“In the past, jobs were about muscles, now they’re about brains, but in the future they’ll be about the heart.”Mongo é isto!
"performance is granular, by which we mean driven by growth in the sub-segments and categories of industries in which a company competes as well as by the revenues that it acquires through M&A activity. We will also show that these drivers are generally much more important than market-share gains in determining how fast you grow.E sobretudo este:
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This seemingly counterintuitive finding has important implications. A typical management team needs to change the way it thinks about company resources, not least its own time. It needs to pay more attention to which businesses the company is in, and particularly the sub-segments in which it competes."
"“A granular world,” we show that when you are searching for growth, analyses of industries and megatrends are usually pitched at too high a level [Moi ici: É este o ponto. Argumentação demasiado generalista, cheia de boas intenções, mas que não se compromete como o porco, só como a galinha - num pequeno almoço inglês] to offer you any help. In order to identify growth opportunities, you need to get well below the industry level."Trechos retirados de "The Granularity of Growth - How to Identify the Sources of Growth and Drive Enduring Company Performance" the P. Viguerie, S. Smit e M. Baghai
“As Daniel Kahneman and Dan Lovallo explained in their work on the human tendency toward bold forecasts and timid plans, we’re inclined to see exceptional growth in sales, earnings, and other metrics but won’t make the big moves that could generate those results. They published their paper 25 years ago, but we keep making the same errors. In essence, we are saying: “We’re going to do a ton better next year by doing the same things we did this year, or maybe just a little more.”"
"Globalization has brought rapid economic and social change and made these societies far more diverse, creating demands for recognition on the part of groups that were once invisible to mainstream society. These demands have led to a backlash among other groups, which are feeling a loss of status and a sense of displacement. Democratic societies are fracturing into segments based on ever-narrower identities, threatening the possibility of deliberation and collective action by society as a whole. This is a road that leads only to state breakdown and, ultimately, failure. Unless such liberal democracies can work their way back to more universal understandings of human dignity, they will doom themselves—and the world—to continuing conflict."Jesus disse para dar a outra face, mas a palavra de Jesus chega a cada vez menos gente. Por isso, é natural que à medida que "they get bitter and bitter" deixem de dar a outra face e ripostem.
"Economic distress is often perceived by individuals more as a loss of identity than as a loss of resources. Hard work should confer dignity on an individual. But many white working-class Americans feel that their dignity is not recognized and that the government gives undue advantages to people who are not willing to play by the rules."Parece que estou a ouvir conversas num café de Cesar, ou de Felgueiras - "they get bitter and bitter"
"Multiculturalism has become a vision of a society fragmented into many small groups with distinct experiences."
"Today, for example, merely using the words “he” or “she” in certain contexts might be interpreted as a sign of insensitivity to intersex or transgender people. But such utterances threaten no fundamental democratic principles; rather, they challenge the dignity of a particular group and denote a lack of awareness of or sympathy for that group’s struggles."Trechos retirados de "Against Identity Politics: The New Tribalism and the Crisis of Democracy"
"Durante anos, anos de excesso de alunos, face ao número de vagas nas universidades públicas, áàs universidades privadas bastava existirem, terem vagas para assegurarem a sua subsistência.É preciso pensamento estratégico para outro nível do jogo:
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A demografia minou este modelo de negócio, o número de alunos baixou e, em simultâneo, o número de vagas no ensino superior público subiu…"
"Nos tempos que correm, não basta ter a porta aberta e esperar que os alunos venham a correr matricular-se, é preciso seduzi-los, é preciso convidá-los a vir, porque existe concorrência, quer de universidade privadas, quer de outras instituições públicas.Agora, em Outubro de 2018 temos "Porque é que há cada vez mais universitários a preferirem as privadas?" onde encontramos a resposta: diferenciação, bolsas para os melhores alunos, empregos dentro da universidade.
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Assim, há que “calçar os sapatos” de um potencial “cliente” e perguntar:
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“Porque é que deverei optar por essa Escola? O que é que eu ganho pessoalmente, se preferir essa Escola, em detrimento das outras?” "
"Qualquer empresa privada, minimamente organizada, passa por este desafio várias vezes ao longo da sua existência. Formular uma estratégia, escolher o terreno onde pretende combater, escolher o nicho onde pretende prosperar."Interessante, o governo decidiu cortar lugares nas universidades públicas no litoral para canalizar alunos para as universidades públicas do interior e... os alunos foram para as privadas do litoral que ficam mais baratas depois de considerados todos os custos... faz-me lembrar "The Predator State"
"80 percent of the variance in revenue growth is explained by choices about where to compete, according to research summarized in The Granularity of Growth, leaving only 20 percent explained by choices about how to compete. Unfortunately, this is the exact opposite of the allocation of time and effort in a typical strategy-development process. Companies should be shifting their attention greatly toward the “where” and should strive to outposition competitors by regularly reallocating resources as opportunities shift within and between segments."Como não recordar a série sobre o tecto de vidro.
