Crescer em tempos de recessão (parte II)

Parte I.
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Outro ponto interessante a sublinhar em "Strategies for Superior Performance under Adverse Conditions: A focus on Small and Medium Sized High-Growth Firms" é:

"[Moi ici: Em tempos de recessão] we found that firms make an intentional search for high-margin products, while avoiding aggressive price competition and maintaining tight control of costs. We demonstrate that an adverse environment does not necessarily inhibit firm growth and that individual firm specific strategies can be invoked to overcome volatile market conditions.
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most high growers further pursue a product-/service-customization strategy. Their owners admitted that such a strategy enables them to maintain close contact with their customers and to first address new market trends. Indeed, as smaller firms are closer to the customer, they can attain a better understanding of their needs, adapt their products/services accordingly, and achieve the quality required. Therefore, by offering highly innovative and at the same time customised and unique solutions, smaller firms can “successfully compete with well established incumbents…. avoid price competition… create new demand and, thus, facilitate firm growth”.
None of our firms are cost leaders. This is as such not surprising and well documented in the literature, as small firms lack the scale to exploit economies. Nonetheless, they all stressed the importance of a low-cost strategy; they provided evidence of cost control systems, and all avoided price wars with their competitors. They preferred building up a reputation for providing better quality rather than better prices. These findings accord with previous empirical studies supporting the importance of low-cost strategies, irrespective of the core strategies employed. Thus, we confirm and enrich the literature by showing that innovative and highly tailored strategies are pertinent for the success of a small firm in adverse conditions, conditional upon being accompanied by low-cost tactics."

É claro que este estudo é para PMEs a actuar num habitat específico, o Reino Unido, talvez nem tudo seja transponível para a nossa realidade. Contudo, apraz-me sublinhar esta prática que também vejo nas PMEs portuguesas bem sucedidas:

• contacto próximo com os clientes;
• aposta na diferenciação/customização;
• controlo de custos, apesar de não seguirem uma estratégia low-cost 

"On Experiences as Economic Offerings" (parte I)

Muito haverá a escrever sobre esta tese "On Experiences as Economic Offerings" de Susanne H. G. Poulsson. Contudo, começo hoje por um pormenor que é um clássico deste blogue, a batota!!!

"every product has a connected consumption event – meaning that the consumer will experience or feel something when they use/consume the product. This consumption event, and the experience had during it, may be hardly noticeable, (as when using a printer) or highly noticeable and significant for the product’s overall value, (as in the case of the thrills had during a bungee jump). In experience offerings the consumption event is of utter importance because experiential offerings’ value rests with the richness and intensity of the consumption event.
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Csikszentmihalyi’s take on flow is that: “While such events may happen spontaneously, it is much more likely that flow will result from a structured activity”. Furthermore, he states that: “Activities that provide enjoyment are often those that have been designed for this very purpose. Games, sports, and artistic and literary forms were developed over the centuries for the specific purpose of enriching life with enjoyable experiences.“
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The creation of experiential value in a commercial setting is not about a random meeting in the woods. It’s a transaction where the provider needs to be prepared to provide the right elements so that the consumer can step inside, react and act. The more thoroughly and thoughtfully designed and prepared the experience offering is, the more the consumer will be made to feel that events unfold effortlessly.
Within these settings, what strings can the experience provider pull? What are the elements consumers appear to find essential for gaining value and meaning out of an experience offering? What stimulates and tickles these consumers’ brains as well as their bodies? What are the “pleasure buttons”? What can the provider do to stage and design an offering that has a high probability of triggering experiential value in the consumer? What are the vital dimensions that matter and are the most fundamental when we look across and beyond each particular context to identify the triggers that are involved in co-creating experiential value?"

E acha que isto não se aplica aos produtos que a sua empresa produz? Em "Value creation processes and value outcomes in marketing theory: Strangers or siblings?", referido aqui, pode ler-se:

"adding hedonic aspects to utilitarian base products was more effective than adding utilitarian aspects to hedonically oriented products and suggested that the hedonic image of a product may be diluted because of utilitarian additions."

