"Just as important as the experience economy, DeLao said, is the connection economy, which highlights the importance of building relationships and loyalty, it notes that there is an abundance of choice and options and therefore a premium on attention and trust.
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the connection economy is all about being human.”"
"Além de endividar o país, a minha geração também blindou os seus direitos insustentáveis em leis, regulamentos e instituições. Sucessivos governos atribuíram aos cidadãos inúmeras benesses, alegadamente universais. Só que, com o fim do endividamento, a segurança no emprego, pensões generosas e outros privilégios acabaram atribuídos apenas aos que as conceberam. Os jovens de hoje sabem que não poderão gozar daquilo que os seus pais tiveram. Sobretudo porque essas exigências exageradas entopem o crescimento. De facto, além das benesses, Portugal foi adoptando leis de país rico, que a produtividade não suporta. Imposições de toda a ordem sobrecarregam as empresas, prejudicam a competitividade e alimentam exércitos de fiscais, funcionários e advogados.
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Estes dois erros da minha geração, falta de capital e excesso de regulamentação, são as razões da estagnação. Ambas, desequilíbrio financeiro e carga normativa, estorvam a inovação, empatam o investimento, paralisam o progresso"
"Just as the democratization of information through personal computers was a key advance of the 20th century, the democratization of production through improvements in fabrication technologies will be a pivotal development in the 21st century.Duas notas:
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personal fabrication systems are beginning to allow individuals access to these same technologies.
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early access and opportunities to practice are the keys to success in any field involving complex tasks.
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We believe the advent of personal fabrication will affect society in unexpected ways, just as the advent of personal computing did. This will likely extend to the humanities as well as science and engineering.
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Personal fabrication offers the opportunity to democratize innovation. Schools must provide early access to the tools needed to develop skills required to take advantage of this opportunity."
"O caminho faz-se caminhando... em vez de esperar e entrar mais lá à frente, quanto mais cedo se entrar mais cedo se identificarão novas oportunidades de negócio, novos nichos, novas fontes de receita."Quantas PME estão a "brincar" e a acumular experiências que darão origem a intuições sobre o futuro?
"A separate but equally indicative failing is to incessantly cite Apple and Steve Jobs to any and all clients as a paragon of excellence and instruction for brand building. If you find yourself sitting through a ninety-minute sermon on the power of Apple’s branding and its relevance for your portable toilet business it may be time to press the escape button."Recordar "Cuidado com o título" e "Pensamento contrário"
"First, any mention of millennials means you are dealing with a marketing moron and should lead to immediate cessation of all discussions. I’m serious about the “moron” tag. Anyone dumb enough to think that the 14 million British millennials qualify as a segment needs their head examined. They fail every possible test of segmentation and anyone who refers to them in any context other than to point out that they are a total load of clichéd bollocks should not be trusted."Recordar "Voltar ao Lugar do Senhor dos Perdões"
"Businesses have invested billions pursuing this vision. Yet few brands have generated meaningful consumer interest online. In fact, social media seems to have made brands less significant.A cultura de Mongo é esta Babel de tribos e interesses:
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While the rise of crowdculture diminishes the impact of branded content and sponsorships, it has greased the wheels for an alternative approach that I call cultural branding."
"Today you’ll find a flourishing crowdculture around almost any topic: espresso, the demise of the American Dream, Victorian novels, arts-and-crafts furniture, libertarianism, new urbanism, 3-D printing, anime, bird-watching, homeschooling, barbecue. Back in the day, these subculturalists had to gather physically and had very limited ways to communicate collectively: magazines and, later, primitive Usenet groups and meet-ups.BTW, o que um amador pode fazer "The Star Trek Fan Film That Went Too Far"
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Social media has expanded and democratized these subcultures. With a few clicks, you can jump into the center of any subculture, and participants’ intensive interactions move seamlessly among the web, physical spaces, and traditional media. Together members are pushing forward new ideas, products, practices, and aesthetics—bypassing mass-culture gatekeepers. With the rise of crowdculture, cultural innovators and their early adopter markets have become one and the same."
"The Fed has pumped $4 trillion of money into the markets, but we are still in the longest, slowest recovery of the post‑war era.
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I believe that the reason for that is that our system of market capitalism is broken. The capital markets and Wall Street are no longer serving business or the Main Street economy that you and I live in.