"Small independent bookstores, however, are thriving. In fact, a study at Harvard Business School found that while the number of independent bookstores plummeted 43% between 1995 and 2000, during the heyday of Barnes & Noble and Borders, it soared by 35% between 2009 and 2015.Trecho retirado de "The Retail Business Is Dead. Long Live The Retail Business!"
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Part of the reason for this trend is that book sales data tends to be shallow. Even a successful book may only sell one or two copies per location per month. That makes it difficult for algorithms to predict demand effectively. An independent bookstore with an attentive staff, however, is much closer to its customers and can often make better judgments.
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The Harvard study found that independent bookstores thrive through a formula of community, curation and convening. Because independent bookstores are embedded in their community’s fabric, they are well placed to curate titles that appeal to their customers and convene events that strengthen those bonds, drive sales and increase their ability to curate."
"Ultimately, strategy is a way of thinking, not a procedural exercise or a set of frameworks.
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For a company to beat the market by capturing and retaining an economic surplus, there must be an imperfection that stops or at least slows the working of the market. An imperfection controlled by a company is a competitive advantage. These are by definition scarce and fleeting because markets drive reversion to mean performance
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Good strategies emphasize difference—versus your direct competitors, versus potential substitutes, and versus potential entrants.
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To beat the market, therefore, advantages have to be robust and responsive in the face of onrushing market forces. Few companies, in our experience, ask themselves if they are beating the market—the pressures of “just playing along” seem intense enough. But playing along can feel safer than it is. Weaker contenders win surprisingly often in war when they deploy a divergent strategy, and the same is true in business
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The need to beat the market begs the question of which market. Research shows that the unit of analysis used in determining strategy (essentially, the degree to which a market is segmented) significantly influences resource allocation and thus the likelihood of success: dividing the same businesses in different ways leads to strikingly different capital allocations.
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What is the right level of granularity? Push within reason for the finest possible objective segmentation of the market"
“At its heart, business strategy is all about beating the market, or in other words defying the power of “perfect” markets to push economic surplus back to zero. Economic profit—the total profit after the cost of capital is subtracted—measures the success of that defiance by showing what is left on the table after the forces of competition have played out”A concorrência imperfeita é vista como uma coisa tenebrosa a abater, como uma chatice que impede usarem-se umas formulas-maravilha, e dá azo ao lado irracional dos humanos ao fazerem escolhas. Chamberlin era um economista americano que até queria acabar com as marcas, porque elas são a base para animar a imperfeição dos mercados.
“Experience suggests that managers who have the courage to let go are often surprised by just how much their subordinates are capable of achieving when given good direction. It exploits and develops human potential. Making a start is simply a matter of having faith that the potential is there. It is remarkable how seldom that faith is disappointed.”Aconteceu comigo. Sempre com medo de delegar. Sempre com a mania de que ninguém faria melhor do que eu. Até ao dia em pressionado pela quantidade de trabalho arrisquei, e fui surpreendido pelo Carlos Ramos com um trabalho de qualidade... melhor do que eu teria tempo para fazer.
"an escalation of commitment – sticking with a once-successful strategy for too long. So how can companies avoid making a similar mistake when facing disruption? They must challenge mutually reinforcing biases that see people being influenced by a prior commitment to a particular course of action.As seis razões são listadas em "Why leaders invest so much in failing strategies" e são uma chamada de atenção para os que crêem incondicionalmente na racionalidade humana.
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This happens for six reasons:"
“A bold decision always looks good—until it is wrong. To facilitate evidence-based decision making, managers must carry out frequent experimentation to diminish the dark space of ignorance and to arrive at conclusions with the required level of familiarity. Critical assumptions must first be identified and then proved right through rigorous experiments.Interessante esta nota:
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took an evolutionary approach, ran numerous experiments, before hitting a pivotal moment. This is how the strategy process under uncertainty should be managed: create enough opportunities so that relevant evidence can emerge—but once clear, full steam ahead.