"value creation processes and value outcomes" (parte II)

Parte I.
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Um alerta para as diferentes formas de abordar os "value outcomes":

"Value outcomesThe value outcome logics concern how an actor determines the value outcome. Three of the four categories of value outcome determination logics, that is, value as means–ends, value as benefits/sacrifices, and value as experience outcomes, are consistent with the previously conducted reviews on customer value literature. The fourth category, value outcome as phenomenological, was identified from the S-D logic literature.
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Value as means–ends. The first approach, value in accordance with mean–end theories inspects product evaluations as chains from the object characteristics to use consequences. According to this view, value can be appreciated at different levels of abstraction, with product attributes at the lowest, attribute performances at the middle, and goals and purposes at the highest level.
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Value as benefits/sacrifices. This research stream views value as a cognitive judgment of utility made by a customer based on inputs (benefits) and outputs (sacrifices). In its simplest form, it is a ratio between service quality (benefit) and costs (sacrifice) or even an assessment of a product being a good buy. The benefits may include several quality dimensions but also relationships, time-to-market, know-how, and social benefits. Sacrifices range from monetary to non-monetary.
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Value as experience outcomes. Value as experience outcomes aims to supplement and enrich the view of customers as logical decision makers by seeing humans as emotional sensation-seekers
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value as an ‘interactive, relativistic preference experience’, meaning that value is an experience based on interaction between a subject and an object as well as relative. The relativism refers to three aspects of value: value is comparative (varying between objects for a certain person), personal assessment (what is valuable for one person need not be that to another), and situational, that is, context specific. Thus, the value of an object is dependent on the context in which the judgment occurs.
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S-D Logic‘value is always co-created with and determined by the customer (value-in-use)’.
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value is created when the customer’s ‘wellbeing has somehow been improved’ and exemplify this with a customer feeling relieved because the service has fulfilled its value proposition and has been integrated in the customer’s life. Overall, the emphasis is on value-in-use and it seems close to value as experiential."

Curiosidade do dia

De "To Kill a Mockingbird" de Harper Lee:

“Real courage is when you know you're licked before you begin, but you begin anyway and see it through no matter what.”
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“Simply because we were licked a hundred years before we started is no reason for us not to try to win.” 

De "10 Strange ‘Lord Of The Rings’ Facts That The Films Leave Out":

"Human existence, argued Tolkien, gets value and meaning from our struggle against “monsters.” We are like Beowulf in that the struggle against evil need not fully succeed to be worthwhile."

O mais difícil...

Quando pensava no tema, era para me comparar com os jogadores de futebol, eu era mais novo do que eles. Os anos passaram e reparei que uns jogadores começavam a ser mais novos do que eu. Hoje, tomo nota que a maior parte dos treinadores já é mais nova do que eu.
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Envelhecer não tem sido difícil em termos físicos... com mais de 50 anos ainda não tenho cabelos brancos (ok, tenho sobrancelhas brancas), faço cerca de 20 km por dia, posso correr uma meia maratona sem parar. O mais difícil, é ver partir os que me conheceram como o Carlitos, os que me marcaram e contribuíram para que eu seja a pessoa que vou sendo, os que celebraram os meus aniversários de criança, os que me desafiaram a pôr a render alguns talentos, durante a minha adolescência...
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Nem de propósito esta reflexão "When Did We Get So Old?"

"value creation processes and value outcomes" (parte I)

Um outro artigo que me parece muito interessante e a merecer vários sublinhados é "Value creation processes and value outcomes in marketing theory: Strangers or siblings?".
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Por vezes há temas que dançam na nossa mente e que nunca chegam a merecer uma reflexão mais adequada, porque continuam no ar, a dançar e, nunca são concretizados no papel. Este artigo tem o condão de tornar a reflexão inevitável, porque coloca o tema de forma bem explícita:
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Duas coisas distintas:

"value creation processes and value outcomes
...
value is co-created by firms and customers, and that beneficiaries determine the value [outcomes]
...
During categorization, it became clear that there are two main, high-level literature streams: value creation processes and value outcome determination. Value creation processes study activities, resources, and interactions that result in value creation, whilst value outcome determination explores how customers make value assessments and what the value outcomes are.
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The actors engaged in value creation processes versus determination of outcomes differ. In co-creation processes, several parties are involved in the activities through the integration of resources. ... Outcome determination, on the other hand, is proposed to be done by a single actor, as outcomes are ‘uniquely determined’. This asymmetry is important, as it means that the perspective shifts between multiple and one: in co-creation processes, the perspective is that of a network, whereas in outcome determination, it is that of an individual."

