A evolução das marcas

"Now that change has become the new normal, brands have to evolve from the power of symbolism and the power of narration to the power of reciprocity. As brands morph from symbols and stories to systems, they need to find new ways to be relevant, useful, and entertaining. They need to create hospitable ecosystems and build upon ideas that welcome and nurture consumer relationships now and in the future."

Trecho retirado de "The Ways Customers Use Products Have Changed — but Brands Haven’t Kept Up"

Democratização da produção (parte I)

"Through the first century of mass production, companies emphasized maximizing throughput by making a relatively small assortment of standard products. Since the late 1980s, however, mass markets have fragmented, and firms increasingly turn out a greater variety of products that respond to specific customer demands in different market segments. This responsiveness to demand has led manufacturing plants to reverse a tradi- tional linear organization oriented to pushing out product and scheduling output on the basis of sales forecasts and, instead, to organize assembly in response to real-time orders—“pull.” This requires sophisticated integration of production planning and scheduling of plant operations and supply chain management.
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But even with these changes of the past decades, manufacturing today still closely resembles its mass production ancestors. We now stand on the edge of radical changes in this system, as a set of new technologies emerging in laboratories and research centers across the United States promises to completely transform the traditional linear manufacturing organization. First, our ability to synthesize new materials has now advanced to a point where human design of these materials will become as critical a step as fabrication and assembly.
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Second, the boundary between fabrication and assembly has blurred with the introduction of ultraefficient processes, automation, and even continuous manufacturing in batch sizes of “one.” Third, the product is often not just a physical artifact or widget but an integrated solution that involves bundling of physical products with services and software. Finally, there is a trend toward the systematic return of recycled materials to fabrication or even material synthesis."

Trechos retirados de "Making in America From innovation to Market" de Suzanne Berger

Acerca do contexto

Olhar para este mapa:

É difícil perceber o racional por trás do título... adiante.

 Lembra-se do fragilismo?

"Que países considera serem os mais arriscados?
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Com base nas métricas que monitorizamos, neste momento estamos particularmente preocupados com economias com elevada dependência de financiamento externo. Esta é uma das razões para o severamente mau desempenho da Turquia, particularmente no lado da moeda." (fonte)

Relacionar com "Défice comercial duplica no primeiro trimestre de 2018" e com as mudanças no perfil das exportações e no perfil do emprego.

A invasão das sapatilhas

Hoje em dia é muito comum ouvir empresários do calçado queixarem-se da invasão das sapatilhas e de como elas estão a dar cabo do seu negócio.

Há dias ouvia alguém do retalho dizer que, para rapazes, só conseguia vender sapatilhas, a menos que estivesse por perto a altura das comunhões ou o Natal.

Pois parece que a coisa vai continuar por mais algum tempo e até reforçar-se, "Sneaker sales are growing as sales of high heels tumble":

"As American fashion has slowly become more casual, so has footwear. That trend has become especially apparent in women's sneaker sales, which have surged 37 percent throughout the U.S. in 2017. Meanwhile, sales of high heels have declined 11 percent during the same time period, according to the NPD Group's Retail Tracking Service.
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"It's becoming kind of a basic consumer need to have comfort and the desire to be comfort because everybody's so busy and running around all the time," Beth Goldstein, NPD's executive director and industry analyst for fashion footwear and accessories, told CNBC.
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"Brands that are focusing on comfort are doing better, because that something that women of all ages want," she said. The sneaker trend will likely continue in the double digits for the next few years, Goldstein added, as it becomes more of a lifestyle choice."

Não me admiro!

Quando existiam dinossauros no planeta Terra eu associava a marca Marks & Spencer a tudo menos low-cost. Trabalhava num fornecedor português da marca e associava-a a exigência na qualidade.

Hoje, os fornecedores portugueses da marca queixam-se da exigência paranóica no preço (custo).

Tendo em conta esta evolução:

E a importância do alinhamento entre estratégia, posicionamento da marca e operações, não me admiro com esta evolução "Marks & Spencer confirms expanded store closure programme".

