Batota e modelos de negócio

"it has been found that business models cannot be static.
...
business models can be conceived as a set of relations and feedback loops between variables and their consequences, and recommend that strategic management should aim at developing these to create virtuous cycles, leading to an evolution of the business model.
...
it has been argued that business models cannot be anticipated fully in advance and that they rather must be learned over time through experimentation. Such experimentation could lead to business model innovation through trial-and-error learning. In line with these findings, one capability we identify as critical for fuelling business model change is to identify, experiment with and exploit new business opportunities.
...
business models can generate virtuous cycles e positive feedback loops that would strengthen parts of the model over time. They consider such virtuous cycles to be crucial elements in successful business model operation, and thereby suggest that different aspects of managing business models can reinforce their consequences. Similar to their conceptualization, we found in our study that the strategizing actions together with the critical capabilities worked as complementarities, meaning that in combination these elements fuel more sustained value creation through successful business model change over time.

...
The role of strategic management is then to develop such virtuous cycles."

Como não pensar no papel da batota. Tomar consciência do que está a funcionar e forçar a nota.

Trechos retirados de "Dynamics of Business Models e Strategizing, Critical Capabilities and Activities for Sustained Value Creation" de Leona Achtenhagen, Leif Melin & Lucia Naldi, publicado por Long Range Planning (2013).

Subir na escala de valor

"O melhor vinho branco do mundo é português"

Subir na escala de valor passa também por acções deste tipo.

Em vez de confiar apenas no gosto dos clientes trabalhar para desenvolver relações com outros actores do ecossistema. Estes jurados juntos funcionam como influenciadores dos potenciais compradores.

Ao mesmo tempo este activismo que destrói sistemas de criação de valor genuíno: "CDS-PP Madeira pede que Governo Regional apoie os viticultores em mais 0,40€".

Como é possível escrever estas coisas:

"por os viticultores “produzirem a matéria-prima para um produto genuíno e mundialmente reconhecido pela qualidade”"

Tão reconhecido que precisa de apoios...

We are all weird, and proud of it

Ainda me lembro de sair de casa por volta das 19h, já era noite de Outono de 2011, para correr a ouvir o livro "We are all weird" de Seth Godin. Logo escrevi "We Are All Weird - Um manifesto sobre Mongo".

Ao ler este texto de Seth Godin, "Beware of false averages", como não recordar com ironia os fantasmas estatísticos tão típicos do século XX e, sobretudo, sonhar com a esperança de um futuro baseado na metáfora de Mongo e na explosão de tribos.

As interacções como a base para a criação de valor

"As business becomes more system-like with "business ecosystems ("BE") ... becoming the norm and  not the exception, value and its production requires more system-like, networked, and emergent conceptual frameworks.
...
In the strategy frame we use in this book, we place interactivity as the focus for where value is created and assessed. Interactivity is, of course, also a major source of risk as well of value.
...
Our argument is that this central concern with the interactivity that has become so ubiquitous inescapably leads strategists to rethink value creation and strategy.
...
Attending interactivity also involves thinking of value as contingent, always located in a setting - no longer as isolated in things or individuals or groups - and dependent on those whom it connects and who co-create it as well as in termos of those it affects positively or negatively.
...
patterns of interactivity that enable the production or co-creation of value and values arise or can be designed.[Moi ici: Aquela situação da empresa que toma consciência que está bem e pretende perceber porquê, para fazer batota!!!]
...
So perceived patterns of interactivity do not therefore require any intentional design on the part of any particular actor, though they might arise in part because of such intent - and often do arise in this manner in business.
...
the notion of value arises for the strategist when one takes the perspective of an actor within a pattern of interaction.
...
how actors choose which interactions to privilege over others, and how they relate one interaction to another.[Moi ici: Como não recordar tantos postais deste blogue, como estes de 2007, 2012, 2013 e 2014]
.
An organization's managers express its intents - and thus its values - by configuring interactions to establish (more or less) continuing patterns of activity with other actors. Are interactions with employees more important than those with customers? are interactions with shareholders more important than those with employees? For which of these interactions is the strategy primary constructed? These senior managers take views on what possibilities for value co-creation their organization is providing for which actors, and make choices that reflect and reinforce their values.
...
We consider this configuring of interactions as a design activity. We use the term Value Creating System (VCS) for the pattern of interactions intentionally configured by the strategic planning carried out by an organization. The designed interactions become manifested as "designed" offerings.
...
if the key to creating value is to design and co-create configuring offerings that mobilize others (who may have the role in the interaction of customer or supplier or partner or employee or investor, etc.) to co-create value, then a key source of success is to conceive the VCS and make it work.
...
value is not simply "added", but is mutually "created" and "recreated" among actors with different values. These multiple values are "reconciled" or "combined" in co-creating value, and as we shall see bellow, cannot be reduced to a single metric, like the price of a commodity.
...
We characterise VCS as designed activities that are part of much broader business ecosystems or business ecologies ("BE")
...
we consider strategy as entailing reconfiguring roles, actions and interactions among economic actors through designed configuring offerings that result in a given VCS.
...
In co-creation, it is the co-created offerings and the relationships these manifest, not the "business unit" actor, which becomes the central unit of (competitive and collaborative) strategic analysis.
...
Designing co-creation requires the strategist having the role of ascertaining and ideally defining the engagement and the dialogue that underpins designing novel and distinctive value creation."

