Ter ou não ter fogo no rabo

Muitas vezes... demasiadas vezes, desanimo com aquilo a que chamo falta de fogo no rabo nas empresas (uma expressão que escrevi pela primeira vez aqui no blogue em Janeirto de 2008, mas que recordo ter começado a usar nas empresas por volta de 2003). Por exemplo, recordar "A falta de fogo no rabo".

Ou porque se formulam iniciativas para implementar estratégias para criar um futuro melhor, ou porque se desenham projectos para ultrapassar problemas operacionais, desafios críticos, desafios importantes, desafios que gritam por atenção e que vão progredindo a velocidade de caracol, e que vão repousando nos congeladores empresariais. Desafios sem atenção da gestão de topo, desafios sem chefe de projecto, sem equipa, sem compromisso de datas, sem especificações de saída, sem recursos, sem ...

Depois, apanha-se algo deste calibre:

I asked Tony Fadell about the iPod timeline for my fast project page. Summary: 😯. pic.twitter.com/mf0CfbAEtB

— Patrick Collison (@patrickc) January 12, 2020

Como é que isto pode medrar neste ambiente?

Curiosidade do dia

Da próxima vez que lerem uma proposta para que o governo de turno assuma os riscos do investimento em projectos com tecnologias imaturas lembrem-se deste exemplo "A $1 Billion Solar Plant Was Obsolete Before It Ever Went Online"

"the power of small gestures"

“In an era of cutthroat competition, deep-seated cynicism, and the digital disruption of everything, who wants to make big bets on the power of small gestures? Not very many organizations, it seems,
...
Work increasingly isn’t, or isn’t only, a matter of producing things, but of supplying your energies, physical and emotional, in the service of others. It isn’t what you make, but how your display of feelings makes others feel.
...
I’m convinced that “emotional labor” will become a more important job of companies that win big in the future, and that’s a phenomenon that makes me smile.
...
Will you follow dogma, or will you be original?”; “Will you wilt under criticism, or will you follow your convictions?”; “Will you play it safe, or will you be a little bit swashbuckling?
...
Will you be clever at the expense of others, or will you be kind?”

Trechos retirados de “Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways” de  William C. Taylor.

Context, interested parties and risks (part II)

Part I.

ISO 9001:2015 clause 4.1 is about understanding the context of an organization.

What external and internal issues are relevant to the organization’s purpose and strategic direction?  What external and internal issues can affect, either positively or negatively, the organization’s ability to achieve the intended results of its quality management system (QMS).

We saw in Part I that intended results of a QMS is something that is a function of who are chosen as the relevant interested parties. So, we cannot expect to determine internal and external issues correctly without having in mind who are relevant interested parties and what are their relevant needs and expectations.

One of these mornings I read:

"Le scénario se répète pour la quatrième année consécutive. Les défaillances d'entreprises vont continuer d'augmenter en 2020 à l'échelle mon-diale
...
Un zoom géographique montre une prédominance de l'Asie dans les faillites, avec la Chine en première ligne
...
Si la France s'en sort mieux que ses voisins européens, 2020 devrait marquer un tournant. C'est la première année depuis 2016 que les défaillances ne baissent pas. Elles devraient stagner, contre une hausse de 3 % en Allemagne et au Royaume-Uni, de 4 % en Italie et de 5 % en Espagne."

And at another one I read:

German exports drop adds to country’s gloomy prospects https://t.co/2Ld8Rr3Mt1

— Financial Times (@FT) January 9, 2020

And then I thought of a number of companies I work or worked with that depend heavily on sales to the German market.

What have I mentally done?

I selected an external event that can't be controlled by and organization and related it to an internal issue a particular organization:

Because of the strategic choices of the organization - bet on export to demanding German customers - one can say that both the external event and the internal issue have a negative connotation.

What will probably happen when we join the external event with that internal vulnerability? We determine a negative risk!

That risk will affect needs and expectations of a relevant interested party: the capital owners of the organization

One can also imagine internal events that can't be controlled by and organization:

Resignation of a critical worker will undermine our ability to respond to development requests, which will undermine our ability to capitalize on a boom in demand for co-created solutions.

In this case we have a positive external trend in motion that clashes with an internal negative event that the organization's top management cannot control.

The product of that clash is another risk - undermining of our ability to capitalize on a boom in demand for co-created solutions.

That risk will affect needs and expectations of different relevant interested parties: the capital owners of the organization and the potential customers searching for competent suppliers of co-created solutions.

These two examples illustrate the exercise I try to do with organizations to determine context-based risks and opportunities, using interested parties needs and expectations as a factor in assessing the importance of risk or opportunity.

What sources do I bring to the table to determine external issues? Normally, I use Political, Economic, Social, Technological, Legal, Environmental analysis (PESTLE) to trigger the brainstorming of external issues.

Those external issues start as neutral issues. Thn they are later analyzed under the light of strategic orientation. Then they can gain a positive or negative connotation. If the connotation is positive I call them Opportunities, if it is negative I call them Threats.

