- WHO should I target as customers?
- WHAT products or services should I offer them?
- HOW should I do this in an efficient way?
quinta-feira, setembro 09, 2010
Saltar do disco do HOW, HOW, HOW, HOW.
quarta-feira, setembro 08, 2010
Diamantes por lapidar
Quando se acredita que o futuro é uma continuação do passado
"preso por ter cão e por não ter"
Há alternativas
We all had ten years to create viable strategies to meet the challenges of the quota phase-out. We all knew the actual date that quotas would disappear on December 31, 2004. We all knew that the end of quota would bring the greatest change in the history of the global garment industry. Yet on January 1, 2005, we were all taken by surprise, unprepared." (Moi ici: Aqui os caviares dirão, a culpa é dos empresários portugueses que são ignorantes, temos de lhes expropriara as fábricas)
This concentration on the short term traps us in the world of competition, where local factories vie against other local factories for increased orders, and where regional and national retailers vie against other regional and national retailers for a greater share of the consumer market."
Financiar as infraestruturas adequadas à economia do século XX
...
"Obama revelou que o programa prevê a recuperação ou construção de 240 mil quilómetros de estradas, a construção ou manutenção de 6400 quilómetros de vias férreas e a reabilitação de 240 quilómetros de pistas em aeroportos, bem como a modernização de todo o sistema de controlo do tráfego aéreo."
terça-feira, setembro 07, 2010
Cassandra
Os resultados da inovação estratégica
- new business models (including a new value chain architecture), or
- new markets (either by creating new ones or reshaping existing ones), or
- increased value for both the customer and the company
- que mudaram o seu modelo de negócio, passando a assentar as suas vantagens competitivas noutras actividades e atributos;
- que mudaram de clientes, passando a trabalhar com clientes mais exigentes; e
- que passaram a produzir bens ou serviços com um maior valor acrescentado.
Sobre a impossibilidade de prever o futuro e o paradoxo de Zenão (parte I)
Faz-me espécie
Retirei esta figura do livro “The Execution Premium” de Robert Kaplan e David Norton por que me faz muita espécie.
No meu modelo mental a coisa funciona assim:
Olho para os resultados como consequência de algo que se faz a montante, ou seja:
Gosto da metáfora do diagrama de causa-efeito para explicar onde actuar a montante para ter os resultados pretendidos.
Não gosto de colocar iniciativas, projectos de mudança, nas perspectivas de resultados. Se realizamos uma iniciativa é para mudar uma daquelas causas que contribuem para o efeito e o efeito são os resultados.
Daí que prefira usar:
Voltando à figura do livro de Kaplan e Norton:
.
Se modifico a segmentação dos clientes estou a alterar uma prática de trabalho.
Se passo a fazer uma avaliação da satisfação dos clientes… estou a acrescentar uma nova prática de trabalho.
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Ou seja, colocaria as iniciativas na perspectiva interna e não na dos clientes.
segunda-feira, setembro 06, 2010
Correlação não é o mesmo que causalidade
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As Feynman said, “The first principle is that you must not fool yourself – and you are the easiest person to fool.”"
Commander's Intent versus Conformidade com os procedimentos
…
Many armies fail because they put all their emphasis into creating a plan that becomes useless ten minutes into the battle."
…
Colonel Kolditz says, "Over time we've come to understand more and more about what makes people successful in complex operations." He believes that plans are useful, in the sense that they are proof that planning has taken place. The planning process forces people to think through the right issues. But as for the plans themselves, Kolditz says, "They just don't work on the battlefield." So, in the 1980s the Army adapted its planning process, inventing a concept called Commander's Intent (CI).
CI is a crisp, plain-talk statement that appears at the top of every order, specifying the plan's goal, the desired end-state of an operation.
…
The CI never specifies so much detail that it risks being rendered obsolete by unpredictable events. 'You can lose the ability to execute the original plan, but you never lose the responsibility of executing the intent," says Kolditz.
…
Commander's Intent manages to align the behavior of soldiers at all levels without requiring play-by-play instructions from their leaders. When people know the desired destination, they're free to improvise, as needed, in arriving there.
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I could spend a lot of time enumerating every specific task, but as soon as people know what the intent is they begin generating their own solutions."
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- "Schwerpunkt"
- "Schwerpunkt (II)"
- "Auftragstaktik" ("Auftragstaktik encourages commanders to exhibit initiative, flexibility and improvisation while in command. In what may be seen as surprising Auftragstaktik empowers commanders to disobey orders and revise their effect as long as the intent of the commander is maintained.")
- "Parte I - os alicerces da guerra relâmpago (Blitzkrieg)"
These leaders developed a military cultural norm that supported and expected decisive action by subordinates in the face of uncertainty or ambiguity.
of the operation and must be understood two levels below the level of the issuing commander. It must clearly state the purpose of the mission. It is the single unifying focus for all subordinate elements. It is not a summary of the concept of the operation.
Its purpose is to focus subordinates on what has to be accomplished in order to achieve success, even when the plan and concept no longer apply, and to discipline their efforts toward that end."
domingo, setembro 05, 2010
A estabilidade é uma ilusão!