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But only 15 percent of all the money flowing through financial institutions today ends up in businesses. The rest of it is staying within the closed loop of the market itself. It’s being traded.
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It seems amply evident that the right thing to do is to focus your company on the business of business, and not the business of financialization. However, all of the incentives, and all of the policy, seem to be pushing companies in the opposite direction. It’s almost as if you can’t blame them for doing what they do, because that’s how they’re being incented.
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Right. One of the things I wanted to do in this book was get away from a culture of blaming the bankers, blaming the CEOs, blaming the one percent. I cover these people on a daily basis. Nobody’s venal here. They really are doing what they’re incentivized to do. It’s just that over the long haul, it doesn’t happen to work.
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One of the most telling statistics that I came across in researching the book was a difference in how much investment a company made in CapEx, R&D, factories, and in worker training when you compared private companies with similar public ones. The private companies made twice the investments into the real economy as public companies did.
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Private companies are out there investing under the same tax and regulatory frameworks. They see plenty of opportunities. But the public markets make it impossible for CEOs to take these long-term decisions."
“Industrialism has changed from creating value to extracting value. Need to find new models.” @EskoKilpi #OSFest16— Paul Mackay (@pmackay) May 20, 2016
"Shoppers are spending less on clothes and looking for discounts when they do. Amazon and fast fashion are stealing their customers.Que impacte é que isto vai ter no negócio dos clientes dos seus clientes?
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But there’s another factor hitting these businesses, according to a comprehensive research note by Deutsche Bank. Athletic clothing is taking a bite out of regular clothing’s sales.
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“We see athletic apparel boosting the industry, up 4.1% from 2008-2015 on average,” the authors write. “Meanwhile, non-athletic apparel was up only 0.2% during that timeframe and lagged overall apparel in seven of the past eight years."
"Several broad forces, most of them peculiar to our times, are combining to create advantageous conditions for small companies. A market segment known as “selectionists,” who constitute 30 percent of consumers, are seeking greater variety and new tastes in the food and drinks they buy—and sometimes care deeply about factors such as the origins of a product and how far it has been shipped. Some traditional supermarkets are catering to this trend as a way to differentiate themselves from Walmart and big price clubs. The fragmentation of media and the generally lower cost of digital platforms are giving small players new outlets to reach customers in more targeted, cost-efficient ways. But what should most concern large players is how technology is eroding their scale-driven advantages. Small players are increasingly able to outsource invoicing, HR systems, and logistics, as well as other back-office SG&A functions. Retail consolidation is further chipping away at scale advantage. The preference among bigger retailers is to work with a broad range of manufacturers—both large and small—to keep large consumer packaged goods companies from gaining too much leverage."Em vez de choradinho, pensamento estratégico.
"Customers will be able to place 3-D printing orders on the Fast Radius website, which will send them to one of UPS' more than 60 stores outfitted with 3-D printers, or Fast Radius' production facilities in Louisville. Where the order is sent will depend on speed, geography and the product quality the customer requires.E de "3D Printing Comes of Age in U.S. Industrial Manufacturing":
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SAP customers will be able to use the system to digitize and simplify the production part approval process.
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According to a study published in April by the Manufacturing Institute, 71% of U.S. manufacturers are using 3-D printing technology in some way. While the majority still use it mainly for prototypes, almost 7% are using it to produce end products."
"While roughly the same percentage of US manufacturers are currently adopting 3DP in some way (roughly two-thirds) a higher percentage (51%) are using it for prototyping and final-products than two years ago (35%); meanwhile, fewer are simply “experimenting” to determine how they may use the technology (17% vs 29% two years earlier).E de "3D printing industry to triple in four years to $21B":
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3D printing seen to disrupt supply chain, threaten intellectual property Manufacturers are equally split on what will be 3DP’s most disruptive effect, with 22% saying it will be in restructuring supply chains, and another 22% that it will be threats to intellectual property, and 18% believe that it will be changed relationships with customers. Two years ago, the stand-alone, number-one concern was supply chain disruption."
"This year, the 3D printing industry, which includes machines, materials and printing services, will reach $7.3 billion. By 2020, it is expected to grow to $21 billion,Matéria-prima para fazer emergir um novo tipo de economia, até que ponto voltaremos ao modelo pré-industrial?
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3D printing can speed development and delivery for customized products and bring increased flexibility through better inventory management and real-time production of wares that have variable demand.