When determining internal issues I ask people things like:

• What issues keep appearing in your internal meetings and reports?
• What issues keep appearing about overall performance of the organization, persons, resources, governance, ...?

Those internal issues start as neutral issues. They are later analyzed in the light of strategic orientation. Then they can gain a positive or negative connotation. If the connotation is positive I call them Strengths, if it is negative I call them Weaknesses.

So, this way we developed the classic SWOT matrix. But in the examples above what we have done was about giving a dynamic twist to the SWOT matrix, something that some call a TOWS matrix:

Each combination is a possible risk or opportunity.

Mongo é o regresso à diversidade, à variedade.

O século XX e Metropolis.
O século XX e Magnitogorsk.
O século XX e Levittown.
O século XX e o grande centrão, o plancton.

Mongo é o oposto, Mongo é o regresso à diversidade, à variedade.

Este artigo é uma metáfora acerca desse regresso:

"According to researcher Ana Mikadze-Chikvaidze, Georgia may be the homeland of cheese ... archaeological evidence hinting that Georgians thousands of years ago may have been the first-known humans to make cheese. Over time, different regions of Georgia developed distinct techniques resulting in a veritable tapestry of cheese varieties.
.
Yet, many Georgians today have little knowledge of this history or the country’s unique cheeses due to 70 years spent under an oppressive Soviet-planned economy that limited which cheeses could be produced for general consumption and therefore forced artisanal cheesemaking underground.
...
Under the Soviet system between 1921 and 1991, economic planners wanted to create large quantities of Georgian cheese quickly to help feed the people of the USSR. Small-scale, often aged varietals, which took considerable time and effort to produce, didn’t fit these plans, and instead, only four types of simpler Georgian cheeses were made in bulk: imeruli, sulguni, karkhunli (which literally translates to “factory cheese”) and guda (completely unrelated to Dutch gouda).
.
The artisanal cheeses were forced underground likely because creating goods outside the Soviet system was frowned upon and many cheesemakers were afraid of being punished for it. And after seven decades in a system where only four types of cheese were readily available, most Georgians today are completely unaware that the country is home to dozens of other cheeses."

Trechos retirados de "The woman saving Georgia's lost cheeses"

Motivação e dinheiro

"The science behind work satisfaction.
Consider a study by Behavioral Economist Dan Ariely (and Lemonade’s Chief Behavioral Officer), where he sent factory workers one of three emails: The first promised workers a free pizza if they get all of their work done, the second promised a rare compliment from their boss, and the last – a cash bonus.
.
Which did the best job of motivating employees to get their work done?
.
If you thought the cash bonus, you thought wrong. The pizza and thank you note were the strongest motivators.
.
While monetary incentives are usually attributed to getting workers’ feet in the door in the first place, cash hardly contributes to an employee’s engagement at work:
...
Creating a positive, caring workforce makes for more engaged team members, meaningful workplace relationships, and higher profits for organizations.
.
Companies should set aside cash bonuses, and invest in practices that make employees feel cared for. And a pizza party every once in a while wouldn’t hurt either."

Não é nada incomum a liderança das empresas, à medida que elas crescem, estar cega quanto à falta de motivação dos trabalhadores.

Trechos retirados de "The Case for a Caring Work Culture"

O contexto que nos rodeia

Há dias vi uma peça criada pela RTP sobre as previsões para a economia portuguesa em 2020. Na altura fiquei embasbacado ao ver que falavam num crescimento de 2% do PIB. O orçamento de estado para 2020 prevê 1,9%.

"Le scénario se répète pour la quatrième année consécutive. Les défaillances d'en-treprises vont continuer d'augmenter en 2020 à l'échelle mon-diale, prévoit le leader de l'assurance-crédit Euler Flermes dans son baromètre annuel publié jeudi. Certes à un rythme moins soutenu - la hausse anticipée est de 6 %, après 9 % l'an dernier -, mais plus global. Sur les 44 pays couverts par l'étude - qui représentent 87 % du PEB mondial - quatre sur cinq vont subir une degradation. La raison principale tient « au ralentissement de la croissance mondiale, déjà observé en 2019 et l'effet de la guerre commerciale », explique Maxime Lemerle, directeur de la recherche sectorielle. « Les entreprises sont confrontées à une baisse de la demande et à plus de compétition qui se ressent sur leurs marges, en particulier dans les secteurs industriels », poursuit-il.
...
Un zoom géographique montre une prédominance de l'Asie dans les faillites, avec la Chine en première ligne
...
Si la France s'en sort mieux que ses voisins européens, 2020 devrait marquer un tournant. C'est la première année depuis 2016 que les défaillances ne baissent pas. Elles devraient stagner, contre une hausse de 3 % en Allemagne et au Royaume-Uni, de 4 % en Italie et de 5 % en Espagne."

Esta semana tive oportunidade de ver em primeira mão o impacte da travagem alemã. Empresas portuguesas sem encomendas, aumento tremendo dos prazos de recebimento entre fornecedores e subcontratados portugueses.

