Empresa mostrou-me vários registos de não conformidade, julgo que quatro.
Cada não conformidade estava bem descrita. E para cada não conformidade tinha sido identificada uma causa que fazia sentido e estava claramente descrita. No entanto, senti algum desconforto com essas causas. Por exemplo:
a não conformidade X foi gerada porque o operador A fez uma operação incorrecta;
a não conformidade Y foi gerada porque o operador B se esqueceu de fazer uma operação;
Logo ali, começamos a perguntar o "porquê?": por que é que ele fez uma operação incorrecta? por causa de Z. E por que é que Z aconteceu?
Interessante que em todos os quatro casos a causa-raiz foi falta de formação. Alguém tinha sido colocado a desempenhar uma função sem estar convenientemente preparado para tal.
Recuei aos anos 90 do século passado e ao tempo em que trabalhei com o Juran Institute em projectos de melhoria e usava este vídeo:
É fundamental chegar à causa-raiz.
Sem a bateria de 5 porquês:
as causas apontam para erro humano - afinal o problema é das pessoas e não da organização (recordar os textos de "O Erro em Medicina";
cada não-conformidade parece um caso isolado;
as acções que podemos equacionar para reduzir a probabilidade de recorrência são muito rudimentares
Disseram-me que iam criar um template para "obrigar" quem investiga as não-conformidades a perguntar porquê pelo menos 5 vezes.
Sendo uma empresa com falta de capacidade produtiva para a procura que estão a sentir, comecei logo a pensar em quantas horas de produção perdidas as não conformidades representam, e a traduzir em euros de facturação perdida por semana.
E contei-lhes um caso real desta semana: numa pequena localidade do centro do país, entrei num pequeno café que tem um pão d'avó muito bom para almoçar uma sandes. Reparei que estavam duas mulheres com pinta de ucranianas a falar entre si e a interagir com os telefones. Depois, entra um sr. Alberto que veio para ler o jornal do café, depois entra uma outra mulher para tomar um café e beber um copo de água. De repente os quatro começam a falar sobre as "queridas" da encarregada da fábrica têxtil em frente, que tinham sido seleccionadas para fazer horas-extra no Sábado e que só depois de terem confeccionado 700 peças é que descobriram que as tinham feito mal.
Trabalho na indústria desde Setembro de 1987 e confesso que nunca tinha percebido que a recusa deliberada em cumprir o plano de controlo da qualidade, para evitar fazer 700 peças mal, pode ter uma justificação perfeitamente racional:
estamos pressionados pelo tempo para produzir o mais possível;
cada minuto que eu ocupar com controlo é um minuto que não vou estar a produzir;
como por princípio estou a trabalhar bem não preciso de controlar;
a não conformidade acontece;
o produto não conforme pode, ou não, ser retrabalhado;
acabo por perder mais capacidade produtiva do que se tivesse controlado como deve ser
"Forget all the “retail apocalypse” headlines. The phrase suggests the whole industry is collapsing, consulting firm Deloitte says. In reality, it’s not. . But it is changing in significant and fundamental ways. ... There’s no apocalypse, Deloitte found, but there is a “renaissance” of sorts going on.
At the high and low ends, retail is thriving. It’s in the middle that it’s faltering. ... According to Deloitte, more stores are actually opening than closing. But they’re all on the low and high ends. If you look at the middle only, the situation does look dire.
Os que vêem a ascensão da Amazon acham que o caminho que ela está a seguir é a única via, mas reparem na polarização.
"A reader asked, “Why isn’t pricing more valued in companies?” What a fabulous question. Although I haven’t seen the research, my experience leads me to believe there are three reasons, all huge. . First, many companies don’t know the power of pricing. ... Second, executives may understand the power of pricing but don’t know how to tackle it. ... Third, pricing is risky."