Lido, isto faz sentido. Contudo, quando penso em exemplos concretos... não chega. Podemos começar por identificar os clientes-alvo e determinar quais são os "value outcomes" procurados e desejados. No entanto, por vezes, o pivô do ecossistema da procura não são os clientes, é outro elemento que participa nos processos de co-criação.
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Por exemplo, um médico que prescreve um medicamento a um paciente e que o compra a uma farmácia que, por sua vez, o compra a uma empresa farmacêutica.
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Quem é o cliente da empresa farmacêutica? É a farmácia, é ela que paga!
Quem é que determina o "value outcome"? A tal assimetria? É o médico!

Crescer em tempos de recessão

Um artigo, "Strategies for Superior Performance under Adverse Conditions: A focus on Small and Medium Sized High-Growth Firms", a merecer 2 ou 3 apontamentos.
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O primeiro está relacionado com as "self-fulfilling prophecies":

"Pessimistic prophecies are self-fulfilling."

E também:

"lucky people tend to expect to be lucky, creating a series of self-fulfilling prophecies because they go into the world anticipating a positive outcome." 

E ainda:

"The secret of leading with a bad map is to create a self-fulfilling prophecy. Having predicted that the group will find its way out, the leader creates the combination of optimism and action that allows people to turn their confusion into meaning and find their way home.” 

Tudo a propósito do último parágrafo do artigo:

"Finally, a rather unexpected outcome of this study relates to the role of the managers when strategizing against adverse conditions. It seems that the way a manager views the adverse environment can significantly alleviate any negative effect associated with it. Indeed, most of the managers we interviewed – while acknowledging the drawbacks of operating in a declining industry – claimed not to be intimidated by it. Unsurprising for entrepreneurs, they chose to view such an environment as a challenge and a source of numerous unexploited opportunities. They denied the conventional wisdom that in declining environments one should retrench and downsize, and embraced competitiveness, proactiveness, and aggressive sales tactics."

Acerca do caminho para Mongo (parte III)

Parte I e parte II.
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O primeiro capítulo do relatório "The hero’s journey through the landscape of the future", intitula-se "Pressures on companies".
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O esquema que se segue ilustra essa pressão:

O ADN das empresas grandes condiciona-as a tratar os clientes, por concepção, por omissão, como plankton, como miudagem, como fantasmas estatísticos. Por isso, só consideram abordagens rapidamente escaláveis, baseadas na eficiência pura e dura.
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Continua.

"Survivors don’t expect or even hope to be rescued"

Parte da razão porque algumas pessoas e, ás vezes, sectores inteiros não evoluem e estagnam, é porque assumem esta postura:

• "O tempo perdido na zombieland" e
• "Legacy Media: The Lost Decade In Six Charts"

Laurence Gonzales escreveu acerca dos sobreviventes de desastres longe da civilização:

"Do whatever is necessary (be determined; have the will and the skill). Survivors have meta-knowledge: They know their abilities and do not over-or underestimate them. They believe that anything is possibly and act accordingly. Play leads to invention, which leads to trying something that might have seemed impossible. … Survivors don’t expect or even hope to be rescued. They are coldly rational about using the world, obtaining what they need, doing what they have to do."

Os sobreviventes não ficam à espera de serem encontrados, adaptam-se e, quase sempre, quando são encontrados, já não estavam, já não se sentiam perdidos:

• "Acharam-se a si próprios"
• "Qual deve ser o papel de uma associação patronal?"
• "Acerca das desvantagens"

Os que não ficam presos ao passado, os que não se consideram perdidos à espera de serem encontrados, fazem-se ao caminho e co-criam oportunidades ao interagir com a realidade. Já não esperam voltar ao que existia porque muitas vezes isso é impossível, a família desapareceu, o evento transformou-nos, a paisagem conhecida e familiar desapareceu.

Porque não somos plankton... (parte IV)

Parte I, parte II e parte III.

Lembram-se do conglomerado Espírito Santo?

"Since the mid-1990s, the source of competitive advantage has been shifting. Leading companies used to be diverse conglomerates that based their competitive strategy on assets, positions, and economies of scale. Today’s market leaders, by contrast, are more focused enterprises. They do not follow the traditional portfolio strategies of seeking short-term profitability or growth wherever they can find it. Rather, they recognize that value is created by their distinctive capabilities: what they can do consistently well. Their strategic approach, which is based on a single powerful value proposition backed up by a few mutually reinforcing capabilities, gives them a continuing advantage over their rivals. As they consolidate their efforts around this approach, they fundamentally reshape their industries."