Estar atento ao contexto (oportunidades e ameaças) para não contar com o ovo no cú da galinha.

Trechos retirados de "Les défaillances d'entreprises dans le monde vont continuer à se multiplier en 2020" publicado no Le Figaro de ontem.

Exportações YTD - tendências

Olhando para a minha paleta do acumulado das exportações do ano passado até Novembro:

• Mobiliário a crescer
• Metalomecânica continua recuperar
• Aeronaves e Óptica continuam a crescer a taxas muito, muito altas
• Agricultura continua a crescer
• Têxtil e calçado continuam com a evolução negativa. Calçado reforçou a tendência negativa face à 1 ano
• Exportações de produtos farmacêuticos a evoluir a bom ritmo
• Impressionante o andamento dos automóveis. Anos e anos a crescer a ritmos alucinantes.

O paradoxo dos peritos

“The more credentials somebody has, the more assumptions they make, the less they test them, the more likely they are to fail”

Um tema clássico neste blogue o paradoxo dos peritos.

“Expertise is powerful—until it gets in the way of innovation. One of the sobering lessons of the great transformations in business, leadership, and society in the last few decades is that the people and organizations with the most experience, knowledge, and resources in a particular field are often the last ones to see and seize opportunities for something dramatically new.
...
All too often, what we know limits what we can imagine.
...
Too many companies and leaders, often the best companies and the most successful leaders, struggle with what she calls the “paradox of expertise”—the frustrating reality that the more deeply immersed you are in a market, a product category, or a technology, the harder it becomes to open your mind to new business models that may reshape that market or promising ways to leapfrog that technology. Past results may not be the enemy of subsequent breakthroughs, but they can constrain the capacity to grasp the future.
.
“When it comes to innovation,” she argues, “the same hard-won experience, best practices, and processes that are the cornerstones of an organization’s success may be more like millstones that threaten to sink it. Said another way, the weight of what we know, especially what we collectively ‘know,’ kills innovation. . . . Why can knowledge and experience be so lethal to innovation? Because when we become expert, we often trade our ‘what if’ flights of fancy for the grounded reality of ‘what is.’” ”

Recordo sempre:

• O suíço que entrou no mundo do azeite;
• Os gurus que influenciam (um festival de 28 cromos);
• Zapatero; e 
• Gary Klein

"nós não vemos através dos nossos olhos mas através das nossas experiências", e "as nossas experiências produzem modelos mentais", modelos mentais que nos ajudam a perceber e a actuar sobre a realidade. A experiência é uma vantagem até... deixar de ser.
.
E quando é que a experiência deixa de ser uma vantagem?
.
Quando a realidade muda!"

Trechos retirados de “Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways” de  William C. Taylor.

Azeite e Trás-Os-Montes

Este blogue acompanha o tema do azeite há alguns anos. Apresento no fim uma lista não exaustiva de postais sobre a produção e comercialização de azeite.

No ano passado comecei a ter consciência plena dos impactes ambientais da produção e colheita no olival superintensivo alentejano. Assim, em Junho de 2019, sem planear, simplesmente aconteceu o que relato em "E sem intenção, e sem querer, apareceu na minha mente a decisão de pôr de lado o azeite alentejano".

No Sábado passado fui às compras ao mesmo sítio, ao mesmo corredor, onde tinha tido dificuldade de encontrar um azeite expressamente transmontano, seis meses antes (situação que descrevo na hiperligação anterior), e tive uma forte surpresa. No dia seguinte escrevi no Twitter:

Entretanto, na passada terça-feira fui a um supermercado da rede Coviran, especialista em verduras, perto de minha casa, e não resisti a trazer para experimentar, apesar da garrafa de plástico:

Entretanto, ontem ao final da tarde tive oportunidade de ler "Do market prices correspond with consumer demands? Combining market valuation and consumer utility for extra virgin olive oil quality attributes in a traditional producing country" de Petjon Ballco e Azucena Gracia, publicado por Journal of Retailing and Consumer Services.