Acredito que muitos estarão com o mesmo modelo mental que me formatava quando eu chamava de burros a Marn e Rosiello quando afinal o burro era eu. Algumas empresas, conhecendo a minha veia para capturar e descrever modelos sistémicos com os esquemas da dinâmica de sistemas, costumam pedir-me para retratar problemas sistémicos, em busca de pontos de alavancagem. Como de alguma forma se pode intuir pelo tema da falta de pessoas para trabalhar, isto anda tudo relacionado com a incapacidade de perceber que existem outras formas de aumentar a rentabilidade para além da cancerosa aposta no aumento da quantidade.
"An earlier, smaller trial in Uganda had suggested that the psychological training was likely to work well. It did: monthly sales rose by 17% compared with the control group, while profits were up by 30%. It also boosted innovation: recipients came up with more new products than the control group. That suggests that entrepreneurship, or at least some mental habits useful for it, can indeed be taught. More surprising was how poorly the conventional training performed: as far as the researchers could tell, it had no effect at all. Budding entrepreneurs might want to avoid the business shelves and make for the psychology section."
Tenho de aceitar esta via como uma tentativa legítima para resolver um problema, tenho de ser fiel ao conselho que dou aos agricultores: a sua missão não é alimentar o mundo é ganhar a sua vida. Neste caso, a missão dos empresários têxteis não é fazer subir o sector na escala de valor, é tratar do seu problema, é satisfazer os clientes que resolveu servir. No entanto, fico com pena de não se aproveitar esta oportunidade para subir na escala de valor e abandonar a via do crescimento canceroso.
"O que se torna evidente é que o “mercado livre de ideias”, que garante a possibilidade de “ideias de toda a espécie terem uma oportunidade de sair a público, de serem explicitadas e argumentadas até ao fim, e não de forma truncada”, está hoje de rastos."
O artigo que encontrei esta manhã no ionline, "Livrarias independentes. A brecha que persiste e a urgência de um leitor ativista", é merecedor de vários comentários relacionados com o pensamento estratégico nas organizações, com a determinação dos clientes-alvo, com o desenho ou a percepção do ecossistema em que se está inserido. No entanto, por agora fico-me só pela frase que destaquei lá em cima.
Acham mesmo que é mais difícil publicar ideias no mundo de hoje? Acham mesmo que as barreiras à publicação são mais altas hoje do que há 10 ou 20 anos?
Agora imaginem o modelo mental de alguém que responde "SIM" a ambas as questões a tentar explicar o encerramento das livrarias independentes.
"This tendency to underestimate the complexity around us is now a well-studied aspect of human psychology and it is underpinned, in part, by the so-called narrative fallacy. ... You see the narrative fallacy in operation when an economist pops up on the early-evening news and explains why the markets moved in a particular direction during the day. His arguments are often immaculately presented. They are intuitive and easy to follow. But they raise a question: Why, if the market movements are so easy to understand, was he unable to predict the market movement in advance? Why is he generally playing catch-up? ... That is the power of the narrative fallacy. We are so eager to impose patterns upon what we see, so hardwired to provide explanations that we are capable of “explaining” opposite outcomes with the same cause without noticing the inconsistency. ... But think about what this means in practice. If we view the world as simple, we are going to expect to understand it without the need for testing and learning. The narrative fallacy, in effect, biases us toward top-down rather than bottom-up. We are going to trust our hunches, our existing knowledge, and the stories that we tell ourselves about the problems we face, rather than testing our assumptions, seeing their flaws, and learning. But this tendency, in turn, changes the psychological dynamic of organizations and systems. The greatest difficulty that many people face, as we have seen, is in admitting to their personal failures, and thus learning from them. We have looked at cognitive dissonance, which becomes so severe that we often reframe, spin, and sometimes even edit out our mistakes. ... But when we are misled into regarding the world as simpler than it really is, we not only resist testing our top-down strategies and assumptions, we also become more defensive when they are challenged by our peers or by the data. After all, if the world is simple, you would have to be pretty stupid not to understand it."