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Other advantages named in the report: Manufacturing advantages for small batches, cost advantages based on efficiencies for certain applications and unprecedented flexibility in new markets. 3D printing also can improve quality through lighter parts, better ergonomics and more design freedom."
"A produção de fruta e produtos hortícolas em Portugal está cada vez mais direcionada para o exterior, tendo registado em 2015 um forte crescimento de 24% nas exportações face ao ano anterior, com um valor de 570 milhões de euros, de acordo com o estudo setorial ‘Frutas e Produtos Hortícolas’ da Informa D&B. Se recuarmos até ao início da década, este crescimento das exportações é de mais de 80%, já que o setor exportou 313 milhões de euros em 2010."
"Os Vinhos de Lisboa aumentaram as suas exportações em 2015, apesar de Angola ter deixado de ser o principal mercado e ter baixado de 20% para 2,5% o peso que tinha nas vendas ao estrangeiro.
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Vasco Avillez, presidente da Comissão Vitivinícola Regional (CVR) de Lisboa, disse que de 2014 para 2015 as exportações «aumentaram 35% em volume e 50% em valor», com o preço médio por garrafa a subir de 2,70 para 3 euros."
"Em 2015, as exportações portuguesas de vinho crescerem 1,6% em valor, para atingirem o sexto recorde consecutivo, e caíram 1,2% em volume, com o preço médio por litro a subir 2,8%, para €2,63."
"Small consumer packaged goods (CPG) companies in the U.S. are steadily gaining market share these days, often at the expense of larger competitors. Booz & Company recently analyzed the food and beverage industry and found that small players (those with sales of less than US$1 billion) are outperforming the competition in 18 of the top 25 categories, including the largest and most consolidated ones, such as bakery, dairy, snacks, and ready meals (see Exhibit). From 2009 to 2012 in packaged foods and from 2008 to 2011 in beverages, small players grew revenue about three times faster than the overall category.Como não recordar logo o texto deste ex-economista "Monopoly’s New Era":
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Along with market share gains, small players enjoyed price premiums in many categories.
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Small players also showed pricing strength over private label manufacturers. From 2011 to 2012, the price premium for small players over private labels jumped 5 percent for butter, olive oil, and packaged/industrial bread."
"In today’s economy, many sectors – telecoms, cable TV, digital branches from social media to Internet search, health insurance, pharmaceuticals, agro-business, and many more – cannot be understood through the lens of competition. In these sectors, what competition exists is oligopolistic, not the “pure” competition depicted in textbooks. A few sectors can be defined as “price taking”; firms are so small that they have no effect on market price."Claro que existem monopólios, sobretudo protegidos pelos Estados, onde o crony capitalism floresce viçosamente.
Promotores da concorrência imperfeita, dos monopólios informais e das rendas excessivas.Joseph E. Stiglitz ainda pensa a economia como um mundo povoado por econs?
Deve haver 1 esquema qualquer com cabras. Este ano, tanta gente em Estarreja a começar a criar chibas— Carlos P da Cruz (@ccz1) February 22, 2016
"A dívida do Estado tem como efeito inevitável o aumento dos impostos - o Estado funciona com o dinheiro dos outros. Os agentes económicos privados, pelo contrário, terão de aumentar a eficiência dos seus investimentos e das organizações empresariais para poderem pagar o serviço da dívida - e as alternativas são a venda dos seus activos ou a falência.Trecho retirado de "Redes de influência e protecção"
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Nesta singularidade do Estado, em democracia como em ditadura, esconde-se uma realidade perversa, uma prática que ninguém quer admitir: no interior do Estado proliferam as redes de interesses e de protecção, com um mercado próprio de compras e de vendas, com o poder de eliminar os concorrentes mais eficientes e com a garantia de proteger os fiéis, mesmo que incompetentes ou delinquentes."
"Incumbents are still segmenting almost exclusively by value, which leads sales teams to stack-rank customers on the basis of revenues and operating margins"E na sua empresa, como é feita a segmentação dos clientes?
"With a new approach to segmentation, incumbents can find their “growth hot spots,” those high-potential customers obscured by more traditional methods. Sales leaders need to consider two critical but often overlooked factors when assessing their current and future customers: need and behavior."Um passo em direcção à consideração dos clientes-alvo e ao seu comportamento, uma espécie de journey mapping.