Trechos retirados de "Strategy in a Networked World" de Ramírez & Mannervik.

BTW, como não recordar Storbacka e Nenonen:

• Não é armadilhar, é criar harmonia, é construir uma sinfonia... 
• Os mercados como configurações (parte III)
• Scripting markets

O contexto tem muita força (parte XV)

 Parte I, parte II, parte III, parte IV, parte V, parte VI, parte VII, parte VIII, parte IX, parte X, parte XI, parte XII, parte XIII e parte XIV.

"Many companies do a good job of analyzing and planning for competitive risks, such as new market entrants or the threat of substitution, but they give only pro forma attention to noncompetitive uncertainties, including cybersecurity, natural disasters, and geopolitical risk—even though the impact of these events can be immediate and catastrophic. And herein lies the proverbial problem and opportunity. The problem for companies—and sometimes also economies and societies—is what to do and how to react when things go awry (as they inevitably will) and there is no plan in place."

A importância do contexto. Agora imaginem quando uma empresa é liderada por fragilistas... olha! Veio-me à mente a recordação do "He puffed, and puffed and puffed one last time."

Trecho retirado de "Taking Advantage of Risk"

Curiosidade do dia

"Juros da dívida portuguesa a cair para mínimos desde o final de 2015"

Quer isto dizer que se perderam quase dois anos?

Futurizar

""A crescente automatização de processos gera necessidades de pesados investimentos em processos produtivos que, para serem rentabilizados, exigem taxas de ocupação elevadas, no limite tendendo para a laboração contínua."

Mas Mongo não vai nesta direcção, Mongo é diversidade, flexibilidade, rapidez, irregularidade.

De um lado um exército clássico do outro uma célula da Al-Qaeda.

Mais tarde ou mais cedo as limitações do modelo (que impõem estas restrições de quantidade) vão gerar oportunidades para organizações tipo-Local Motors e quiçá, se os governos não continuarem prisioneiros das corporações, a uma réplica do que aconteceu com a explosão da cerveja artesanal.

Trecho retirado de "Fabricantes advertem que sucesso do setor automóvel depende de ganhos de produtividade"

BTW, a seu tempo veremos pedidos de apoio para os contribuintes, via Estado, apoiarem estas empresas a montarem represas para atrasar a sua inevitável derrocada/reformulação porque os seus clientes terão desaparecido e as Local Motors preferirão fornecedores mais pequenos.

"Work is interaction"

O marcador "interacção" regista a importância que ao longo dos anos dedico ao poder da interacção como fundamental para a co-criação de valor e diferenciação. Algo que agora encontro em "Strategy for a networked world" de Ramírez & Mannervik.