"In some sales positions, the list of target prospects is supplied to the salesperson. However, in the majority of small and midsize companies, that’s not the case. Often, the challenging task of identifying and choosing potential clients is left to the salesperson. And that can be pretty daunting, particularly for a new hire. . I like to use a series of “who” and “why” questions to help identify strategic targets when creating a list:
Who are our best customers (by industry, size, business model, location, etc.)?
Why did they initially become customers? Why do they still buy from us?
Who do we compete against in the marketplace?
Why and when do they beat us? And why do prospects choose us over them?
Who used to be our customers (said differently, who used to buy from us)?
Why did we lose the business?
Who almost became a customer but didn’t (deals where we came close but lost)?
Who has referred business to us in the past?
Who should be referring business to us?
As discussed previously, selecting target prospects is one of our few chances to be strategic. We need answers to these questions in order to create a confidence-inspiring list of smartly chosen prospects and referral sources. I’d go as far as saying that building a great list is easy once we have these answers and just about impossible without them. First and foremost, I want to pursue prospects that look, feel, and smell like our very best clients. We know we bring value to the equation. We have instant credibility. Our story is relevant and we have happy clients to prove it."
Trecho retirado de "New Sales. Simplified" de Mike Weinberg.
Uma vez que as pequenas séries estão para ficar, até que ponto máquinas muito mais pequenas podem fazer o serviço que vemos ser feito por máquinas de corte de grandes dimensões? Até que ponto estas "computer-controlled milling machine that can cut into aluminum, brass, wood, and plastic with incredible precision" pode substituir os cortantes e balancés?
Acerca de 2:
Pode ser uma revolução potenciada por preços, questões ambientais e valores seguidos pelos consumidores.
"A finite target list is essential for a successful new sales attack. Salespeople who succeed in acquiring new business lock in on a finite number of strategic targets. They’re confident these prospects have been chosen for the right reasons, and they methodically work and rework that finite set of accounts. Over time, these successful hunters get noticed, get in, build relationships, and begin gaining traction. This only happens because they have committed to this defined list and are therefore able to penetrate targets with their sales weapons."
Trecho retirado de "New Sales. Simplified" de Mike Weinberg
Aqui no blogue costumo escrever sobre o fuçar, sobre como os práticos da indústria, sem CV na academia, fazem o que os académicos não conseguem encontrar nos seus estudos. Recordo sempre Daniel Bessa e o calçado.
Matthew Syed no livro "Caixa Negra" conta uma estória muito interessante:
"This was a major problem for the company, not just because of maintenance and lost time, but also in terms of the quality of the product. They needed to come up with a superior nozzle. Fast. And so they turned to their crack team of mathematicians. Unilever, even back then, was a rich company, so it could afford the brightest and best. These were not just ordinary mathematicians, but experts in high-pressure systems, fluid dynamics, and other aspects of chemical analysis. They had special grounding in the physics of “phase transition”: the processes governing the transformation of matter from one state (liquid) to another (gas or solid). These mathematicians were what we today might call “intelligent designers.” These are the kind of people we generally turn to when we need to solve problems, whether business, technical, or political: get the right people, with the right training, to come up with the optimal plan. . They delved ever deeper into the problems of phase transition, and derived sophisticated equations. They held meetings and seminars. And, after a long period of study, they came up with a new design. You have probably guessed what is coming: it didn’t work. It kept blocking. The powder granularity remained inconsistent. It was inefficient. Almost in desperation, Unilever turned to its team of biologists. These people had little understanding of fluid dynamics. They would not have known a phase transition if it had jumped up and bitten them. But they had something more valuable: a profound understanding of the relationship between failure and success. They took ten copies of the nozzle and applied small changes to each one, and then subjected them to failure by testing them. “Some nozzles were longer, some shorter, some had a bigger or smaller hole, maybe a few grooves on the inside,” Jones says. “But one of them improved a very small amount on the original, perhaps by just one or two percent.” They then took the “winning” nozzle and created ten slightly different copies, and repeated the process.They then repeated it again, and again. After 45 generations and 449 ‘failures,’ they had a nozzle that was outstanding. It worked “many times better than the original.” Progress had been delivered not through a beautifully constructed master plan (there was no plan), but by rapid interaction with the world. A single, outstanding nozzle was discovered as a consequence of testing, and discarding, 449 failures."