"on the basis of our recent analysis of 12 major U.S. packaged food and non-alcoholic beverage companies, we believe management can drive comparable shareholder returns by deploying an alternative formula that has three key components. The first is cost reduction. Companies must reduce costs sufficiently to offset the margin erosion inherent in their businesses, create enough savings to allow for reinvestment in the business, and raise operating margins by 400 basis points. Second, companies must rationalize their portfolios so that they retain only businesses in which core capabilities create unique advantage. [Moi ici: Recordar a série sobre o tecto de vidro] Third, and most significant, they must create new avenues for step-change profitable growth that build upon current capabilities."Trecho retirado de "The Shareholder Value Triple Play"
"At its heart, execution is about organizational alignment—making sure the people, the formal organization, and the culture support the execution of the strategy.
provides a model that illustrates this. In this model, if I am clear about my strategy and objectives, then I can identify the key success factors that need to be accomplished to achieve the objectives (e.g., what the three or four things are that I have to accomplish over the next twelve to eighteen months if I am to be successful at implementing my strategy). Once I have these specified, I can then think about aligning the people, formal organization, and culture in a way that ensures that the organization will achieve these. For each of these elements (people, formal organization, and culture), I can ask a set of diagnostic questions:Figura e trechos retirados de "Lead and disrupt : how to solve the innovator’s dilemma" de Charles A. O’Reilly III e Michael L. Tushman
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Answers to these questions will help determine whether the organization is aligned in a way to execute the strategy. Misalignments (e.g., not having the right skills or using the wrong metrics) decrease the chances of successful execution."
"in strategy there is no single right answer to find. Strategy requires making choices about an uncertain future. It is not possible, no matter how much of the ocean you boil, to discover the one right answer. There isn’t one."Daqui:
"What was the best strategy in the end? What Lindgren found was that this is a nonsensical question. In an evolutionary system such as Lindgren's model, there is no single winner, no optimal, no best strategy. Rather, anyone who is alive at a particular point in time, is in effect a winner, because everyone else is dead. To be alive at all, an agent must have a strategy with something going for it, some way of making a living, defending against competitors, and dealing with the vagaries of its environment.E em "Doing Everything Right Still Won't Make You a Winner":
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Likewise, we cannot say any single strategy in the Prisoner's Dilemma ecology was a winner. Lindgren's model showed that once in a while, a particular strategy would rise up, dominate the game for a while, have its day in the sun, and then inevitably be brought down by some innovative competitor. Sometimes, several strategies shared the limelight, battling for "market share" control of the game board, and then an outsider would come in and bring them all down. During other periods, two strategies working as a symbiotic pair would rise up together—but then if one got into trouble, both collapsed."
"Just because you do everything right doesn’t mean that you’re still going to win.Julgo que isto é muito difícil de perceber por pessoas com ideias feitas ainda que não tenham capacidade de idear, como dizia Ortega Y Gasset. Isto é o que torna a estratégia interessante, não há certeza de nada. O que é verdade hoje no mundo de hoje pode ser mentira amanhã no mundo de amanhã.
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Doing what is right doesn’t mean that nothing wrong is going to come into your life.
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You don’t get an automatic entry to the podium just because you gave it your all."
"How well does your organization support the achievement of your business strategy? “Organization,” as we’re using it here, includes all of the required capabilities, resources (including human), and management systems necessary to implement your strategy.E na sua empresa, como é?
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To maintain strategic alignment, a company’s people, culture, structure and processes have to flex and change as the strategy itself shifts. The symptoms of poor alignment are often obvious, especially to those who work in the company, but also to customers who do not experience the service they expect from a company’s branding and advertising. Using the same 1 – 100 scale ask yourself: How well does our organization support the achievement of our strategy? If your organization is incapable of delivering its strategy, the strategy is effectively worthless and your company’s purpose will go more or less unfulfilled."
"A Bel Portugal está há cerca de três anos a trabalhar nos dossiers para iniciar as exportações de laticínios das marcas Terra Nostra e Limiano para o Brasil.Soa-me estranho neste mundo globalizado para onde queremos exportar, ao mesmo tempo querermos impor barreiras aos outros e impedir a reciprocidade- Por que é que a Bel não concentra os seus esforços em se diferenciar?
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Atualmente, a Bel Portugal coloca os seus produtos em mais de 12 países, sendo que o principal destino de exportação é Angola, que no ano passado registou um crescimento de 42%. As exportações da empresa têm registado "um crescimento acelerado" e o objetivo é "continuar" a aumentar as vendas para exterior. Em 2014, a Bel Portugal deu "os primeiros passos na Suíça".