"The system of skills and responsibilities has been made on the assumption that all that has to be done can be known or forecasted with efficiency and insight.
.
In mass-production, work corresponds mainly with what has been planned. But today, in more contextual problem solving, work corresponds mainly with complex engagement with the customer.
.
Instead of skills the focus changes to contextual relevance. The most modern definition of work is “an exchange in which the participants benefit from the interaction”. Interestingly, cooperation is also described as “an exchange in which the participants benefit from the interaction”.
...
Due to the variety of contexts, work requires interpretation, exploration and negotiation. The interpreter is the worker together with the customer, not a manager.[Moi ici: Como não sorrir ironicamente dos morons que se ajoelham perante o bezerro da eficiência e acham que um bot é capaz de co-criar arte com um humano...]
.
What defines most problems today is that they are not isolated and independent but connected and systemic. To solve them, a person has to think not only about what he believes the right answer is, but also about what other people think the right answers might be. Work, then, is exploration both what comes to defining the problems and finding the solutions.
.
Most decision makers are still unaware of the implications of the complex, responsive properties of the world we live in. Enterprises are not organized to facilitate management of interactions, only the actions of parts taken separately. Even more, compensation structures normally rewards improving the actions of parts, not their interactions.
...
To succeed in the new economic spaces we need symmetric relationships and open organizations. When customers are identified as individuals in different use contexts, also the sales process is really a joint process of solving problems. You and your customer necessarily then become cooperators. You are together trying to solve the customer’s problem in a way that both satisfies the customer and ensures a profit for you.
...
The industrial make-and-sell model required (explicit) skills as we still know them. The decisive thing was your individual knowledge and individual education. Today, in new economic spaces you work more from your network than your skills. The decisive thing is your network. Work is interaction."

Trechos retirados de "Rethinking skills and responsibility"

O que é um concorrente em Mongo? (parte II)

Parte I.

Agora acabo de ler estes trechos de "Geographic Patterns of Craft Breweries at the Intraurban Scale" de Isabelle Nilsson, Neil Reid & Matthew Lehnert, publicado por The Professional Geographer.

"The emergence, growth, and success of the craft brewing industry are a David versus Goliath story.
...
as an industry takes on an oligopolistic structure, it often produces an increasingly homogeneous product (American pale lager) that depends on economies of scale in production, marketing, and distribution to perpetuate its success. Although American pale lager has historically satisfied the palates of most Americans, there emerged a growing segment of the population that preferred craft beer. Craft beer drinkers prefer craft over mass-produced beer for a number of reasons, including its greater variety in terms of styles and flavors; the independent, local, and small-scale nature of craft breweries; and the innovative nature of the industry, which means that there are always new beers to sample. The growing popularity of locally produced craft beer mirrors what has happened in other food- and drink-related sectors; witness the increasing number of farmers markets and wineries across the country.
...
Early craft beer drinkers have been referred to as insurgents or rebels, who identified a “hot cause”—a desire for more choice in terms of taste, quality, and styles of beer. Hot causes, however, require “cool mobilization”; that is, someone must engage in actions that challenge the status quo and turn desire into reality.
...
Home brewing clubs provided a venue where individuals could hone their skills, experiment with new recipes, and share ideas with fellow enthusiasts. The clubs were critical in developing the culture of collaboration that is a cornerstone of the industry today. They also became the places where the seeds of revolution were sown, a revolution that manifest itself when, one by one, some home brewers decided to commercialize their hobby. Collaboration was particularly valuable for the early home and commercial craft brewers, as there existed only a small number of books on the brewing process. Hence, home brewing clubs became places where knowledge was traded and collective learning occurred. Home brewing clubs were akin to communities of practice. They were also places where tacit knowledge, such as demonstrating how to make and use brewing equipment, was exchanged."

Quando ontem à noite em "Strategy For a Networked World" de Ramírez & Mannervik li:

"Collaboration is at Least as Important as Competition
...
in the VCS aproach to strategy, collaboration is at least as important as competition. The decisive strength lies in how well the interactions within the VCS enable values to be co-created, i.e. on how well the actors collaborate, and how capable they are to attract and keep actors to collaborate with. This means that the roles they are offered in a VCS have to be attractive.
...
It follows that the ability to invite, interest, enroll, and mobilize others into one's VCS is more important than focusing on competing with opponents who provide similar products or services and have designed competing VCS.
...
competing organizations also can engage each other in collaboration to achieve a common value.
...
Collaboration helps the pie to get bigger for everyone; competition is about what size of a given pie one might take.[Moi ici: Este trecho é certeiro!]
...
The VCS framework invites and allows a focus on how to come together to "make the pie bigger", enabling better, and more varied types of value to be co-created among actors, by actors, and with and for other actors - jointly."