""It's not what you don't know that kills you," Mark Twain famously said, "it's what you know for sure that ain't true" and that's the real innovator's dilemma. Innovation, necessarily, is about the future, but all we can really know is about the past and some of the present. Innovation is always a balancing act of staying true to your vision and re-examining your assumptions.
...
Innovation is always about the future and the future, especially with regard to technology, is often uncertain.
...
Lean startup guru Steve Blank likes to say that "no business plan survives first contact with a customer." It's one of those quotes that's constantly repeated because it's so obviously true to anyone who has ever launched a product. We can analyze surveys till we're blue in the face, but we really don't know what will happen until we see something hit the market.
... If you went to an investor and said you wanted to start a business but did not have any idea about the technology, the customer or the competitive environment, you probably wouldn't get very far. Nevertheless, that's exactly how every business starts. You have some assumptions, many of which will be proven wrong and you will have to adapt. [Moi ici: Por causa disto é que considero de uma imprudência alarmante isto e isto]
... Unfortunately, an idea can never be validated backwards, only forwards, so we have no real way of knowing what's viable until we actually give it a shot. That's why the ones that succeed learn how to test new ideas, see what happens and learn until they find something that really works. Innovation is never about what you know, but what you don't."
Regras para a reunião semanal que uma PME vai começar a fazer amanhã.
Começar às 9h00 de segunda-feira;
Demorar religiosamente não mais de 30 minutos;
Quem pensa o grupo, o todo:
O que temos de entregar esta semana e riscos associados;
O que temos de entregar na próxima semana e riscos associados;
Cada um dos presentes
Problemas que cada um sente ou prevê e pedidos de ajuda.
Por favor, lembrem-se que é meia-hora.
Não venham lavar roupa suja nem venham pedir reflexões filosóficas.
Não venham criticar, para isso haverá outros momentos e tempos e se calhar outras pessoas, aproveitem para comunicar e para facilitarem a vossa vida e a do parceiro tendo em conta o resultado pretendido: o do todo.
"Here’s a straightforward initial idea: rules should not be multiplied beyond necessity. Alternatively stated, bad laws drive out respect for good laws."
Trecho retirado de "12 Rules for Life: An Antidote to Chaos" de Jordan Peterson.
"When charged with acquiring new business, the natural and essential first questions are: “Where is the business going to come from?” and “Who should I be pursuing?” If we are putting together a prospecting and new business development sales attack, we need to know where to go and whom to target. That’s why selecting targets is the first step in the process. Quite simply, we can’t prospect if we don’t know who the prospects are. . Most salespeople spend the majority of their time in reactive mode responding to potential opportunities that come their way. The need for a defined list of target accounts does not register because, honestly, they are not targeting anyone. However, the proactive new business hunter requires a strategically selected list of appropriate target accounts in order to launch the attack. ... Selecting Target Accounts Is a Rare Opportunity to Be Strategic. It’s surprising how often senior executives or even first-line sales managers take for granted that their people are working the right accounts. Choosing our target accounts, which effectively also means choosing how we should be investing our time, is one of the few truly strategic things we do in sales. ... Choosing the accounts on which we’ll focus our proactive energy provides a rare opportunity to step back from the daily grind and ask the important, big-picture questions. . Who are our best customers? What are their common characteristics? What do their businesses “look, smell, and feel” like? Where are they located? Are they a particular size (e.g., in terms of revenue) or in certain vertical markets or niches where we have a higher rate of success? Where can we find potential customers with similar profiles?Does our best chance for new business lie within our current portfolio of existing customers? How should we rank those current accounts and then segment our focus across various types of customers, based on growth potential? How much of our time should be allocated to account penetration, to prospecting, to working referral sources? Are there certain competitor’s accounts that make sense to attack? . These are all highly significant and strategic questions, and I advocate the involvement of senior leadership in the decisions. The sales-person is entitled to input from management to ensure there’s strategic alignment between the business and the sales effort, and management should certainly have a keen interest in how the sales organization is investing its time. ... Even the best talent will fail if too much time is wasted attacking the wrong targets."