É natural que as consultoras grandes escrevam para os seus clientes-alvo, as empresas grandes. Por isso, o artigo está escrito para essa audiência. No entanto, mesmo para PMEs a caminho de Mongo, pode ser interessante ler o artigo:

"Supercompetitors [Moi ici: É a designação que os autores dão a estas empresas grandes e focadas, um pouco o que a P&G começou a fazer há mais de uma década e continua a fazê-lo ainda hoje] are emerging today because, in industry after industry, their few distinctive capabilities are both scalable and relevant, while other forms of competitive advantage, like sheer size, have decreased in importance.
...
The uncertainty and hypercompetitive nature of today’s business world, thanks to outside forces such as technological change, globalization, and the ease of reverse-engineering many products and services, has shifted advantage to companies with distinctive capabilities. Since competitive advantage is increasingly short-lived, winning companies cannot rely on scale—the leverage that comes from being bigger than other companies. Nor can they rely on one or two assets, products, or services. They need a steady stream of offerings that only capabilities can deliver. Capabilities like these are not easy to build. [Moi ici: Mas não impossível para PMEs onde haja paixão e hábito de trabalhar sem rede, testando coisas novas e "always pushing the envelope"]"

Interessante como a P&G anda há 15 anos neste esforço de desinvestimento e ainda não deu sinais de parar.
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Trechos retirados de "The New Supercompetitors"

Quintas-feiras e quando não há independência e liberdade (parte II)

Parte I.
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França!
Terra da política agrícola comum, com todas resmas e paletes de apoios e subsídios.
Terra habituada ao papel do Estado central como orientador bem intencionado de tudo um pouco.
E terra de origem de grandes marcas da distribuição grande, sempre focadas na eficiência e nos custos baixos.
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Paraíso para a actuação de Quintas-feiras.
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Depois, temos coisas como esta "French Cheesemakers Crippled by EU Health Measures":

"90% of the producers have either gone to the wall or are in the hands of the dairy giants. This is thanks to a mixture of draconian health measures in Brussels, designed to come down hard on raw milk products, and hostile buyouts by those who want to corner the market.
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Unpasteurised milk, which gives a unique earth-and-fruit flavour, has been gradually marginalised on false public health pretexts after intense lobbying by the food processing industry, to the detriment of the consumer but the incalculable advantage of those producing cheese made with pasteurised milk.[Moi ici: Será ingenuidade minha pensar que são Quintas-feiras ingénuos manipulados pelos Golias?]
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The cheese war is particularly savage in Camembert, an area where there are now only five authentic local producers left. It has fallen victim to a culture that favours a production line that can churn out 250,000 Camembert cheeses a day.[Moi ici: Vómito industrial]
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“The big industrial producers will not tolerate the existence of other modes of production. They are determined to impose a bland homogeneity upon the consumer – cheese shaped objects with a mediocre taste and of poor quality because the pasteurisation process kills the product,”
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Around 95% of French cheese is sold in supermarkets and even here the specialist counters are fast-disappearing in favour of aisles featuring brands of spreadable, chemical and artificially flavoured products."

Sintoma

Mais um sintoma da mudança em curso e da desorientação que reina, naturalmente, em algumas cabeças:

"Bread&Butter da marcha atrás. El salón alemán de moda urbana cancela la edición de enero en Barcelona. El presidente del certamen, Karl Heiz Müller, ha asegurado que el regreso del salón a España no ha contado con el apoyo de las marcas."

Em tempos de mudança, ninguém deve ter vergonha de passar por desorientado e fazer umas experiências (atirar o barro à parede, a ver se cola).
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Espero que, no entretanto, reflictam sobre o papel, sobre a missão, sobre o JTBD que podem continuar, ou passar, a desempenhar num mundo digitalizado. Em que situações um expositor se pode encontrar, em que a participação nesta feira em particular, seja a solução, seja a resposta, para algo que pretende atingir?