E:

"In a networked world, co-designed configuring offerings imply that strategy is as important in terms of collaborative advantage as it is in terms of competitive advantage - perhaps even more so. It is a world of business where those who design offerings with others create better design and value than others who do not collaborate in the designing."

Curiosidade do dia

"the trajectory of his interests can be traced in the titles of his books, from “The Moral Economy of the Peasant” to “The Art of Not Being Governed.” His best-known book, “Seeing Like a State,” has become a touchstone for political scientists, and amounts to a blistering critique of central planning and “high modernism,” the idea that officials at the center of a state know better than the people they are governing.
...
Scott argues that a state’s interests and the interests of subjects are often not just different but opposite.
...
Scott says, is that there is a crucial, direct link between the cultivation of cereal crops and the birth of the first states. It’s not that cereal grains were humankind’s only staples; it’s just that they were the only ones that encouraged the formation of states. “History records no cassava states, no sago, yam, taro, plantain, breadfruit or sweet potato states,” he writes. What was so special about grains? The answer will make sense to anyone who has ever filled out a Form 1040: grain, unlike other crops, is easy to tax. Some crops (potatoes, sweet potatoes, cassava) are buried and so can be hidden from the tax collector, and, even if discovered, they must be dug up individually and laboriously. Other crops (notably, legumes) ripen at different intervals, or yield harvests throughout a growing season rather than along a fixed trajectory of unripe to ripe—in other words, the taxman can’t come once and get his proper due. Only grains are, in Scott’s words, “visible, divisible, assessable, storable, transportable, and ‘rationable.’ ” Other crops have some of these advantages, but only cereal grains have them all, and so grain became “the main food starch, the unit of taxation in kind, and the basis for a hegemonic agrarian calendar.” The taxman can come, assess the fields, set a level of tax, then come back and make sure he’s got his share of the harvest.
...
It was the ability to tax and to extract a surplus from the produce of agriculture that, in Scott’s account, led to the birth of the state, and also to the creation of complex societies with hierarchies, division of labor, specialist jobs (soldier, priest, servant, administrator), and an élite presiding over them. Because the new states required huge amounts of manual work to irrigate the cereal crops, they also required forms of forced labor, including slavery; because the easiest way to find slaves was to capture them, the states had a new propensity for waging war.
...
War, slavery, rule by élites—all were made easier by another new technology of control: writing. “It is virtually impossible to conceive of even the earliest states without a systematic technology of numerical record keeping,” Scott maintains. All the good things we associate with writing—its use for culture and entertainment and communication and collective memory—were some distance in the future. For half a thousand years after its invention, in Mesopotamia, writing was used exclusively for bookkeeping: “the massive effort through a system of notation to make a society, its manpower, and its production legible to its rulers and temple officials, and to extract grain and labor from it."

Trechos retirados de "How Civilization Started"

Sorrio com ironia - go ahed morons (parte II)

Já depois de ter escrito a parte I dou de caras com este artigo, "The Tragic Crash of Flight AF447 Shows the Unlikely but Catastrophic Consequences of Automation":

"Our research, recently published in Organization Science, examines how automation can limit pilots’ abilities to respond to such incidents, as becoming more dependent on technology can erode basic cognitive skills.
...
Automation provides massive data-processing capacity and consistency of response. However, it can also interfere with pilots’ basic cycle of planning, doing, checking, and acting, which is fundamental to control and learning. If it results in less active monitoring and hands-on engagement, pilots’ situational awareness and capacity to improvise when faced with unexpected, unfamiliar events may decrease. This erosion may lie hidden until human intervention is required, for example when technology malfunctions or encounters conditions it doesn’t recognize and can’t process.
...
This idea – that the same technology that allows systems to be efficient and largely error-free also creates systemic vulnerabilities that result in occasional catastrophes – is termed “the paradox of almost totally safe systems.” This paradox has implications for technology deployment in many organizations, not only safety-critical ones.
...
As automation has increased in complexity and sophistication, so have the conditions under which such handovers are likely to occur. Is it reasonable to expect startled and possibly out-of-practice humans to be able to instantaneously diagnose and respond to problems that are complex enough to fool the technology? This issue will only become more pertinent as automation further pervades our lives, for example as autonomous vehicles are introduced to our roads.
...
Organizations must now consider the interplay of different types of risk. More automation reduces the risk of human errors, most of the time, as shown by aviation’s excellent and improving safety record. But automation also leads to the subtle erosion of cognitive abilities that may only manifest themselves in extreme and unusual situations."