Trechos retirados de "New sale. Simplified" de Mike Weinberg.
"The battle between Goliath retailers and independent brands has been underway for a while. But with companies like Amazon and Walmart only expanding their reach, Leavitt predicts indie brands will start to struggle to sell their own products direct-to-consumers."
"We all know the feeling: what matters to us when buying something is not necessarily the same as what our partners, friends, colleagues or even total strangers emphasize when looking for the same product. Customers and consumers are not all alike. What value we get from a product is unique to us. While this is old wisdom, we still see that many businesses still take the same price across all customers.
. If someone is willing to pay more for a product or service, because she gets more value out of than the other person, then why not find a way to charge such a higher price? It is true that in some countries, price discrimination where you charge different prices to different customers for the exact same product is illegal. But charging different prices for products that are also differentiated according to the value they bring, is always legal."
Ontem tive esta conversa numa empresa. Perguntaram-me:
- Agora que nos vai conhecendo, diga-nos sinceramente o que pensa de nós?
Disse-lhes que os achava um diamante em bruto com um potencial muito grande se:
aumentarem a facilidade com que lidam com a complexidade e variedade de produtos que fabricam; e
forem convenientemente remunerados pelo valor que fazem os clientes experienciarem
- Mas às vezes competimos com empresas que fabricam produtos sem marcação CE e, por isso, podem ser mais competitivas no preço.
Disse-lhes o que costumo responder quando um cliente me diz que a sua concorrência está a fazer malandrice para ganhar um negócio. Se o vosso cliente aceita a entrada de máquinas nas suas instalações sem a marcação CE então é porque não é, ainda, o cliente adequado para vocês, ou ainda não chegou lá, ou nunca lá chegará. Ou então, não estão a fazer o trabalho certo de o elucidar sobre como a vossa oferta lhes facilitará a vida.
Depois, a conversa evoluiu para a minha clássica defesa de que cobrar mais porque se faz o cliente ganhar mais não é roubar, não é enganar, é simplesmente uma troca justa.
"É uma constante em toda a União Europeia: são muitos os Estados-membros que registaram em 2017 o maior crescimento da última década. Em Portugal, o marco remonta a 2000. No ano passado todos os países da UE registaram crescimento económico. Uns mais do que outros: a Irlanda e a Roménia lideram a tabela enquanto Grécia e Itália estão no fundo. Portugal foi o nono Estado-membro que menos cresceu, à frente da Alemanha, França ou Reino Unido."
Já agora, há anos que não percebo porque fazem esta comparação:
"Por outro lado, Portugal registou um melhor crescimento económico em 2017 do que as principais economias da União Europeia. Entre essas, a Itália foi a que menos cresceu (1,5%), seguida do Reino Unido (1,7%), França (2%) e Alemanha (2,2%). Portugal ficou também acima de países nórdicos como a Dinamarca (2,1%) ou a Suécia (2,4%)."
As principais economias da União Europeia crescem sempre menos que as economias da Europa de Leste. Assim, vamos paulatinamente sendo ultrapassados na criação de riqueza per capita por esses países, enquanto que por cá, governos de esquerda e de direita se enganam, e enganam-nos, ao compararem o crescimento do PIB com a média da União Europeia.
"As exportações dos vinhos do Alentejo aumentaram quase 12% em valor e 2,3% em quantidade em 2017, enquanto o preço médio cresceu mais de 9%, em comparação com 2016, revelou hoje a Comissão Vitivinícola Regional Alentejana (CVRA)."