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A maioria das exportações tem como destino os países de expressão portuguesa, mas também mercados como o francês (onde se localiza a sede da empresa)."
"The desire for more unique and authentic products means customers will respond positively to being asked for input rather than just choice. Building emotional connections requires them to imagine the product while creating it, see their lives with the product and how it fits them, long before they commit to buy, let alone receive the product. This emotional connection will encourage them to buy, so it is important to encourage them to develop it early.Como não relacionar isto com o "endowment effect". Ver "Why Buyers and Sellers Inherently Disagree on What Things Are Worth":
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Remember emotional branding: your customer should already be envisioning the sheets on their own bed when looking at your website, and not want to look elsewhere because yours look perfect. To do that, I would recommend very realistic product visualisation with the different SKUs broken down to their constituent design elements.
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So from a customer’s perspective, once they’ve selected the right “product”, they see a stunning visualisation of the sheets on a bed so that they can easily make the mental leap to imagining owning them."
"A third tactic is to get buyers to touch, hold, or imagine owning the good. Experiences like interacting with a product through a touchscreen, receiving a coupon for it, or temporarily being the highest bidder for it in an auction all have the potential to induce the endowment effect for the product if they make us feel like we own it."
"[Matchmakers] They operate platforms that make it easy and efficient for participants to connect and exchange value.Um desafio para a sua PME industrial, como a transformar numa plataforma?
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Unlike traditional businesses, they don’t buy inputs, make stuff, and sell it. Instead, they recruit participants, and then sell each group of participants access to the other group of participants. The “participants” are the “inputs” that they use to produce the intermediation service they provide."
"I strongly believe that we are on the edge of a new industrial revolution: “Industry 4.0”, the rise of intelligent automation in manufacturing, where digital manufacturing meets the Internet’s democratisation of design. Digital manufacturing is maturing and 3D printing is now widely used in aerospace, automotive and medical industries for rapid prototyping, the ability to manufacture “impossible” shapes and completely custom products.Um artigo que li ontem perguntava se o progresso tecnológico ia acabar com os gestores intermédios nas empresas. Na minha mente formou-se outra frase, serão precisas empresas grandes em Mongo?
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A recent PwC survey found that 71.1% of US manufacturing companies now use 3D printing in some way, which demonstrate how more and more manufacturing processes changing toward 3d printing.
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Digital Forming has created a suite of custom services which allow you to build mass customisation into your customer journey, whether you are selling traditional items in a more personal way, or building a full digital supply chain. By building mass customisability into your existing customer journey, you can build your future piece by piece.
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Along with mass customisation, emotional branding is key to engaging the modern, millennial consumer. Emotional branding stems from the understanding that people are willing to pay for experiences as well as features."
"They got us hooked on data. Advertisers want more data. Direct marketers want more data. Who saw it? Who clicked? What percentage? What's trending? What's yielding?Como não recordar:
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But there's one group that doesn't need more data...
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Anyone who's making a long-term commitment. Anyone who seeks to make art, to make a difference, to challenge the status quo.
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Because when you're chasing that sort of change, data is the cudgel your enemies will use to push you to conform.
Data paves the road to the bottom. It is the lazy way to figure out what to do next. It's obsessed with the short-term.
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Data gets us the Kardashians."
"Já há quase 25 mil casas de aluguer temporário a turistas em Portugal, o maior valor de sempre.
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Em Dezembro de 2014, altura em que entrou em vigor a nova lei, havia 2579 casas. Nos meses seguintes o crescimento foi expressivo e, em Junho de 2015, já havia 15.832 registos."
Aquele "about making customers" faz-me logo pensar naquela mudança de mindset: o mercado não é um dado, é uma variável. O mercado não existe objectivamente, o mercado é uma construção de uma rede de actores/agentes. Assumir que um mercado existe é assumir uma postura reactiva e perder a oportunidade de fazer a diferençaThe industrial era was about making products. The post-industrial era is about making customers. Peter Drucker was right @rstraub46— Esko Kilpi (@EskoKilpi) May 15, 2016
"* The 33-year average tenure of companies on the S&P 500 in 1965 narrowed to 20 years in 1990 and is forecast to shrink to 14 years by 2026.Os gigantes criados pelo modelo do século XX serão cada vez em menor número e mais pequenos, porque no século XXI a massa de clientes/consumidores centrais será cada vez menor. Recordar o plankton e o "we are all weird".
