“Bad companies,” Andy wrote, “are destroyed by crisis. Good companies survive them. Great companies are improved by them.” ”Outra citação de Andy Grove que me deixou a pensar foi:
“There are so many people working so hard and achieving so little.”
"Volta e meia recordo o que aprendi há muitos anos sobre o como as organizações da administração pública definem objectivos. Numa empresa define-se o objectivo de atingir X euros de vendas no final do ano. Na organização pública-tipo dirão: "Não podemos controlar a vontade de quem está fora da organização, não podemos ter um objectivo desses". Numa empresa com o ADN de organização pública-tipo adoptariam o objectivo "número de visitas comerciais feitas". Percebem a diferença? Por isso, é que a administração pública está cheia de relatórios de actividades e quase não se vêem objectivos relacionados com eficácia. Recordo "Mais um monumento à treta - parte II"..Talvez esta mentalidade ajude a perceber "Blahblah economia do mar blahblah""Depois, quando fui fazer uma caminhada matinal, enquanto deparava com isto:
Cada vez gosto mais da metáfora económica destes espaços pic.twitter.com/PENXp4BMkb— Carlos P da Cruz (@ccz1) July 15, 2018
“Andy Grove’s quantum leap was to apply manufacturing production principles to the “soft professions,” the administrative, professional, and managerial ranks. He sought to “create an environment that values and emphasizes output” and to avoid what Drucker termed the “activity trap”: “[S]tressing output is the key to increasing productivity, while looking to increase activity can result in just the opposite.”
“The basic architecture underlying all successful businesses consists of four interdependent elements that can be represented with four boxes. Every thriving enterprise is propelled by a strong customer value proposition (CVP)—a product, service, or combination thereof that helps customers more effectively, conveniently, or “service, or combination thereof that helps customers more effectively, conveniently, or affordably do a job that they’ve been trying to do. The CVP describes how a company creates value for a given set of customers at a given price. The profit formula defines how the company will capture value for itself and its shareholders in the form of profit. It does this by distilling an often-complex set of financial calculations into the four variables most critical to profit generation: revenue model, cost structure, target unit margin, and resource velocity. Finally, key resources and key processes, are the means by which the company delivers the value to the customer and to itself. These critical assets, skills, activities, routines, and ways of working enable the enterprise to fulfill the CVP and profit formula in a repeatable, scalable fashion.
...
Every successful company is fulfilling a real customer job-to-be-done with an effective, well-integrated business model, whether it knows it or not”
"Facts don't win arguments.
...
When faced with threatening information, people often stick their heads in the sand.
...
The problem is almost certainly one of emotions, not knowledge.
...
And because reality denial is more about identity than information, throwing facts at the problem usually backfires. "Research on a phenomenon called the backfire effect shows we tend to dig in our heels when we are presented with facts that cause us to feel bad about our identity, self-worth, worldview or group belonging,""
reparem no impacte do turismo na desertificação do centro das cidades:— Carlos P da Cruz (@ccz1) July 13, 2018
2006 - https://t.co/8PXRpffUhU
2011 - https://t.co/qnjB8DckdA
2013 - https://t.co/A7ZYGRaASP
Quando os factos estragam a narrativa... esquecem-se os factos
"A race to the top, one that doesn’t happen simply because you announced you’re going to try harder. It happens because you invest in training, staff and materials to make it likely you can actually keep that promise."
"Factories will still exist in 2050: buildings where people operate machines that make particular products. It’s difficult to fully imagine the economic structures of a world where cheap, high-volume, mass-production 3-D printing is commonplace. But we can hazard some guesses. Designers will be more esteemed than machinists. Products will be adapted for local needs and preferences, and organic in appearance. There will be fewer warehouses. Factories themselves will be more numerous, smaller, and mostly dark, their machines quietly tended by a highly technical guild."Fábricas do futuro sim, mas com uma interpretação diferente para o que entendemos por fábrica.
"Since the robot does all the work, there are no labor costs, it’s feasible to manufacture in the U.S. or Europe and avoid the carbon footprint of shipping bike componets across the ocean.Não faz sentido terminar com:
...
Bike brands can design their own new bikes using the system, and the same software could be used to create custom frames for customers within a bike store.
...
“The beauty of 3D printing is you can build something with the economics of one unit, because there’s no tooling required,” says Miller. “Not only can we tailor the size, but we can also tailor the ride characteristics, too. Some people want a harder bike or a stiffer bike; some people want a softer, more compliant bike. Because that’s all software controlled, ultimately, we just dial that into the software recipe and then we print that particular recipe out.”"
"The bikes will be in mass production next year."Ou alguém percebeu mal ou há um gato escondido com o rabo de fora.