E embora use essa metáfora muitas vezes, liderar uma empresa não é escolher um destino e um caminho. Durante a viagem o destino ou o caminho podem deixar de fazer sentido.

Processos são fluxo, são caudal

Duas empresas em que estou a trabalhar actualmente, e que pertencem a sectores económicos diferentes em cidades diferentes, identificaram como o seu problema principal a falta de um processo estruturado.

No livro "Balanced Scorecard - Concentrar uma organização no que é essencial" uso a metáfora de uma rua para ilustrar a importância dos processos para o fluxo do trabalho, comparando a moderna Avenida da Boavista no Porto, uma estrada larga e recta, com a Rua do Bonjardim, uma rua pré-Marquês de Pombal, cheia de curvas, constrangimentos e irregularidades.

Na consultoria e formação uso a metáfora do fluxo, do caudal:

"(processos são fluxo, são caudal, são vontade de cumprir um desígnio, são horizontalidade" (fonte)

"A versão obsoleta da ISO 9000, a de 2000, define processo como: “conjunto de actividades interrelacionadas e inter actuantes que transformam entradas em saídas”, não tem nada a ver com papeis, é acção, é transformação, é fluxo." (fonte)

"Um processo existe para cumprir uma finalidade: um processo é transformação, é acção, é fluxo, é aquilo que fazemos para contribuir para o negócio." (fonte) 

Em "Liberate Your Team with Clearer Processes" encontro:

"At their heart, effective processes are not about adding red tape — they are about enabling “flow.”
...
Wherever there is an activity that happens repeatedly in your business, there is a potential flow. As a leader, you have the choice to leave this flow to chance, to control it, or to channel it.
.
Think of a river. If the banks are not strong and defined, the river dissipates across the countryside and has little force. This is like the operation in which employees are given little guidance, and whose efforts meander or collide. Another river may have locks that strictly regulate how much water can flow when and where. This is a company that tries to control every step every employee takes every day. The entire system is rigid and slow, because management can never keep up with the exceptions and re-prioritizations, and employees’ time is consumed by filling out forms and following procedures.
.
By contrast, a company with effective processes is like a river with strong banks. People’s attention and energy are channeled where they will have the most impact. The work environment, habits, tools, and methods guide people into doing things right the first time, based on a continually evolving set of shared best practices. No locks are required: Instead, employees are liberated to focus their creativity on developing new best practices, delighting customers, noticing changes in the competitive landscape, or tackling their company’s next moon shot.
.
Designing processes this way involves looking at how work naturally gets done and where simple structures can increase the throughput of value"

Curiosidade do dia

Quem lê este blogue sabe o quanto há muito contesto as teorias do FMI sobre a relação entre custos unitários do trabalho e a competitividade. O FMI partilha a sua visão da competitividade com o bicicletas Pais Mamede.

Basta pesquisar nos marcadores deste postal.

No entanto, ao ler "Governo contesta teorias de competitividade do FMI" ocorre-me um reparo, o mesmo que aqui escrevi em Junho de 2011:

• "Se me vendem a redução da TSU para tornar as empresas que exportam mais competitivas não engulo. Tirando o caso das commodities, associadas a grandes empresas, o preço não é o order-winner das nossas exportadoras. [Moi ici: Recordo o injustamente esquecido relatório que provava que quanto mais um sector era aberto ao exterior menos desemprego tinha]

...

• Se me venderem a redução da TSU para facilitar a vida às empresas que vivem do mercado interno concordo, o grosso do emprego está aqui e estas empresas vão viver tempos terríveis, o aumento futuro do desemprego virá sobretudo daqui, e tudo o que for feito para lhes aliviar o nó na corda que vai asfixiando o pescoço das empresas será bem vindo.

• Se me venderem a redução da TSU para capitalizar as empresas concordo."

O problema não é a competitividade, o problema é a sustentabilidade das empresas que vivem do mercado interno. Recordar o caso da Starbucks. Recordar a inconsistência estratégica.