* Record M&A activity and the growth of startups with multi-billion dollar valuations are leading indicators that a period of relative stability is ending and that an increasing number of corporate leaders will lose control of their firm’s future.
* A storm warning to executives: at our forecasted churn rate, about half of the S&P 500 will be replaced over the next 10 years.
* In a related survey on strategic readiness, executives say that growth strategy is being undermined by day-to-day decisions inside companies and that too many companies lack a coherent vision of the future."
"We’re entering a period of heightened volatility for leading companies across a range of industries, with the next ten years shaping up to be the most potentially turbulent in modern history."Não creio que os CEO tenham capacidade de inverter este futuro de longo prazo. Por exemplo, especulo que a tendência crescente das empresas cotadas na bolsa americana, não encontrarem melhor aplicação para o seu dinheiro do que a compra de acções próprias é já uma manifestação deste fenómeno.
“We are world champions in making mistakes,”Retirada daqui.
"They had a lightbulb moment at a trade show. SOBE hair extensions sold much faster on the day the show was open to the general public than when they sold to the trade ‒ the hair stylist. “Hair stylists keep the prices artificially high,” said Flores. “It’s like a dirty little industry secret.” Women could buy the extension directly, install it themselves or bring it to their hair stylist and save a bundle. SOBE started selling directly to women online. [Moi ici: Mudar de cliente-alvo, mudar de prateleira, mudar de canal de venda/distribuição... mudar de proposta de valor]Quantos campos do canvas de Osterwalder ficaram por mexer? Desconfio que nenhum porque as actividades-chave deixaram de ser produzir e passaram por orquestrar este ecossistema e a estrutura de custos também mudou.
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Flores and Wilson-Namad had another lightbulb moment when they analyzed the shopping patterns of their customers. Like clockwork, women purchased hair extensions. What if Flores and Wilson-Namad delivered hair extensions as a subscription service, ensuring that women always had the color and length of extension they wanted. Lux Beauty Club was born. Included in mailings are samples of products that help you take care of the extensions so they look optimal. [Moi ici: Mudar o fluxo da receita da venda para um caudal constante e previsível, alargar a gama de produtos vendidos]
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They partnered with priv, an app that allows you to book an appointment with a hair stylist who comes to your home to install the hair extension. For women who want to install the extension themselves, Flores and Wilson-Namad have invited bloggers, vloggers and stylists from around the world to show you how. These folks also act as brand ambassadors for Lux Beauty Club." [Moi ici: Trabalhar com parceiros, fazer da marca uma plataforma para um ecossistema.]
"Perhaps the most overlooked aspect of economic inequality has been the role that firms play in it.
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The best-performing companies seem to be pulling away from the rest, according to a growing body of research, and that fact explains a large part of the growth in inequality between individuals. The result, at least in developed nations, is a highly unequal corporate landscape, where some firms are incredibly productive and the amount of money a person makes is tied to the company they work for, not just the job that they do." [Moi ici: E por trás disso estão empresas que praticam a concorrência imperfeita e que à custa disso conseguem aumentar e manter por mais tempo margens interessantes - a minha tese]
"Fermat’s central premise is that there is a path to software development that is smarter, better and more efficient than the status quo. The Fermat framework allows anyone from anywhere to collaborate and mutually profit from shared ownership of modular applications: it enables an openended stream of micropayments to authors of reusable software components that can be perpetually combined and recombined to create an everexpanding library of useful, highlycustomizable, peertopeer commercial applications (apps).
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Fermat is:
● a vision of a world of peertopeer (p2p) free markets
● a plan to get there
● a global community incentivized to execute the plan
● the foundational framework currently under development.
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Our roadmap to a better world starts at the end. Our first step is to envision a future where cryptocurrency is massadopted; fiat currencies are already completely digitized; and people have the freedom to choose which electronic currencies they use, where to store them and how and when to exchange that purchasing power.