"For more established companies, the challenge is different. They risk having their choices become stuck in whatever they have been doing all along regardless of how customers, competitors, technology, or regulation evolves. This is both the effect and cause of a kind of corporate myopia wherein opportunities and imperatives to innovate are missed, and a form of corporate drift in which the company’s essential strategy choices passively evolve without forethought and deliberation. The myopia makes a company fall behind in an ever-changing world, and the drift produces a lack of clarity in the organization. Together, they inevitably make execution an exercise of running harder to stay in the same place. But having a combination of stated and working choices solves this problem, because the former forces subconscious strategy to the surface, and the latter shines a light on those issues and opportunities that require strategic innovation.Trecho retirado de "Strategy Talk: Can Strategy Be Decisive and Flexible?"
.
Your leader resists strategy because he fears he’ll lose the flexibility to change his mind, and the company’s direction, if warranted by new developments. Your solution is to argue for clarity about the most important choices that will guide the company’s priorities, lower-level decisions, and actions — and for clarity on the issues and opportunities that he and his team should be working on in order to keep pace with an always-changing world. With this understanding, the company is both anticipating and responding to how its direction should evolve in a deliberate way. That’s how you get the benefits of having both a decisive and flexible strategy without having to utter the word to someone who cannot stomach it."
"Uma pena o "Parcial I" ter perdido peso naquele "Total" da figura, uma evolução que não via há muito tempo."Agora, olhando para o acumulado das exportações de 2018 até Maio, é simplesmente impressionante a evolução do Parcial I:
"He supports the idea that the world is broadly healthier, better educated and happier. But he argues this has only come about because of the activism of the discontented. His stark criticisms serve a higher purpose. “At every increment of improvement in human history somebody got pissed off and said, ‘This can be better, this must be better’. To be an optimist has to mean being a critic. The enemy of the future is not the pessimist but the complacent person.”Trecho retirado de "Jaron Lanier on fighting Big Tech’s ‘manipulation engine’"
"What do 93 percent of the largest online retailers in Germany have in common? They all have a digital corporate magazine. In Germany, 28 of the 30 biggest online stores have at least one company magazine.E a sua empresa, como cria tracção para a loja online?
...
The German digital marketing agency Seokratie looked at the 30 most successful online shops in Germany to determine how many of them runs a company magazine, which it described as something that’s digitally available, with regular editorial content that’s separated from the home page, no PR messages and written in German.
...
Seokratie found out that if an online shop has several magazines, these are also aimed at different target groups."
"Too often solutions are limited to ideas that can easily be shown to incrementally solve existing business goals. Crazy ideas, projects, or initiatives that don’t fit into the mold get rejected."Domingo, ao ler "Trabalhadores “robot” nas fábricas da VW" e ao ver este vídeo:
"Para minimizar esta situação, a Volkswagen está a recorrer a exoesqueletos robóticos para suportar uma boa parte do esforço, poupando o físico dos funcionários. Não se trata de transformar os trabalhadores em verdadeiros “robocops”, mas tão só de lhes colocar à disposição uma estrutura articulada e assistida, que numa primeira fase facilite as operações realizadas com os braços em posição mais elevada."Recordei esta figura daqui:
"Há coisa de 1/2 anos li um artigo em que um técnico de uma empresa sueca líder no seu sector, a Permobil, discorria sobre as inovações que tinham em curso. Pensei o quão limitados e concentrados nas cadeiras de rodas estavam, na altura começava a ver os artigos sobre experiências com exoesqueletos, os artigos sobre drones controlados pelo pensamento, sobre os smartfones para os paralisados, sobre as aplicações para educar, treinar, ensinar, crianças especiais."
"The unskilled cost accountant might suggest you outfit your new hotel with cheap shower curtains. After all, if you save $50 a room and have 200 rooms, pretty soon, we're talking real money.
.
On the other hand, experience will demonstrate that cheap shower curtains let the water out, causing a minor flood, every day, room after room. And they wear out faster. Cheap shower curtains aren't actually cheap.
.
Productivity pays for itself.
.
Once you start looking for metaphorical cheap shower curtains, they're everywhere."
"In the early stage of any JTBD uncover, managers are puzzle solvers: they work hard on uncovering the richness of it. But when they start having operational data (volume, profitability…) about products, clients, channels, etc. they start thinking about how to sell more products to existing customers. And they lose focus. They forget the reason that brought them success in the first place."Trecho retirado de "10 takeaways from Christensen’s latest book"
"Domestic manufacturing enables companies like Burrow and Chapter 3 to continually refine their designs and ramp production up and down in response to customer feedback. They can also ship directly to consumers, reducing delivery times.Demoram tanto a perceber isto?
...
“[Burrow] can send over an idea to me or my husband, and sometimes in the same day we can mock up a modification of something,” Schock says. “We can get the email, walk downstairs to the plant, and pull it together.”
.
She adds: “The consumer, if they want more choices, you’re going to need to have shorter lead times and smaller quantities. Importing doesn’t adhere to those things.”
...
he and others are discovering that domestic manufacturing is a natural fit for their agile development philosophies. “I’ve made stuff in China, it’s a huge pain in the ass. You can’t be very reactive in your iteration process, and there are high minimum order quantities,” Kan says. “The cool thing about the internet is that you can make changes very quickly. Taking some of that to the physical goods world is really good.”"