Sorrio com ironia - go ahed morons

Há dias numa empresa, a propósito da cláusula da comunicação da ISO 9001, conversava sobre o que é uma boa comunicação interna.

Por vezes encontro empresas que tratam os seus trabalhadores humanos como seres racionais e ponto.  Ou seja, não basta enviar um e-mail a avisar que foi aprovada uma metodologia de tratamento de reclamações e que os envolvidos devem revê-la para estarem preparados para o seu uso.

Os humanos não são como a personagem Spock que tem a lógica como critério único de actuação. Os humanos são muito mais complexos. Por isso, também, não há dois humanos iguais.

Recordo a cena de dois adultos, de boa-fé, perante os mesmos factos poderem agir de forma distinta.

Os humanos valorizam, dão crédito a quem os compreende naquilo que é irracional, ou meta-lógico.

A maioria dos humanos são satisficers, como os nabateus, e não maximizadores. Os maximizadores tramam-se quando os sistemas não são lineares e têm uma zona côncava, os maximizadores são fragilistas por excelência.

Quando era miúdo pedi aos meus pais que comprassem um livro gigante e colorido chamado "A História do Homem nos Últimos 2 Milhões de Anos". O género Homo pode andar por cá há cerca de 2 milhões de anos, mas trazemos connosco material genético que evolui há vários milhares de milhões de anos.  Ao longo desses milhares de milhões de anos a evolução dotou-nos de uma série de  enviesamentos com o fito não de conhecermos a realidade como ela é mas o de sobrevivermos para deixar descendência.

Por tudo isto, ao ler "AI May Soon Replace Even the Most Elite Consultants" fico com um sorriso de ironia. É certo que há muitos campos em que a Inteligência Artificial vai ajudar a tomar decisões, a perceber o que se encontra por trás de paletas e resmas de dados. No entanto, julgo que é algo simplista acreditar que uma boa decisão só se baseia em análise quantitativa. A minha velha recordação da luta entre MacGiver e Sandy e esta outra mais recente:

"Há meses CEO disse a propósito de um procedimento para validação de investimentos na sua empresa:
- Se perguntar ao meu pai porque optou há 8 anos por investir uma pipa de massa numa máquina fora da caixa, quando o mercado estava em crise, e que agora dá-nos o pão nosso de cada dia, ele diria que  "teve um feeling"."

Ainda ontem li em "Strategy for a Networked World":

"Qualitative analysis is at least as important as quantitative analysis in understanding a value creating system design and/or how its design emerged" 

Como se tudo se resumisse à incapacidade do processador da informação, como se não houvesse genuína incerteza na realidade:

‘invites us to abandon the utopia of a single-natured universe . . . and to be clairvoyant about the structural difficulties we encounter when we critically open the possibility of a game entailing different natures’ 

Trecho encontrado em "Value Co-production: Intelectual Origins and Implications for Practice and Research" de Rafael Ramirez, publicado por Strategic Management Journal, 20: 49–65 (1999)

Parece que voltamos a Einstein, Schrödinger e Heisenberg e à discussão sobre a natureza determinista ou não do universo.

Se acredito no que citei aqui sobre a natureza do valor só posso acreditar na importância crescente da arte, da interacção, da humanidade à medida que Mongo se impõe. Por isso, sorrio com ironia pelos que confiam demasiado em algo analítico ... recomendo a leitura do Livro do Eclesiastes.

Apetece dizer:

Go ahead punk moron fragilistas make my day!

"make systems Tsunami proof"

Recordar ""-THERE WILL BE TURBULENCE!" por isso, safe-fail"

"Fragile systems collapse under stress. The opposite of fragile is robust – a system unaffected by stress. Robust systems do not improve. Antifragile systems gain from stress. Antifragile is a neologism coined by Taleb. Nature is antifragile. Hormesis, the long terms gains of the body from small stressors, is a recognized biological phenomenon which illustrates antifragility. The stresses in antifragile systems are like a live attenuated vaccine which protects the body from its more virulent counterpart.
.
Black swan events can’t be predicted. But systems can be made less prone to outliers. According to Taleb, we should focus on pay-offs, not probabilities; exposure, not risk; mitigation, not prediction. Antifragile is Taleb’s peace offering – an epistemological middle ground where the unknowable compromises with our need to act. The fault lies not in our failure to predict Tsunamis, but in failing to make systems Tsunami proof."