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We foresee an entire ecosystem of powerful apps that:
● allow business to be done free of middlemen
● operate with both digital fiat and cryptocurrencies
● are censorship resistant
● treat content as digital assets for which authorship is fully compensated"
"Há um lado oculto da política que é mais relevante do que o lado visível. É nesse lado oculto que estão os atractores que configuram os sistemas e que impõem as decisões. Estas redes de influência e de protecção - que influenciam a decisão política e protegem os agentes políticos quando estes fracassam - só aparecem nos resultados, nunca são reconhecidas e expostas como os autores efectivos dos programas políticos e das decisões. Não pode haver decisões racionais com base no que é escondido ou mistificado. Os que decidem querem o que não dizem e o que dizem é apenas para esconder o que querem. Descobrir o lado oculto da política e estabelecer o que é a sua lógica instrumental implica reconhecer que, na política portuguesa, há corpos que não têm sombras e que há sombras a que faltam os corpos. Em Portugal, a política não é o que parece, e só pela força dos factos se encontra o real que está encoberto pelas mistificações."
"Holland is double the size of New Jersey, and there are about 6,500 pork producers in all. Swine herds average 320 sows, with 10,000 sows representing the largest (4,000-head maximum on one site), and they produce about 25 million pigs annually. Like U.S. pork producers, Dutch hog farmers face high feed prices and low margins. Their numbers are declining and herds are getting larger — to a point.Mais um bocadinho de pesquisa e chega-se a "Pig farming sector - statistical portrait 2014".
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Producers that continue to raise hogs will get bigger. That’s what Have-Mellema and her husband have done with their operation in northern Holland. Having adopted pen gestation with straw bedding 12 years ago, they are expanding the sow herd from 320 head to 600.
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“The farmer has to learn to manage a new system. You have to build upon your knowledge and learn what works for your farm,” she says. “Management also is very important in a stall system.”"
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"The term Industry 4.0 refers to the combination of several major innovations in digital technology, all coming to maturity right now, all poised to transform the energy and manufacturing sectors. These technologies include advanced robotics and artificial intelligence; sophisticated sensors; cloud computing; the Internet of Things; data capture and analytics; digital fabrication (including 3D printing); software-as-a-service [Moi ici: O tal "é meter código nisso!"] and other new marketing models; smartphones and other mobile devices; platforms that use algorithms to direct motor vehicles (including navigation tools, ride-sharing apps, delivery and ride services, and autonomous vehicles); and the embedding of all these elements in an interoperable global value chain, shared by many companies from many countries.Quando desafio as PME a preparem-se para este salto, é desta realidade que falo:
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This technological infrastructure is still in its early stages of development. But it is already transforming manufacturing. Companies that embrace Industry 4.0 are beginning to track everything they produce from cradle to grave, sending out upgrades for complex products after they are sold (in the same way that software has come to be updated). These companies are learning mass customization: the ability to make products in batches of one as inexpensively as they could make a mass-produced product in the 20th century, while fully tailoring the product to the specifications of the purchaser. As the movement develops, these trends will accelerate."
"João Cerejeira não tem dúvidas de que o principal problema do mercado de trabalho em Portugal é a qualificação dos trabalhadores, “seja por via da educação formal, seja por formação no posto de trabalho”. “No futuro, é de esperar que as tendências mais recentes se reforcem: uma cada vez maior dificuldade de integração no mercado de trabalho dos jovens ou dos mais velhos desempregados que têm uma formação inferior ao ensino secundário”, alerta."Não acredito na validade desta afirmação. Pois bem, ontem apareceu mais uma peça a suportar a minha opinião, "Jovens licenciados totalmente excluídos da retoma do emprego":
"O novo inquérito ao emprego mostra que ser jovem e licenciado continua a ter pouco retorno. E reveste-se de perigos para o futuro próximo. O desemprego prolonga-se, o emprego é mais difícil de encontrar, o grau de alienação destes diplomados até está a aumentar, muitos deles nem sequer estão em formação ou a estudar, o que consiste num risco maior para a sua empregabilidade futura.O gargalo nunca foi a formação dos trabalhadores, o problema não é a oferta. O problema é a falta de empreendedores, a falta de procura.
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Como se referiu, há sinais favoráveis no novo inquérito ao emprego. O desemprego jovem (todos entre 15 e 34 anos) é de facto muito menor do que no passado recente. Este recuou 6,6%, para 268 mil casos. Assim é porque os menos “escolarizados” compensam o que está a acontecer nos diplomados."