"It is widely believed that restructuring has boosted productivity by displacing low-skilled workers and creating jobs for the high skilled."Mas, e como isto é profundo:"In essence, creative destruction means that low productivity plants are displaced by high productivity plants." Por favor voltar a trás e reler esta última afirmação. . "Lovaglia’s Law: The more important the outcome of a decision, the more people will resist using evidence to make it."
"If an organisation is too stable it can ossify, but if it is too unstable it can disintegrate. Successful organisations work between these two conditions or states, in what Stacey called ‘the chaos zone’."
"If the customer doesn't care about the price, then the retailer shouldn't care about the cost," “It's not enough that we do our best; sometimes we have to do what's required”. "Das Leben, das uns gegeben ist, ist uns nicht als etwas Fertiges gegeben, sondern wir müssen es uns gestalten, und zwar jeder sein eigenes." "Eine Regierung, die nichts wert ist, kostet am meisten." "Forget trying to persuade them; light their pants on fire." "O futuro é o que importa. O futuro é a base do significado, é de onde vem o projecto que alguém tem para si próprio" "The single biggest problem in communication is the illusion that it has taken place."
“It is not the strongest of the species that survives, nor the most intelligent; it is the one that is most adaptable to change.”
"o Marketing só existe a partir do pensamento estratégico, caso contrário "não resulta"" "It is difficult to get a man to understand something, when his salary depends upon his not understanding it" "Perder diversidade é como arrancar páginas de um livro. Quantas páginas poderemos arrancar até deixar de compreender o enredo?" The great enemy of the truth is very often not the lie – deliberate, contrived and dishonest – but the myth, persistent, persuasive, and unrealistic. Belief in myths allows the comfort of opinion without the discomfort of thought."
"By strategy, I mean a cohesive response to a challenge. A real strategy is neither a document nor a forecast but rather an overall approach based on a diagnosis of a challenge. The most important element of a strategy is a coherent viewpoint about the forces at work, not a plan."
"Un desastre està punt de succeir a Espanya. El malentès de la gravetat de la crisi costarà car als inversors, ja que tindrà profundes conseqüències per a tot el sistema bancari europeu", afirma.
Entre d'altres coses, Mauldin diu que "els inversors estan fumant crack si creuen que els bancs espanyols són entre els més forts d'Europa, ja que estan amagant les seves pèrdues".
“… there are no “sunset” industries condemned to disappear in high wage economies, although there are certainly sunset and condemned strategies, among them building a business on the advantages to be gained by cheap labor”
"o vencedor da vida, o optimista que vive em incesto com o próprio ego, é o traço mais frágil do líder"
"We shall not grow wiser before we learn that much that we have done was very foolish." You may not be able to change the world but can at least get some entertainment & make a living out of the epistemic arrogance of the human race.
"I wanted you to see what real courage is, instead of getting the idea that courage is a man with a gun in his hand. It's when you know you're licked before you begin but you begin anyway and you see it through no matter what. You rarely win, but sometimes you do."
“Trust your guts. But not too much!”
"Customers will try 'low-cost providers,' because the majors have not given them any clear reason not to." "
"Natal é quando as Crianças pedem e os Pais pagam. Défices é quando os Pais pedem e as Crianças pagam."
"A imprevidência dos povos é infinita, a dos governos é legal"
"What a man sees depends both upon what he looks at and also upon what his previous visual-conceptual experience has taught him to see"
“The leaders first task is to be the trumpet that sounds a clear sound”
"lamented the lack of any systematic data on the scale of unfunded IOUs that care-free politicians have handed out like confetti."
"Let them call me rebel and welcome, I feel no concern from it; but I should suffer the misery of devils, were I to make a whore of my soul..."
O problema não é o consumo. O problema é o consumo assente em endividamento."