"At the beginning of the 21st century, the law of demand in food production supplanted the law of supply. [Moi ici: Um tema interessante. O mundo muda quando a oferta é maior do que a procura, aquilo a que desde 2010 chamo "bolha azeiteira", nessa altura há que fugir da ideia de que se vende uma commodity] Agricultural organisations and the agri-food industry must adapt to consumers’ highly diversified expectations. In addition, consumers expect to be fully informed about the products they purchase. They demand healthy products that taste good and take into consideration social, ethical and environmental issues in terms of production practices and traditional production methods. Under this framework, the agro-food sector must continually seek strategic orientations to differentiate products, not only in the sense of increasing production but rather towards diversifying food supply by promoting attributes that are valued by consumers. Olive oil is an example of a product where greater differentiation has been associated with increased production and consumption worldwide.
...
preferences between consumers from the traditionally producing countries and those from the emerging markets have significantly changed. While in non-producing countries the consumption of olive oil has increased enormously from low levels, Mediterranean countries, where consumption was relatively high, are now facing a shift towards the consumption of higher quality olive oils and, more specifically, extra virgin olive oils (EVOOs). [Moi ici: O artigo cita 21 artigos publicados nos últimos 5 anos sobre preferências de consumo de azeite]
...
the results from the marginal WTP estimates indicated that, on average, consumers were willing to pay an additional price premium of 2.13€/L for an EVOO that carried the PDO certification compared to one without this indication. In the same way, participants were willing to pay an additional premium of 1.51€/L for an EVOO that was produced in the county, and 1.27€/L for an EVOO produced in the region relative to an EVOO from the rest of Spain. [Moi ici: O estudo foi feito em Saragoça]
...
The positive premium that the indication of olive variety had on price provides evidence that the EVOO sector has indeed increased in differentiation. Consumers’ knowledge has also increased, because depending on the olive variety (Arbequina, Picual, Hojiblanca) consumers can form expectations regarding the taste of the EVOO (i.e., fruity, pungent, etc.). This result is in line with Cabrera et al. (2015) who illustrated the importance given to the olive variety in Spain. In terms of container materials, results show that a plastic container was valued negatively in comparison to a glass container, which received a premium price.
...
Although there were relatively few organic olive oils in the Spanish market, results showed that this certification was an important quality cue that positively affected EVOO market prices.
...
Unexpectedly, the European PDO quality certification did not affect the market prices of EVOOs in Spain. This result is in line with previous research by Carbone et al. (2018) in Italy who found negative effects on price for olive oils with PDO, and Cabrera et al., 2015 in Spain who found no influence on price for EVOOs with PDO. Contrary to the PDO quality certification, the presence of production origin on the label had a positive influence on EVOO prices. As extensively shown by other authors, the origin of production is one of the most important aspects for many consumers of EVOOs
...
while we maintain that PDO certification is an important attribute that helps consumers differentiate the quality of an EVOO, at a regional level where the local producers are well known, this attribute does not add any value to the prices of EVOOs in the market. This result is in line with Cabrera et al. (2015) for EVOO in Spain, who showed that the local origin of production label had positive effects on prices in comparison to PDO certification which did not affect the price. In addition, this result was also highlighted by Marcoz et al. (2016), who suggested that PDO quality certification has higher value the further the consumer is from the area of production.
...
Consumer behavior for a typical product, such as an EVOO that is consumed on a regular basis, appears to be stable but, in reality, faces constant changes in differentiation. The most influential attributes in terms of utility and WTP estimates found were the origin of production (i.e., county and region) for EVOOs, and PDO quality certification. In the market, the attributes that influenced EVOO prices were labels that indicate the olive variety, organic certification, origin of production, sold in glass containers and in establishments with a high variety of leading brands.
...
those producers who want to gain competitive advantages, should not be satisfied by just offering products to the market, but should strive to create value for each customer specifically.The more distinctive and inimitable a product is, the more likely the company is to gain loyal customers. Furthermore, consumer awareness about olive variety and clear identification of production origin should encourage producers to develop new products based on single olive varieties characterized by different sensory attributes."

Interessante a repetida referência a: "production methods; production processes; sustainability; e organic production"

• O toque anti-Midas (Fevereiro de 2008) (sobre a aposta em nichos - sublinho "o azeite de denominação de origem protegida (DOP) da Beira Interior pode ser vendido a um preço 150 por cento superior ao de um azeite extra virgem corrente e, consciente desse valor acrescentado, admite ser possível ir mais longe, apostando num DOP monovarietal, apenas recorrendo à azeitona galega.")
• Mentes livres de mapas cognitivos castradores (Março de 2009) (sobre a aposta em nichos - sublinho "uma produção que apostasse no acompanhamento permanente do olival, que respeitasse árvores centenárias e que conseguisse competir com a concorrência dos grandes azeites italianos. Este azeite competiu e ganhou. O Risca Grande Virgem Extra venceu o primeiro prémio do Concurso de Azeites Biológicos da BIOFACH 2009 em Nuremberga, na Alemanha.”")
• Mais tarde ou mais cedo... (Maio de 2010) (sobre a previsão de uma futura bolha azeiteira e a aposta em nichos)
• Lições de uma ida às compras (Dezembro de 2010) (de onde sublinho "Os azeites têm de começar a ser tratados como os vinhos, tal é a variedade e diversidade."")
• Mais uma previsão acertada (Dezembro de 2010) (primeira notícia sobre a bolha azeiteira) (segunda, de Janeiro de 2011, aqui)
• As bolhas azeiteiras como mais uma manifestação do socialismo na economia (Março de 2011) (socialismo ou crony capitalismo, são irmãos gémeos. Apoia-se a plantação de oliveiras, a produção explode... há que pedir a Bruxelas que encareça o azeite)
• Azeite...Azeite... (Julho de 2011)
• Seguir o caminho menos percorrido!!! (Outubro de 2011) (a primeira reacção ao azeite de produção superintensiva "Não vendam azeite!!! Vendam tradição, vendam localização, vendam o contrário, o antónimo, o oposto de "produção superintensiva de azeite", vendam sabor, vendam escassez, vendam prazer, acarinhem uma marca que distinga!")
• Outra previsão acertada (Novembro de 2011) (perante uma bolha azeiteira... corrijo. Perante qualquer bolha qual é a primeira reacção numa sociedade socialista/cronysta? Criar barreiras burocráticas para eliminar os mais fracos)
• Bolha azeiteira em força, em perspectiva? (Setembro de 2012)
• Um bom exemplo (Julho de 2014) (os anos da troika foram anos que levaram à aposta na exportação)
• A prioridade (Julho de 2016)
• Quem vê (Fevereiro de 2017)
• Muito para aprender (parte III) (Junho de 2017)
• "E sem intenção, e sem querer, apareceu na minha mente a decisão de pôr de lado o azeite alentejano" (Junho de 2019)
• Azeite, estratégia e valor (Julho de 2019)
• Contexto, estratégia e bolha azeiteira (Dezembro de 2019)