""Job training is a canonical example of the well-brought-up liberal's [Moi ici: Atenção à conotação americana para o termo] urge to make markets work. The policy follows from an argument about the nature of unemployment and low wages, and as with neraly all similar exercices, the argument begins by assuming the existence of a market.Já hoje, li "Desemprego aumenta nos portugueses com ensino superior":
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The problem is that poverty and unemployment are not much influenced by the qualities and qualifications of the workforce. They depend, rather, on the state of demand for labor. They depend on whether firms want to hire all the workers who may be available and at the pay rates that firms are willing, or required, to offer, especially to the lowest paid."
"Entre os grupos populacionais mais afectados pelo agravamento do desemprego estão as pessoas entre os 25 e 34 anos, com formação superior."
"Revered for decades as one of the world's most innovative companies, 3M lost its innovative mojo when it began using Six Sigma to try to improve its operational efficiency. James McNerney, the CEO named in 2000, was a Jack Welch protégé from GE. He introduced the Six Sigma discipline as soon as he took the helm of the firm, streamlining work processes, eliminating 10% of the workforce, and earning praise (initially) from Wall Street, as operating margins grew from 17% in 2001 to 23% by 2005.Cuidado com as modas! O que resulta numa empresa com uma estratégia pode ser criminoso numa outra com uma estratégia diferente.
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But when McNerney tried to apply the Six Sigma discipline to 3M's research and development processes it led to a dramatic fall-off in the number of innovative products developed by the company during those years.
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In his book Seeing What Others Don't: The Remarkable Ways We Gain Insight, cognitive psychologist Gary Klein argues strongly that the Six Sigma discipline, eventually embraced by 58 of the Fortune 200 companies, has a significant and often overlooked downside: it does tend to reduce a company's innovative capabilities. Innovation is a creative endeavor, and creativity is inherently unpredictable and un-plannable. If you could plan and schedule creativity, it wouldn't really be creative, would it?
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By 2006, Fortune Magazine reported that 91% of the large enterprises that had implemented Six Sigma had fallen behind the growth rate of the S&P 500, and blaming the phenomenon on a significant falloff in innovation at these firms."
"Survey shows shoppers spend more on experiences such as holidays and eating out and less on products
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They call it the “experience economy”: a huge shift in consumer behaviour is said to be under way, from buying things to doing things."
"Millennials are prioritizing the experience over what they are actually getting. A lot of older people simply can’t grasp this concept."
"But there’s a whole group of people — and this group is growing, by the way — who have said, “Forget that. I want to focus on experiences instead.”"
Recordar o que escrevi em Setembro de 2013 sobre a comparação homóloga do desemprego em Se subir o desemprego, ainda desce. Agora como o sentido é outro o título poderia ser: Se baixar o desemprego, ainda sobe.Os dados de fim de trimestre do INE NÃO são corrigidos de sazonalidade => a comparação + útil p/quem quer estar bem informado é a homóloga.— RuiMCB (@RuiMCB) May 11, 2016
"The idea behind Scenario Planning is to examine the drivers that will impact the organization in the future and, based on those drivers, create several plausible scenarios related to the decision at hand. For each of those scenarios, the organization then formulates a story that explains the scenario, and that can be used to determine how the company would like to see itself in that scenario.Ao ler isto como não pensar na situação do país... os drivers todos os dias vão pintando um cenário cada vez mais negro e, no entanto, quem de direito continua a contar uma estória da carochinha e recusa agir em conformidade.
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“Scenarios are not about predicting the future, rather they are about perceiving futures in the present.” As they look to the future, however, they give decision-makers high-resolution images of what that future might look like, rather than the single weighted metric often used in investment planning. Scenarios are not just about making better decisions in the present instant.
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Scenario Planning practitioners try to find leading indicators for each scenario. As Schwartz explains, “It is important to know as soon as possible which of several scenarios is closest to the course of history as it actually unfolds.” In other words, Scenario Planning increases our agility because it keeps all scenarios alive as possibilities, and it trains us to recognize which scenario is occurring and to react accordingly. “Using scenarios,” Schwartz says, “is rehearsing the future. You run through the simulated events as if you were already living them. You train yourself to recognize which drama is unfolding. That helps you avoid unpleasant surprises and know how to act.”"
"if you want to avoid this situation...
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Make long-term plans instead of whining
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Ask hard questions but accept truthful answers [Moi ici: Recordar o tratamento dado a Teodora Cardoso]
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Don't insist that there's a monster under the bed [Moi ici: E chama-se Merkel] even after you've seen there isn't
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Manage your debt wisely"
