what they do rather than what they sell.
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These companies also understand that “what they do” is unique to them; they have their own capabilities and practices that no other company could quite duplicate, even if it tried. In that sense, building from your strengths is the most reliable way we have found to differentiate your company.
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when you understand what you’re great at, and design your capabilities and strategy accordingly, you can define how you want to compete, and shape your own future rather than waiting for others to do it for you.
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1. Accept Your Weaknesses
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All of us — individuals, teams, and organizations — have weaknesses. These are not skill gaps; those can be corrected with learning. Weaknesses are inherent deficiencies of talent or capability that do not change even after aggressive efforts to improve them. Pride and our ingrained work ethic may cause us to deny our weaknesses, but acceptance is the first step toward designing for strength.
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2. Recognize Your Specific Strengths
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Weaknesses tend to be universal and broad. ... But strengths are often extraordinarily specific.
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3. Solve the Right Problem
A moment of magic accompanies the willingness to quit. It involves gaining a better perspective. Prior to this moment, it is almost impossible to be objective about your challenges. Too many emotions and pressures intrude. But now, you can evaluate your options more dispassionately, and — in the language of design thinking — learn to ask better questions. The problem you are trying to solve may not be the right one to address.
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In my case, fixing my weaknesses was the wrong problem to solve. I have since come to think that the same is true for many other people and organizations seeking breakthrough performance. Instead of solving for “how do I fix my weaknesses?” [Moi ici: Isto é o que critico quando escrevo aqui sobre o Return-of-Attention das organizações patronais. Gastam demasiado tempo a combater a última guerra quando o mundo entretanto mudou, em vez de procurar uma nova guerra onde tenham vantagens únicas] I asked myself, “how can I design for my unique strengths?”
...Trechos retirados de "Design for Your Strengths"
4. Double Down on Your Strengths"
"Indeed much of the work of investment banks my days was to play on regulations, find loopholes in the laws. And, counterintuitively, the more regulations, the easier it was to make money."Trecho retirado de "Why Each One Should Eat His Own Turtles (Revised )"
"O primeiro-ministro esteve impecável. Em vez de explicar, como os fracos, o dr. Costa exigiu explicações. Em vez de dar respostas, como os pelintras, o dr. Costa fez perguntas. Em vez de pedir desculpas, como os malucos, o dr. Costa pediu um “focus group” para avaliar o impacto dos fogos na sua imprescindível popularidade."Trecho retirado de "Tudo está bem quando acaba bem"
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