Trecho retirado de "Bread&Butter cancela la edición de enero en Barcelona por la falta de apoyo de las marcas"

“The main strength of Hermès is the love of craftsmanship”

"At Hermès any lasting premium derives from mystique. After all, selling a commodity ultimately boils down to one thing: price. But selling beautiful objects that people don’t inherently need? That requires a more complicated formula that Hermès has mastered:
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Hermès doesn’t have a marketing department.
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Why should it? McKinsey doesn’t have a consulting department nor does Microsoft have a software department. Marketing is Hermès’ core business.
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To instill this ethos in the company, all new employees are steeped in Hermès’ desire-creating culture through three-day sessions called “Inside the Orange Box” (so named for the signature packaging) that trace the company back to Thierry Hermès and give a history of each of the product categories (or “métiers,” in Hermès-speak, which is French for a trade). Thus every Hermès employee can wax philosophical about the Kelly bag, the trapezoidal saddle bag from the 1890s that Axel Dumas’ grandfather transformed into a women’s handbag and that Grace Kelly made iconic."

Trechos retirados de "Inside Hermès: Luxury's Secret Empire"

Diversidade em vez de clones

Recordando "Academia and the people without jobs" de "Que incentivos para acompanhar a transformação da realidade?" e comparar com "Shop Class Not for Slackers as Mechanic Out-Earns Peers"

Paz à sua alma!

Soube, há menos de uma hora, da morte de um verdadeiro Pescador de Almas que me era muito querido.
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Paz à sua alma!

Quintas-feiras e quando não há independência e liberdade (parte I)

Há dias, neste postal "Dedicado aos caçadores de unicórnios (parte V)", usei a metáfora dos Quintas-feiras:

"O que os caçadores de unicórnios na Europa criaram, muitos deles autênticos Quintas-feiras, nas mãos das extractivas elites económico-políticas sem o saberem, foi uma paisagem competitiva adequada a um sistema ecológico maduro, pesado, burocrático... que já não funciona."

Quintas-feiras são actores que, julgando fazerem o bem, distorcem o mercado em nome de quem realmente manipula o poder e não pode aparecer às claras.
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Imaginem que têm recursos para colocar no mercado um vómito industrial a um preço muito baixo; contudo, receiam que os consumidores não comprem essa opção porque, tendo escolha, acham outras opções, apesar de mais caras, melhores. O que fazer?
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Resposta elementar: criar barreiras que tanto impeçam a entrada dessas opções, como expulsem do mercado as opções já existentes.
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Que motivos terão de ser invocados?
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Têm de ser motivos insuspeitos e em nome de um bem comum... por exemplo a saúde pública.
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Quem é que vai estar contra a saúde pública?
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Por exemplo, há milhares de anos que o queijo é envelhecido em madeira. Este ano, com a desculpa da saúde pública: "Game Changer: FDA Rules No Wooden Boards in Cheese Aging".
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Contudo, em alguns países, a liberdade e a independência ainda são suficientemente fortes para "Cheesemakers rush to defend wooden-board aging in wake of FDA statement" e alcançar este resultado: "FDA issues new statement on wood-aged cheese".
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Isto só funciona quando existem aqueles dois ingredientes, independência e liberdade. O @helderAMF contou-me uma vez uma história que passei a usar com frequência:

Poucos anos depois do 25 de Abril, talvez durante a década de Cavaco no governo, (tenho de perguntar ao @helderAMF) uns senhores de Lisboa, de um qualquer instituto de defesa do património, foram à terra dos seus avós, em Trás-os-Montes, para retirar da igreijinha, umas estátuas muito antigas para as preservarem e guardarem em Lisboa, naturalmente (em algum museu gerido por ateus, acrescento eu). Escusado será dizer que as forças vivas da aldeia, foram buscar as caçadeiras e expulsaram os senhores e ficaram com as suas estátuas. 

Esses, sublinha o @helderAMF, com mágoa e assombro, foram as últimas pessoas independentes que conheceu. Hoje, os que lá estão não mexeriam uma palha com medo que lhes tirassem as pensões como represália.
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Continua.

O efeito Shark Tank tem algo a ver com... (parte II)

Parte I.
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Acerca das histórias que as empresas contam aos clientes, ou não. Para reflexão:

"A great story is never just about you or something that happened to you, no matter how seemingly interesting the characters or events may be. A great story, no matter the subject, is always really about them (the audience) with a universal appeal.
...
"Nobody wants to hear about your triumphs. We want to hear about what a fool you are, because that’s what we are." Most people, however, do not want to talk about their failures or their struggles with their weaknesses. But your honestly and willingness to be vulnerable is what draws your audience in.
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"Nobody wants to hear about your triumphs. We want to hear about what a fool you are, because that’s what we are." Most people, however, do not want to talk about their failures or their struggles with their weaknesses. But your honestly and willingness to be vulnerable is what draws your audience in.
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No struggle, no story. No obstacles to reach your goal? Who wants to hear about that? Where is the lesson in that?"