"There are designations, like "economist", "prostitute", or "consultant" for which additional characterization doesn't add information."
When it becomes more difficult to suffer than change, you will change"
"Hope is not a strategy and a crisis is a terrible thing to waste"
The more you can see of the present, the more you can see of the future"
Yes, You can change the future, but only changing the present"
"Entrepreneurship is 'Having aspirations greater than your resources'"
“The single biggest reason companies fail is they overinvest in what is, as opposed to what might be."
"The first principle is that you must not fool yourself - and you are the easiest person to fool. So you have to be very careful about that"
"A estabilidade é uma ilusão"
"When we create the conditions of possibility, the universe becomes our co-conspirator"
Thinking about doing is not doing. Talking about doing is not doing. Doing is doing."
"'God has created me to do him some definite service. He has committed some work to me which he has not committed to another'.
...
"Each of us has a mission, each of us is called to change the world, to work for a culture of life, a culture forged by love and respect for the dignity of each human person.
"As our Lord tells us in the Gospel we have just heard, our light must shine in the sight of all, so that, seeing our good works, they may give praise to our heavenly Father."
"The future is not there waiting for us. We create it by the power of imagination."
"confusing testosterone with strategy is a bad idea"
"Much consulting involves the application of models to a system, as opposed to getting involved in the system as a positive change agent""
"O Portugal que pára sem orçamento é precisamente aquele que vive dele e que há todo o interesse em parar."
"credibilidade da política financeira e dos seus executores está ao nível da credibilidade de uma barraca das farturas"
"The role of the manager is thought to be reduction of uncertainty rather than the capacity to live creatively in it"
"today an entrepreneur is closer to artists than managers"
"A business without a path to profit isn’t a business, it’s a hobby"
"If no one’s upset by what you’re saying, you’re probably not pushing hard enough. (And you’re probably boring, too.)"
"Storytelling isn’t just how we construct our identities, stories are our identities"
"'He who has a why to live can bear almost any how' "
"They can because they think they can"
"Se há coisa que não suporto é misturar catequese com negócios, é a incapacidade para calçar os sapatos do outro e só pensar na nossa posição de coitadinhos, pobres vítimas indefesas dos maus e que por isso precisamos do Estado todo poderoso para nos proteger e, nem percebem na volta, os juros que o Estado cobra por esse serviço mafioso de protecção que, ainda por cima não resolve nada."
"Empathy is like a universal solvent. Any problem immersed in empathy becomes soluble."
"In victory, do not brag; in defeat, do not weep"
"Value it's a feeling not a calculation"
"An economist is someone who has had a human being described to him, but has never actually seen one."
"Don't finish first--it's not about running a rat race. Start with a better ending in mind."
"If you sit in on a poker game and don’t see a sucker, get up. You’re the sucker.”
"The 'value added' for most any company, tiny or enormous, comes from the Quality of Experience provided."
"Crediting government with the success of entrepreneurs is like crediting the guy who built Bill Gates’ garage with the success of Microsoft."
"I have found that assuming social scientists understand the difference between correlation and causality is not generally a good one."
"Promising never to raise taxes, without reaching a deal on spending, really means a high and rising commitment to future taxes."
"Some things are so foolish that only an intellectual could believe them, for no ordinary man could be such a fool"
"os bancos não financiam a economia, a poupança sim"
"I do not know the key to success, but the key to failure is trying to please everybody"
"Never be afraid to try, remember... Amateurs built the ark. Professionals built the Titanic."
"terms such as 'experiment' and 'observation' cover complex processes containing many strands. 'Facts' come from negotiations between different parties and the final product - the published report - is influenced by physical events, dataprocessors, compromises, exhaustion, lack of money, national pride and so on."
"'science in the making' is 'the consequence of [a] settlement' of 'controversies'."
"If the state wishes to spend more, it can do so only by borrowing your savings or taxing you more. And it's no good thinking someone else will pay, that someone else is you."