ISO 9001 - Video V - A useful quality policy and objectives, not mumbo-jumbo (part II)

Part I.

I recalled the template I use for writing an organization's quality policy when reading this excerpt:

“This is not about what we do, it’s about who we are,” ... “When you know who you are, then all of the decisions you have to make become a lot easier. When decisions are easier to make, things get better faster. Nothing clarifies like clarity.”(1)

This another one too:

“the more time I spend with market-making innovators and high-performing companies, the more I appreciate that leaders also have to “talk the walk.” They must be able to explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win”(1)

BTW, about that " I appreciate that leaders ... explain, in language that is unique to their field and compelling to their colleagues and customers, why what they do matters and how they expect to win" consider:

"Leaders who connect employees with end users motivate higher performance, measured in terms of revenue as well as supervisors’ ratings. Research shows that when leaders are the sole source of inspiring messages, employees often question whether the messages are true. End users, in contrast, are seen as credible sources who can deliver convincing testimonials of their experiences with a company’s offerings.
.
Customers, clients, patients, and others who benefit from a company’s products and services motivate employees by serving as tangible proof of the impact of their work, expressing appreciation for their contributions, and eliciting empathy, which helps employees develop a deeper understanding of customers’ needs.
.
Leaders can “outsource inspiration” to end users (both past and present) by collecting their stories, inviting them to the organization, introducing them to employees, and recognizing employees who make a difference in customers’ lives.
...
A growing body of research shows that end users—customers, clients, patients, and others who benefit from a company’s products and services—are surprisingly effective in motivating people to work harder, smarter, and more productively."(2)

Excerpts from “Simply Brilliant: How Great Organizations Do Ordinary Things in Extraordinary Ways”(1) from  William C. Taylor and "How Customers Can Rally Your Troops"(2)

O eterno retorno

A evolução do retalho é um tema recorrente neste blogue há vários anos.

Todos estamos cientes do crescimento das vendas online e do declinio das vendas no retalho físico. Escrevo isto e recordo imagens de lojas na antiga Nacional Nº 1 em São João da Madeira, estávamos em 2011 e as lojas tinham parado em 1988(?). Recordo também imagens no programa "País, País" na terça-feira de Carnaval de 2005, de lojas em Vila Real a protestar contra a abertura de um centro comercial. As imagens retratavam lojas paradas em 1973(?).

Ontem, sem procurar, vieram ter comigo os seguintes artigos:

• The Year Ahead: Neighbourhood Stores Return
• In 2020, retail is moving back to Main Street

"Going where people already are is ultimately better for brands, because it means that foot traffic is not entirely dependent on them. Their storefronts will exist in an ecosystem along with restaurants, workout studios, and cultural spots, and someone who makes a trip out to visit any one of these venues will pass by, and perhaps pop into, adjacent ones."

"Given that many people still like to touch, feel and try fashion items before they buy, the industry is well placed to benefit from this theme. We expect fashion retailers to ramp up their presence in neighbourhoods and new districts beyond traditional commercial zones, with stores that reflect the local community and focus on service and experience." 

O eterno retorno...

Context, interested parties and risks

I have a commitment to publish a video about context, interested parties and risks, according to ISO 9001:2015, during this month. So, I'm starting to gather raw material to that video.

Let us start with ISO 9000:2015 risk definition.

risk = effect of uncertainty

It's important to higlight the word "uncertainty". Something that we cannot control, something that it is outside of our level of control.

And an effect is a deviation from the expected — positive or negative.

So, one can say that risk is a deviation from the expected (positive or negative) resulting from a trigger event that we cannot control. BTW, the ability to control the trigger event is what separates a positive risk from an improvement opportunity.

What are we talking about when we talk about "the expected"?
Let us keep the conversation here at a strategic level.

Expected results are the results we want the organization as a whole to achieve.

Who expects these results?

The capital owners. 

So, the capital owners are an interested party of this organization. 

We started with expected results and connected those expected results to an interested party. Normally, things go in the opposite direction. Because we have an interested party with should work for some expected results.

Let us consider another example. 