O sonho de Cravinho para Lisboa... é como as SCUTS, pode virar pesadelo também para os lisboetas
sábado, setembro 04, 2010
Emissão após emissão (parte II)
Made to stick para motivar para a mudança
- na comunicação, o problema é sempre do emissor. O emissor é que tem de despertar e cativar o receptor;
- para despertar o desafio da mudança há algumas ideias importantes a ter em conta: aproveitar uma crise ou uma qualquer "burning platform" para gerar a motivação para a mudança transformadora; possuir uma visão clara e uma estratégia sem, no entanto, enfiar palas, ou seja, admitindo espaço para iterações; recordar que a mudança não acontece de um momento para o outro; centrar a transformação nas necessidades dos clientes-alvo; demonstrar aos mais cépticos que agir de forma diferente pode levar a resultados diferentes; e salientar a importância de comunicar-comunicar-comunicar. (checklist retirada daqui)
- recordar também o filme "Inception": "Their task: to plant an idea in the mind of a major energy conglomerate heir ... And they do it using a few of the SUCCESs principles that also map to the Decker Cornerstones:
Simple: The idea must be incredibly simple so that it can grow and thrive on its own. That means boiling your message down to the biggest change in how you want your listener to think/act about your idea – it’s your Point Of View.
Concrete: There must be some specificity and familiarity in the environment to allow the idea to grow. In other words, once you get someone to buy off on your Point of View, you must tell them what to do next. Include a Specific Action Step that is timed, physical and measurable.
Emotion: Use it! This is the get-someone-to-CARE-about-your-idea part. Why would they do this? Give them the benefits (to THEM), and remember that positive emotion trumps negative emotion. The movie really tugs at the heartstrings here – without giving away too much I’ll just say that parents, don’t throw out all the elementary school artwork." (paralelismo interessante retirado daqui) - voltar a reler as partes sublinhadas desse grande livro sobre comunicação "Made to Stick"
sexta-feira, setembro 03, 2010
Quanto menos, melhor
rewarded through financial incentive schemes. He maintained that management was an objective science that could be defined by laws, rules and principles: if a task was clearly defined, and if those performing it were properly motivated, then that task would be efficiently performed." (Moi ici: Quantas pessoas estão de acordo com este recorte? E como ser coerente e continuar a ser consultor de sistemas de gestão sem acreditar nesta "prescription"?)
The whole mechanism is thought to be the sum of its parts and the behavior of each part is thought to be governed by timeless laws. An organization is, thus, thought to be governed by efficient causality and the manager’s main concern is with these “if-then” causal rules. There is a quite explicit assumption that there is some set of rules that are optimal; that is, that produce the most efficient global outcome of the actions of the parts, or members, of the organization." (Moi ici: Comparar uma organização a um mecanismo... essa é demasiado puxada. Não ver que uma empresa é mais do que a soma das partes é ignorar a emergência dos sistemas. Acreditar em leis independentes do tempo e em causas suficientes é ignorar a realidade.)
management, Rationalist Teleology is stripped of the quality of the unknown, and also of the ethical limits within which action should take place, to provide a reduced Rationalist Teleology. In fact scientific management does what Kant argued against. It applies the scientific
method in its most mechanistic form to human action, whereas Kant argued that it was inapplicable in any form simply because human freedom applies to all humans."
they always formed themselves into groups that soon developed customs, duties, routines and rituals and argued that managers would only succeed if these groups accepted their authority and leadership. He concluded that it was a major role of the manager to organize teamwork and so sustain cooperation. Mayo did not abandon a scientific approach but, rather, sought to apply the scientific method to the study of motivation in groups."
should do in a way that respects and motivates others (Rationalist Teleology) so that the designed set of rules will produce optimal outcomes (secular Natural law Teleology). Because they are governed by efficient cause, organizations can function like machines to achieve given purposes deliberately chosen by their managers. (Moi ici: Tanta ingenuidade!!!) Within the terms of this framework, change of a fundamental, radical kind cannot be explained.
Such change is simply the result of rational choices made by managers and just how such choices emerge is not part of what this theory seeks to explain. The result is a powerful way of thinking and managing when the goals and the tasks are clear, there is not much uncertainty and people are reasonably docile, but inadequate in other conditions. Truly novel change and coping with conditions of great uncertainty were simply not part of what scientific management and its Human Relations consort set out to explain or accomplish."
- "Estratégia, mapas errados e self-fulfilling prophecies" Este trecho é fundamental e poético "“Strategic plans are a lot like maps. They animate people and they orient people. Once people begin to act, they generate tangible outcomes in some context, and this helps them discover what is occurring, what needs to be explained, and what should be done next. Managers keep forgetting that it is what they do, not what they plan that explains their success. They keep giving credit to the wrong thing – namely, the plan – and having made this error, they then spend more time planning and less time acting. They are astonished when more planning improves nothing.”" Mas não basta um mapa qualquer, tem de ser um mapa em que acreditemos à partida, ainda que depois o alteremos.
- "Confiar a razão? (parte I)"
- "Eclesiastes, acção e sensemaking"
- "O tempo de feedback associado a um plano (plano I)"