"All failures of strategy are rooted in the assumption that outcomes are predictable."
"Doing things like your bigger competitors is how to get killed in the wars out there"
“Uma moeda boa e forte é como a saúde. Só lhe damos verdadeiramente valor quando não a temos.”
"Life’s tough. It’s tougher if you’re stupid"
"O homem de bem exige tudo de si próprio; o homem medíocre espera tudo dos outros"
"Change is a threat when done to me, but an opportunity when done by me."
"As elites foram deixando de falar das exportações à medida que se foi percebendo que o país consegue exportar sem elas"
"Your toughest competition is the little voice inside your head telling you to stop"
"Pain is just weakness leaving your body"
"Built to last" is bad economics. Built to do something great" is the better idea. Think: "Creative destruction."
"the world is an uncertain place no matter how many Greek letter equations you affix to a problem."
"You never change things by fighting existing reality. To change s.th., build a new model making the existing model obsolete"
“No, no, you're not thinking; you're just being logical.”
"Success is not a destination. It's the trail you leave behind you."
"Winners make a habit of manufacturing their own positive expectations in advance of the event."
“You’ve got to start with the customer experience and work back toward the technology – not the other way around”
"Strategy as the "smallest set of - intended or actual - choices and decisions sufficient to guide all other choices and decisions sufficient to guide all other choices and decisions."
"When something is commoditized, an adjacent market becomes valuable"
"nature evolves away from constraints, not toward goals"
"There aren't any textbooks on what to stop doing!"
"With great power comes great irresponsibility "
"Weird things happen when you take price out of the equation for consumers"
"‘It’s so damn complex. If you ever think you have the solution to this, you’re wrong and you’re dangerous.’"
"Saruman believes it is only great power that can hold evil in check, but that is not what I have found. I found it is the small everyday deeds of ordinary folk that keep the darkness at bay. Small acts of kindness and love."
"Increasing stuff that doesn't add value dilutes existing value."
"O federalismo não é a alternativa à troika, é a troika para sempre."
"Never underestimate the difficulty of changing false beliefs by facts"
"Stressors are information"
“If you hear a “prominent” economist using the word ‘equilibrium,’ or ‘normal distribution,’ do not argue with him; just ignore him, or try to put a rat down his shirt.”
"The advantage of experiences over things for most of us is that we can make them seem unique, which = scarce, which = value"
"Pedras no caminho?
Guardo todas, um dia vou construir um castelo"
"Without risk, faith is an impossibility."
"Não posso com quem vive a achar que os outros lhe devem sempre alguma coisa."
"In a world of increasing automation, our ability to perform tasks is not nearly as important as our ability to dream. The questions we need to ask are not ones of action, but ones of meaning"
"Me arrancam tudo a força e depois me chamam de contribuinte."
"Letting people vote for expensive programs that “somebody else” will finance is a good recipe for getting people to vote irresponsibly"
"what's fairness gotta do with pricing based in value?"
"The epic battle of our generation is between the status quo of mass and the never-ceasing tide of weird."
“Price is emotional”
"There will always be a reason why you can't pursue it, until competitors create a reason why you must."
"The most important thing to study is opening theory"
"The greater the contrast, the greater the potential"
“Customers don't care about your solution, they care about their problems.”
"Todos querem conhecer a verdade, mas o que desejam é que lhes contem uma mentira em que não sejam protagonistas."
"Execution efficiency strangles innovation in the crib, but not with malice, by default.”
"Our obsession with scalability is getting in the way of unleashing the potential of the 21st century."
"The system is optimized to mitigate risk, not create value"
"Champions are made when no one is looking"
"Don't bargain on value. Half as expensive is often twice as cheap."
"Customers care about outcomes, not effort, technology, or originality."
" I can't believe it. That is why you fail."
"You don't have to pick between 1) playing the game and 2) not playing the game. You can *change* the game."
""The first principle is that you must not fool yourself and you are the easiest person to fool." "