Making money in a sustainable way has a funny particularity, we cannot elect that objective as a first order objective, we should consider that kind of objectives as an indirect consequence of other objectives (something that I learned to call obliquity)

To get a profit an organization must be able to sell a service to a set of target customers at a price above the cost. Why would a set of target customers decide to buy the service to a particular supplier?

Let us consider those target customers as another interested party for this organization.

So, we have here another set of expected results.

A risk would be a consequence, an impact that could afect negatively the ability of an organization to meet an expected result.

An opportunity would be a consequence, an impact that could afect positively the ability of an organization to meet an expected result.

When we think about expected results we can immediately realize that although we work for expected results, because the outside world and the organization are complex entities we can get undesired results that affect our ability to serve interested parties.

We started this text with the risk definition and keep coming to interested parties. Why are interested parties so relevant for managing risks and opportunities?

Interest parties are relevant at two levels.

Level 1 - relevant needs and expectations of relevant interested parties determine expected and undesired results.

Events that we can't control can act together to make our organization get an undesired result (no-compliance with legal requirements)

Level 2 - relevant needs and expectations of relevant interested parties can be used as a basis for determining the importance of each risk and opportunity.

This figure has the three topics that I want to include in the video:

Clause 4.1 (context) gives us a potential trigger event (internal ou external) that reacts with another Clause 4.1 (context) issue, an internal strength or vulnerability. The consequence of that reaction (risk - Clause 6.1) is evaluated against the requirements of interested parties (Clause 4.2).

 If the consequences are significant an action plan should be developed in order to minimize the risk or take advantage of the opportunity.

What is becoming more and more clear to me is the relevance of the expectations and needs of the interested parties in determining the risks and opportunities and their relevance.

Next topic will be focused on the events (Clause 4.1)

A economia real é heterogénea

"Janeiro de 2019: no lugar da antiga Texmin mora atualmente uma empresa que emprega mais de 200 pessoas e que mais que triplicou a sua faturação, em meia dúzia de anos, para cerca de 16 milhões de euros, tendo crescido no último exercício "mais de 10%" em relação ao ano anterior, garante a Cottonanswer, em comunicado.
...
"Contrariando as adversidades e ultrapassando o Brexit, em 2020 vamos continuar a crescer na ordem dos dois dígitos, alicerçando a estratégia no desenvolvimento de dois pilares: o técnico e o criativo - os dois estão intimamente ligados", enfatiza o empresário."

A economia real é heterogénea.

Quantos anúncios de insolvências em empresas têxteis já apanhou este ano?

Como evoluíram as exportações têxteis em 2019?

Rechos retirados de "No lugar da falida Texmin foram criados 200 empregos e mais de 100 países clientes"

Plumbers vs poets

Mal vi este tweet no Domingo guardei-o.

Spot on. As the late organizational theorist James March put it,"Neither success nor change requires dramatic action...[they mostly] require ordinary people to do ordinary things in a competent way." March also asserted that success requires competent "plumbers" not just "poets" https://t.co/43ig7WFydX

— Bob Sutton (@work_matters) January 5, 2020

Depois, ontem ao final da tarde, enquanto tinha uma inesperada conversa telefónica, aquelas palavras, "March also asserted that success requires competent "plumbers" not just "poets"", invadiram-me a mente.

Depois, recordei um outro texto no FT do final do ano passado, "Against the Cult of Innovation":

"The problem here is not just the equation of youth with innovation. It is the worship of innovation itself. What we used to understand as a neutral thing, sometimes life-improving, sometimes destructive, often neither, has been reframed in this century as an unambiguous virtue. Perhaps the virtue.
...
The vast majority of human labour is devoted to the quotidian business of keeping things going.
...
The premise of innovation is that the fundamentals are already in place. At that point, the eking out of extra gains though ingenuity really does make sense. It is less urgent when the fundamentals are the problem. I have seen well-meaning politicians fall for this mug’s game at close quarters. Governments that struggled to enforce basic standards in education or to tend to vital infrastructure have lost themselves in innovation task forces and the like, as though they were Finland, soundly run and just eager to keep their edge.
...
The lesson is for organisations far beyond. A “cult of maintenance” is an unglamorous notion, and no less essential for that."

Então, resolvi mergulhar no texto que gerou o tweet inicial "The Surprising Value of Obvious Insights":