Trechos retirados de "The key to storytelling is not your perfection but your humanity"

Curiosidade do dia

Agora, ao final da tarde, acabei uma pequena sessão de jogging de 6 km. Durante a mesma, reparei numa pequena ave morta no chão.

Instintivamente, ao olhar para aquela cauda, o meu sistema 1 gritou:

- Uma carriça!!!

Atrasado, depois, o meu sistema 2, foi buscar uma brincadeira do meu tempo de birdwatcher:

- Uma troglodita!!!

Nome cientifico da carriça: Troglodytes troglodytes

Como é que tantos anos depois, há certas aves, que não se vêem todos os dias, e que nunca esquecemos?

BTW, aquele circulo branco é uma casca seca de tremoço.

Dedicado aos caçadores de unicórnios (parte VI)

Parte I, parte II, parte III, parte IV e parte V.
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Em linha com a parte V, este artigo "Which Strategy When?":

"Most managers recognize that not all strategies work equally well in every setting.
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strategies of position, strategies of leverage and strategies of opportunity. What’s right for a company depends on its circumstances, its available resources and how management combines those resources together.
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Choosing a Strategy When does it make sense to choose one strategy over another? How do executives decide whether to build their strategies around position, leverage or opportunity? We will examine each f ramework separately.
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The Position Strategy When industries are stable, a strong case can often be made for a position strategy.
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Like any strategy, position strategy has an Achilles heel: change. When industries change, moving a fortress locked into a strategic position is tough.
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The Leverage Strategy In markets where change is moderate, leverage strategies often beat position strategies.
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So while position strategies are based on the fortress analogy, leverage strategies are more like chess, where competitive advantage comes from both having valuable pieces and making smart moves with them.
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A primary challenge of creating competitive advantage with a leverage strategy is updating the resource portfolio as industries change.
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The Opportunity Strategy In contrast to stable industries, dynamic industries are characterized by superabundant flows of fast-moving but often unpredictable opportunities.
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In contrast to the fortress and chess views of strategy, pursuing an opportunity strategy is like surfing.
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For companies pursuing opportunity strategies, competitive advantage comes from capturing attractive but fleeting opportunities sooner, faster and better than competitors."

Acerca da explosão Câmbrica

 

Fala-se muito de estarmos a viver uma espécie de "explosão do Câmbrico" a nível da inovação.
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Se é verdade, se estamos a viver um período em que o “Software is eating the world,”, em que “Anyone who writes code can become an entrepreneur—anywhere in the world,” ... por causa de Gause e do princípio da competição exclusiva:

Quando duas espécies diferentes ocupam um mesmo ecossistema e consomem recursos muito semelhantes, uma delas acabará por prevalecer face à outra por estar mais adaptada.

Então, estaremos a assistir, às claras ou de forma escondida, a uma violenta destruição criativa.
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Muitas vezes, ao circular na zona de S. João da Madeira e Oliveira de Azeméis, recordo as viagens da minha infância entre o Porto e a terra dos meus avós na zona de Coimbra, cafés e tascas que serviam quem circulava na principal estrada do pais, ou já desapareceram, ou adaptaram-se a servir uma outra clientela, quer em número, quer em requisitos e horários. Agora, imaginem os políticos dessas terras, por interesse eleitoral ou por genuína empatia com esses empresários, a enveredarem pelo uso de dinheiro das autarquias no apoio a esses cafés e tascas. Fará sentido?
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Voltando à explosão Câmbrica lá de cima, quanto da recessão e lento crescimento a que assistimos em tantos países está relacionada com esta transição? Quando aqui escrevemos sobre o "é meter código nisso", quantos honestos incumbentes estamos a condenar a uma inevitável e desejável morte empresarial, para dar espaço a um melhor serviço aos clientes e a níveis de produtividade mais elevados?
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Fará sentido ligá-los à máquina e mantê-los vivos sem autonomia?