"China is no longer the cheap labor haven it once was. Monthly manufacturing wages reached 4,126 yuan at the end of 2015, equal to those in Brazil but much higher than Mexico, Thailand, Malaysia, Vietnam, and India."Trecho retirado de "China Robots Displace Workers as Wage Spiral Pressures Profits"
"1. Start with specific problems that demand novel solutions. Every day, thousands of entrepreneurs pitch their startups to venture capitalists. Almost always, the first question the entrepreneurs hear is: “What problem does your new business idea solve?” This is because venture capitalists know that all innovations are born as a novel solution to an important problem. But this is true for big companies, too."Ainda ontem visitei duas empresas. Cada uma com os seus exemplos de expansão da actividade baseados em pedidos iniciais de clientes que precisavam de respostas fora da caixa.
"The lesson for strategists is that you can never take for granted the most fundamental strategy questions: “What business should you be in?” “What should be your value proposition?” And “What capabilities do you need to win in your business and deliver your value proposition?” Answering these questions is never as easy as it seems, and the answers never last as long as you think or hope."Trecho retirado de "Lessons from the Strategy Crisis at Netflix"
"S+B: How can companies identify their best growth prospects?Trecho retirado de "Howard Yu Disrupts Disruptive Innovation"
YU: It’s critical for organizations to experiment. If they don’t, sooner or later they will run into a crisis. They’ll end up having to bet the house money on a single initiative. Some people would call that a burning platform, and sometimes it works out. But oftentimes it doesn’t.
Instead, companies should focus on experimentation, and then see which idea ultimately generates a big win. This demands that the organization have the ability to form new business units along the way, because when we’re talking about commercializing disruption, the last thing you want is to ask your mainstream business to try a radical idea.
At the same time, you need to have the discipline to prune. When you experiment, there will be failures along the way, and large, complex organizations often find it difficult to let go of projects. Politically, it’s very hard for executives to declare failure and walk away. Projects drag on, consuming resources. But if an organization truly embraces the spirit of experimentation, the implication is that executives have to call a all a failure early enough to cut their losses. And that requires a cultural shift."
"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.
.
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.
.
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.”
.
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:
.
“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.”
.
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.
.
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."
%2006.21.jpeg)