"I was wrong to place such a high premium on the unexpected. Findings don’t have to be
earth-shattering to be useful. In fact, I’ve come to believe that in many workplaces,obvious insights are the most powerful forces for change.
...
Obvious insights can motivate us to close the knowing-doing gap. Common sense is rarely common practice.
...
My favorite way to make obvious effects interesting is to quantify the big impact of small changes. Is it obvious that you’ll be more productive if your desk is near a high performer? Probably. But would you have guessed that sitting near a single star appears to boost your productivity by 15%? Probably not. Is it obvious that you’ll be more motivated if you find out how your work benefits others? Sure. But until I ran a series of experiments, I would never have predicted that meeting a single person who benefited from your work could be enough to double your effort and triple your productivity. [Moi ici: Um tema que os empresários podiam agarrar com ambas as mãos] Is it obvious that managers should have a one-on-one meeting with new hires in the first week? Definitely. But did you anticipate that when managers did that at Microsoft, within the next 90 days those new hires became twice as central in their networks and spent triple the amount of time collaborating?...
Ultimately, the beauty of leading with obvious insights is that you gain legitimacy. Your data don’t always have to say something new if they say something true. People start to trust your research, and then they’re more likely to give you the benefit of the doubt — which opens the door to doing and disseminating more groundbreaking work.
.
So don’t be afraid of obvious insights. They’re the Trojan horse you sometimes need to smuggle in your more startling results. On that note, I would still love to see some evidence about when it’s a bad idea to meet your new hires on their first day."

Prioridades? Que prioridades? (parte II)

Parte I.

Enquanto escrevia a parte I recordava uma manhã em que desembarquei em Coimbra-B e a pé cheguei ao centro da cidade. Na Fernão Magalhães (acho que é assim que se chama) junto a um quiosque parei para apreciar a capa do Diário Económico. No dia anterior, o então presidente Jorge Sampaio tinha anunciado ao país uma lista interminável de prioridades. (BTW, julgo que foi nesse dia que no jornal Público li a decisão no parlamento sobre a instituição do que gerou o défice tarifário, no tempo de Pina Moura como ministro das Finanças. Lembro-me de me fartar de rir com os comentários dos colegas parlamentares à entrada de Maria Carrilho no parlamento com fato e calças brancas: "É o vendedor de gelados")

Entretanto, no último Domingo encontrei:

"There are, however, some things about success that are universally true, priorities and execution being the two most fundamental. These two factors are also the defining difference between those who succeed and those who struggle.
.
Your Priorities Define Your Success.
However you define success, doing so creates an intention to achieve something, to close some perceived gap.
...
When you know what you want, you can prioritize what you do with your time and energy, the first being your single, finite, non-renewable resource, and the second being another resource with limits. Without priorities, you can spend your days, weeks, months, and years wasting your time and energy on things that are of no real consequence.
.
Priorities provide boundaries. You draw a line in the sand by establishing what is most important, deciding some result is more important than some other outcome, based on what it is that you want and how you define success. When you establish priorities, you cut yourself off from the distraction of all the options available to you, especially those that would move you further away from your goals.
...
What priorities provide is the ability to make a plan to achieve the results you want to make up your life. You can’t execute a goal or an outcome. You can only execute your plan to achieve it. Execution is the variable, accounting for much of the difference between those who make their goals and those who struggle.
...
Saying yes to what’s most important means saying no to things that are not a priority. When you say yes to the small stuff, you are saying no to bigger things. Those who create their version of success say no to small things, limiting distractions so they can execute their plans.
...
In the end, there are only priorities and execution. If you want your version of success, you must decide what is good and right and true for you, establishing your priorities."

Quais são as prioridades da sua empresa? São claras? Estão alinhadas com a estratégia? Estão restritas ao que é mesmo, mesmo essencial?

Trechos retirados de "Your Success Is Found in Priorities and Execution"

Your Right Customer Isn't Only Yours (parte III)

Parte I e parte II.

"Your Right Customer Isn't Only Yours
Just as you have more than one "right" customer, you very well may not be your customer's only answer. Price, convenience, desperation, necessity, your inability to meet all your customer's needs (or their unwillingness to rely on only one service provider, which is often good business practice) means you not only have competition for their business but you are being compared, perhaps unfairly, to other servioce providers."

Duas empresas bem diferentes, podem desenhar dois serviços completamernte diferentes, para dois tipos de clientes-alvo bem diferentes, mas não necessariamente para duas perssoas diferentes. A pessoa pode ser a mesma, mas em momentos ou circunstâncias diferentes. Por exemplo:

• comprar um vinho para oferecer vs comprar um vinho para consumo corrente;
• comprar uma série de artigos baratos (pão, peixe, congelados, ...) vs comprar frutas e legumes frescos (variedade, qualidade e frescura).

Esta dualidade na personalidade dos clientes tem o potencial para criar dois tipos de problemas a uma empresa.

"One is making a mistake about who your competitor is.
...
The second and graver danger: working too hard to accede to the wishes of a customer who is unprofitable or otherwise wrong for you. There is something worse than losing a customer, and that is bending over backward to keep one who loses you money. Any service design needs a degree of flexibility after all, each perfect customer is different. But once you start doing things that conflict with your brand, your strategy, and what you are designed to deliver, your attempt to not disappoint customers will inevitably mean you will disappoint yourself." 

Em Agosto de 2008 aprendi:

"the most important orders are 

the ones to which a company says 'no'."