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THE REFRAIN “IF YOU DON’T KNOW WHERE YOU’RE GOING, ANY road will take you there” captures the importance of managers developing a point of view about the world. But awareness is not the same as commitment, so insights alone never suffice. Because strategy and execution are inextricably linked, “unless ideas are translated into everyday actions and operational tactics, a pioneer is still at risk of being displaced by copycats. More often than not, the role of a CEO needs to go beyond strategic visioning and into the substance of strategy implementation, particularly during turbulent times.” [Moi ici: Interessante fazer a ponte para o que os prussianos aprenderam: estratégia é uma intenção geral que tem de ser executada no terreno por gente perante situações concretas impossíveis de prever à partida]
“The Japanese don’t use the term ‘strategy’ to describe a crisp business definition or competitive master plan. They think more in terms of ‘strategic accommodation,’ or ‘adaptive persistence,’ underscoring their belief that corporate direction evolves from an incremental adjustment to unfolding events.”
“The order is critical: first the strategy, then the plan.
.If the notion of strategy as a plan is moribund, the notion of it as a framework for decision making is gaining ground
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strategy as “simple rules” which guide decision making
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the keys to success are “an overall sense of direction and an ability to be flexible.”
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more successful companies are developed through this sort of planful opportunism than through the vision of an exceptional CEO
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We are extraordinarily reluctant to admit that luck plays a part in business success. [Moi ici: Nunca esquecer o que é a "luck" - "Be prepared: "luck" is where preparation meets opportunity"]
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Strategy, then, demands a certain type of thinking. It sets direction and therefore clearly encompasses what von Moltke calls a “goal,” “aim,” or “purpose.” Let us call this element the aim. An aim can be an end-point or destination, and aiming means pointing in that direction, so it encompasses both “going west” and “getting to San Francisco.” The aim defines what the organization is trying to achieve with a view to gaining competitive advantage. How we set about achieving the aim depends on relating possible aims to the external opportunities offered by the market and our internal capabilities.
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A good strategy creates coherence between our capabilities, the opportunities we can detect, and our aims. Different people have a tendency to start with, and give greater weight to, one or other of these three factors. Where they start from does not matter. Where they end up does. The result must be cohesion. If any one of these factors floats off on its own, dominates thinking at the expense of the others, or is simply mismatched, then in time perdition will follow.
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The task of strategy is not completed by the initial act of setting direction. Strategy develops further as action takes place, old opportunities close off, new ones arise, and new capabilities are built. The relationship between strategy development and execution is also reciprocal. Doing strategy means thinking, doing, learning, and adapting. It means going round the loop. The reappraisal of ends and means is continuous.”
"They tend to be naïve. They assume that cooperation should be the basis of all social transactions, and they avoid conflict (which means they avoid confronting problems in their relationships as well as at work). They continually sacrifice for others. This may sound virtuous— and it is definitely an attitude that has certain social advantages— but it can and often does become counterproductively one-sided. Because too-agreeable people bend over backwards for other people, they do not stand up properly for themselves. Assuming that others think as they do, they expect— instead of ensuring— reciprocity for their thoughtful actions. When this does not happen, they don’t speak up. They do not or cannot straightforwardly demand recognition. The dark side of their characters emerges, because of their subjugation, and they become resentful.
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You might think, “if they loved me, they would know what to do.” That’s the voice of resentment. Assume ignorance before malevolence. No one has a direct pipeline to your wants and needs— not even you. If you try to determine exactly what you want, you might find that it is more difficult than you think. The person oppressing you is likely no wiser than you, especially about you. Tell them directly what would be preferable, instead, after you have sorted it out. Make your request as small and reasonable as possible— but ensure that its fulfillment would satisfy you. In that manner, you come to the discussion with a solution, instead of just a problem. Agreeable, compassionate, empathic, conflict-averse people (all those traits group together) let people walk on them, and they get bitter. They sacrifice themselves for others, sometimes excessively, and cannot comprehend why that is not reciprocated. Agreeable people are compliant, and this robs them of their independence."
"Increase your firm’s bargaining ability In addition to securing a higher added value, firms may also improve the share of created value that they appropriate by improving their bargaining ability towards buyers and suppliers. In essence, this includes different strategies for increasing price without raising the firm’s added value. This may be accomplished by investing in pricing capability, and commercial decision resources, such as IT-based systems, commercial organization, control systems, and commercial experience that improve the quality of commercial decisions made under uncertainty. It may also be accomplished by the development of particular persuasion resources that allows the firm to negotiate more successfully, and ultimately strike a better deal with buyers and suppliers."
“When Doug Dietz set out to visit a local hospital that had recently installed a new magnetic resonance imaging (MRI) machine, he had little idea of what life was like inside a children’s ward. [Moi ici: BTW, a sua empresa faz isto? Vê os produtos ou serviços a serem usados no contexto pelos seus utilizadores?] A soft-spoken midwesterner with a wry, endearing smile, Doug is a twenty-four-year veteran of General Electric (GE). He works as an industrial designer at GE Healthcare, where he is responsible for the overall machine enclosures, controls, displays, and patient transfer units.