Trechos retirados de "Why Doctors should read books by Nassim Taleb"

Acerca do valor

"consider value creation as synchronic and interactive, not linear and transitive. Customers in this alternative view create value, they do not destroy it. Value is not simply ‘added,’ but is mutually ‘created’ and ‘re-created’ among actors with different values. These multiple values are ‘reconciled’ or ‘combined’ in co-producing value and, as we shall see below, cannot be reduced to a single metric.
...
Empirical research shows that how an elicitor poses the problem affects the values which judgements appear to express. Values are thus contingent, more than subjective. They do not reside ‘in’ an individual, independent of his actual actions, nor ‘in’ a good, independent of the interactions to which it is subjected."

E pensar nos que querem automatizar contactos, que querem bots, que querem relações eficientes...

Trechos retirados de "Value Co-production: Intelectual Origins and Implications for Practice and Research" de Rafael Ramirez, publicado por Strategic Management Journal, 20: 49–65 (1999)

Curiosidade do dia

Pormenores aqui.

Desenhar mercados, deliberadamente

"The new major aims to prepare students to think at the nexus of economics and computer science, so they can understand and design the kinds of systems that are coming to define modern life."

Pode ter uma variante interessante, muito para lá da tecnologia e das startups. Os promotores da concorrência imperfeita não descuram o estudo e teste de modelos de configuração dos mercados/ecossistemas porque acreditam que os mercados/ecossistemas não só podem surgir, sem design deliberado, como podem ser desenhados por actores com o poder de agirem como pivôs.

Trecho retirado de "Two sciences tie the knot"

Só as crises ...

"Your identity is very closely related to your dominant business model your company runs. The difficult part is to question yourself who you are and who do you want to be in the future due to the new technology. Your identity is very closely related to your current success as a dominant incumbent based on a dominant business model.
.
If you are a successful bank, you will digitalize a bank and not think about how sexy payment services are and how you can create payment services where you do not need a bank anymore like Paypal, Apple Pay or Google Wallet do. Actually, it is pretty much the end of your career when you work in payment operation center of a traditional bank, even that payment is the service that keeps customers today with their banks.
...
If you are a successful luxury car brand, you digitalize the current business model (eg. offering even more hardware options to individualize the cars as Daimler is doing it with its Smart Factory initiative) and not rethink really who you are, how technology will change the way what a car is and what will be a software function or what will be hardware and why customers really buy your cars and how this can change.
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It is not the technology that matters, but what you with technology to serve your customers better."

Quando as pessoas se questionam porque é que é difícil os insiders darem o salto para a subida na escala de valor, quando me perguntam porque é que escrevo que "curiosos nacionais entrassem", ou seja, outsiders, talvez os trechos acima ajudem a explicar. Só as crises empurram os insiders para este tipo de mudança.

Trechos retirados de "It’s the business model, stupid! A wake-up call for incumbents like Daimler"

Temos ainda muito trabalho por fazer

"As exportações de moldes ascenderam, em 2016, a 626 milhões de euros e foi a quinta vez consecutiva que bateu recorde, ultrapassando pela primeira vez na sua história a barreira dos 600 milhões. Face a 2010, o resultado representa um crescimento de 92%. Atualmente, Portugal é o terceiro maior produtor europeu e oitavo a nível mundial."

Há tempos, ao auditar um fabricante de moldes, tive um choque. Percebi algo que até então me passava ao lado. Para mim um molde era, basicamente, um bloco composto por peças metálicas. Agora, vejo um molde como algo bem diferente, uma espécie de relojoaria mecânica e digital ou mesmo de computador. A parte metálica está lá mas tem pouca margem e é feita cá em Portugal. A parte do fillet mignon, a parte com as margens generosas, é feita na Suíça e Alemanha. E os clientes, alemães e franceses, especificam que querem os sistemas de injecção do fornecedor A ou os componentes do fornecedor B.

Ou seja, temos ainda muito trabalho por fazer. Seria interessante que curiosos nacionais entrassem neste campeonato do valor acrescentado (sistemas de injecção e acessórios) para complementar o trabalhar do metal.

Trecho retirado de "A resistência da cerâmica à China e a globalização dos moldes"