"There are customers you have to say no to. Let's start with the ones you do not want: customers or clients who want what you are not prepared to deliver. Not what you cannot; what you won't. ... Cannot is about capability; won't is about strategy. In most cases, saying no to a potential customer is easier than saying goodbye to a current one, because a current customer was, at some point, your right one.
...
Deciding to part ways with a current client is about acknowledging that something has changed: their needs, your strategy, the chemistry of the parties involved. The more personal the nature of the service or the more direct the interaction is between you and the customers, the harder it is, because, well, it feels and is personal. When you are thinking about saying no, look at why:
Are you saying no because it is something you haven't done or do not want to?
If you haven't done it, why not? Is it resistance to change or genuinely a question of strategy? Is it something you do not do well enough, but could with training, practice, or judicious addition of capabilities or staff?"

Trechos retirados de "Woo, Wow and Win" de Thomas Stewart e Patricia O'Connel.

Por que será que isto acontece?

Uma das ferramentas que uso há muitos anos no meu trabalho com as empresas é a dinâmica de sistemas. Quando em 1999, em San Francisco, numa daquelas lojas de aeroporto, comprei o livro "The Fifth Discipline" de Peter Senge, nunca pensei que viria a ser tão importante.

Há dias, por causa de um artigo no Jornal de Notícias publiquei este tweet:

que isto é uma treta!
Qualquer estudioso de dinâmica de sistemas sabe que quanto mais melhorarem as vias mais carros aparecerão e mais o sistema se comprometerá

— Carlos P da Cruz (@ccz1) January 4, 2020

É um desafio há muito documentado e representado nos textos sobre dinâmica de sistemas:

Entretanto, ontem no Público, foi bublicado este artigo "Por uma nova travessia do Tejo".

Isto faz-me lembrar aquela revista do grupo Impresa que, número sim número não, traz artigos sobre viagens e férias em paraísos tropicais, e número não número sim, traz artigos sobre o aquecimento global e o apocalipse climático.

Estes jornais alternam entre a emergência climática e a expansão da pressão do automóvel. 

Por que será que isto acontece?

Serviços e a abordagem por processos (parte II)

Parte I.

"Here’s a step-by-step guide to process improvement,
...
1. Identify problems .
First, you need to find the problems.
...
Problems can’t be solved if nobody acknowledges they exist, and research shows that the longer problems linger, the harder they are to fix
...
2. Establish the backlog.
Next, ask people to write down as many processes as they can think of that are plaguing them, one issue per Post-It Note. ... Duplicates were stacked on top of each other to make it clear that several people thought it was a pressing issue.
...
The backlog made problematic processes less nebulous,
...
3. Load up the queue.
Decide what processes you are going to improve, and in what order.
...
Early phases of process improvement should focus on low-hanging fruit, or small changes that are relatively easy to implement.
...
4. Map the current process.
For the first process, make your work visual by drawing a map of the entire process, from beginning to end, on a whiteboard.
.
Employees should avoid mapping the process as they think it should be, Norton said, and be sure to truthfully outline the current state of things.
...
5. Identify one small change.
As a team, identify one small way to improve the process. It is best to address areas with ambiguous hand-offs, misaligned incentives, or based on “we’ve always done it this way” mentality, Norton and Kimball said.
.
Suggested changes are best coming from those directly involved in a process. “If leadership pushes solutions onto the team, they may be misaligned and nobody’s going to carry them out,” Kimball said. “Let the people doing the work give it a try, and see what they organically come up with.”
.
Small, incremental changes are a key to the process. “We’re big believers [that it is] much better to do successful small projects and build momentum rather than try to change everything at once,” Repenning said. “If we can do a quick-win project, we get some confidence, we’re heading in the right direction … Because maybe we generated some small result, but also in that little project you learned an enormous amount that will make you more productive in the second one.”
.
6. Do the experiment.
Implement the proposed change and see it through for five iterations.
...
7. Look back and celebrate success.
After the experiment had been completed five times, gather to determine if the experiment was successful.
...
No matter the outcome, Norton and Kimball said teams should celebrate with things like a celebratory lunch or small giveaways after their first process improvement attempt.
.
8. Repeat.
After celebrating success, it’s time to move on to the next process in the queue. Process improvement isn’t a one-time thing, the researchers said, and instead represents a cultural shift."

Trechos retirados de "An 8-step guide for improving workplace processes". 

Prioridades? Que prioridades?

"One common problem I see in my consulting work with senior leadership teams is that their priority lists are often too long. Yes, leaders may want to signal they have their arms around the business and are fully aware of all the areas that need work. But it can be hard to move the needle on anything if you have more than three or four key areas of focus. As Jim Collins has written, “If you have more than three priorities, you don’t have any.”"

Como não recordar a comunicação de fim de ano do presidente da república:

"O Presidente da República definiu quais as prioridades que quer ver o Governo a dar atenção em 2020 e por uma ordem que não é aleatória: a saúde é a primeira, depois a segurança, em terceiro lugar a coesão e inclusão social, seguida do conhecimento e só por último o investimento." 

Recordar ainda "Para mim, um simples anónimo engenheiro da província"

1º texto retirado de "Start the New Year with a simplification month"
2º texto retirado de "Presidente marca prioridades para 2020 e a saúde é a primeira"