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“I see this young family coming down the hallway, and I can tell as they get closer that the little girl is weeping. As they get even closer to me, I notice the father leans down and just goes, ‘Remember we talked about this, you can be brave,’” Doug recalled. As the MRI began to make a terrible noise, the little girl started to cry. Doug later learned that hospitals had routinely resorted to sedating young patients because they became too scared to lie still for long enough. As many as 80 percent of the patients had to undergo general anesthesia.
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After witnessing the anxiety and fear his life-saving machine had caused, Doug resolved to redesign the imaging experience. His boss at GE, who had visited Stanford’s d.school while working at Procter & Gamble, suggested that Doug fly to California for a weeklong workshop. Doug knew he couldn’t launch a big research and design (R&D) project to redesign an MRI machine from scratch. But at d.school, he learned a human-centered approach to redesigning the experience. Over the next five years, with a new team, Doug would elicit the views of staff from a local children’s museum, hospital employees, parents, and kids and create many prototypes that would allow his ideas to be seen, touched, and experienced. Testing and evaluation with young patients and interviews with their parents then revealed what worked and what didn’t, helping Doug to generate even more ideas in a continuous cycle.
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The result was the Adventure Series, through which young children were transported into an imaginary world where the scanning process was part of an adventure. Hospital wards included “Pirate Island,” “Jungle Adventure,” “Cozy Camp,” and “Coral City.” in one of them, children would climb into the scanner’s transfer unit, which had been painted like a canoe, and then lie down. The normally terrifying “BOOM-BOOM-BOOM” noise of the scanner became part of the adventure—it was the sound of an imaginary canoe taking off. “They tell children to hold still so that they don’t rock the boat, and if you really do hold still, the fish will start jumping over the top of you,” Dietz said. Children loved the experience so much that they begged their parents to let them do it again. Sedation rates went down by 80 percent, while parent satisfaction rose by an astounding 90 percent. A mother reported that her six-year-old daughter, who had just been scanned in the MRI “pirate ship,” came over, tugged on her skirt, and whispered, “Mommy, can we come back tomorrow?”"
“Mommy, can we come back tomorrow?”Em quantos outros sectores um "human-centered approach to redesigning the experience" pode fazer milagres?
“A business is a collective enterprise that has to prosper in a competitive environment. Before the 1970s, business success was widely regarded as a matter of participating in attractive markets. As everybody followed this precept, competition within these markets increased, making them less attractive, and returns became mediocre. To sustain good returns, each business had to work out not only which markets to participate in but how it was going to prevail against the others who were trying to do the same thing. Strategy had arrived.
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How are we going to compete?” A good strategy is derived from insight into the basis of competition.
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Because it involves preparation, we tend to identify strategy with a plan.
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Doing strategy is a craft which, like all practical skills, can only be mastered through practice, by learning from our own and others’ experience.
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Rather than a plan, a strategy is a framework for decision making. [Moi ici: Recordar van den Steen] It is an original choice about direction, which enables subsequent choices about action. It prepares the organization to make those choices. Without a strategy, the actions taken by an organization degenerate into arbitrary sets of activity. A strategy enables people to reflect on the activity and gives them a rationale for deciding what to do next. A robust strategy is not dependent on competitors doing any single thing. It does not seek to control an independent will. Instead, it should be a “system of expedients” – with the emphasis on system.
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“So strategy becomes “the evolution of an original guiding idea under constantly changing circumstances.” A strategy is thoughtful, purposive action.”
"the distinction between B2C and B2B is no longer useful. Instead, we should begin thinking about “B2I,” in which the I stands for individual. Companies succeed or fail these days based on their ability to build and maintain lasting relationships with individuals. We have to earn our customers’ trust or those relationships will not grow.Trecho retirado de "Forget B2C and B2B — We Need B2I"
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This reality represents a kind of reversion to the pre-industrial world, when most purchases were personal. In many clothing purchases, for example, the maker was also the seller. Through continued measurements and alterations, the tailor or seamstress came to know the customers: their build, the fabric they preferred, and the way they wanted to look. Mass production and retailing changed all that. Customization disappeared from most purchases as people bought clothing off the rack, with sizes and styles designed to fit many people.
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Today, companies are once again shaping their selling experience to fit each customer individually. That means constantly modifying the standard product or service, like the tailors of a bygone era, but now companies add that type of craftsmanship at scale. No matter what their industry, businesspeople are learning to measure and outfit many customers every day, one individual at a time."