Estratégia a sério implica sacrifício, implica trade-off, não é compatível com ser rico e ter saúde em simultâneo:

"there are no real surprises in Mr Rowe’s new strategy, which includes focusing on the quality and fit of clothing, “sharper” ranges, lower prices but less promotional activity." (fonte)

Estratégias possíveis

Um artigo longo, mas muito interessante, "Your Change Needs a Strategy".

5 tipos de estratégias possíveis em função da situação da organização:

• ‘Planned itinerary’
• ‘River crossing’ ("in certain contexts, we are unable to gain clarity on the means of change. In this case the appropriate change strategy is one we call ‘river crossing’. The end state is clear, but we need an exploratory approach to the path, taking one step at a time while keeping an eye on our destination.")
• ‘Hill climbing’
• 'Scouting and wandering’("There a strategy for change, odd as it may seem, which is organized around neither a clear end state nor clear means. This change is not driven by any immediate moves which seem obviously good, nor by any target state, but by curiosity, of a kind that will be useful in the long run.")
• ‘Escape the swamp’ ("Like ‘search and wandering’, this is not driven by a particular means, and the only clear aspect of the target state is that it must incorporate substantial and urgent change. We can call this ‘escape the swamp’. It applies in pressured situations such as the early stages of a turnaround, where there is limited time or resources to identify specific ends or means, but we are nevertheless driven to change.")

Interessante as possibilidades: ‘River crossing’, 'Scouting and wandering’ e ‘Escape the swamp’.

"imposto revolucionário"

Este texto "Now on Offer at the Supermarket: Freshly Squeezed Suppliers" fez-me pensar num e-mail   que me re-encaminharam recentemente.

Trabalhar para clientes grandes é estar sujeito a "imposto revolucionário".

"O que passa-se?" (parte III)

Parte I e parte II.

Começa a ser interessante este aumento na frequência de artigos sobre a produção em Mongo e como se afastam do mainstream. Mais um, "Only Digital Manufacturing Can Create The Smart, Customized, On-Demand Products Consumers Want":

"Ask someone to describe manufacturing today, and they’ll probably describe giant machines operating in tandem along an assembly line putting together a product in vast quantities.
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But as someone who works in manufacturing today, I can tell you that mass production – which has dominated how we’ve made things since the Industrial Revolution – is no longer the predominant manufacturing model.
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Consumers today want products that are smarter, more customized and available on demand. The only way companies can satisfy this need is by creating a new business model that applies digital manufacturing strategies. Digital manufacturing – which combines software with physical manufacturing – can help manufacturers iterate faster, customize more, reduce lead times and respond more quickly to market changes."

Qual a direção de Mongo?

"Shorter Product Life Cycles: We may not always need the latest and greatest technologies, but we want them.
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Greater Customization: Creating customized products is neither efficient nor cost effective with current mass production strategies.
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Consumers want products that are smarter, more customized and available on demand. But consumer product, manufacturing companies and supply chain partners simply can’t meet this demand using the same business model we’ve used for decades. Instead, we need to understand and apply digital manufacturing strategies and embrace new tools that streamline operations."

Melhorar

De "Google Has an Official Process in Place for Learning From Failure--and It's Absolutely Brilliant":

"1. Identify the most important problems.
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"A postmortem is the process our team undertakes to reflect on the learnings from our most significant undesirable events,"
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2. Create a record.
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"Our next step is to work together to create a written record for what happened, why, its impact, how the issue was mitigated or resolved, and what we'll do to prevent the incident from recurring,"
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3. Promote growth. Not blame.
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"Removing blame from a postmortem can enable team members to feel greater psychological safety to escalate issues without fear,"
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The key is to encourage your people not to play "the blame game." Rather, you want them to focus on improvement and learning.
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Remember, everyone makes mistakes. The question is, not "what if," but instead, what did we learn?"

E de "Toyota’s Secret: The A3 Report":

Aceleração

"Being on trend no longer guarantees sales and profitability in the fashion sector. In minutes, consumers can spot, own, and share a trend on social media, from any corner of the globe. As a result, hits can sell out rapidly, while misses do not move, even with heavy discounting.
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The traditional product-development model is too slow. How do fashion brands outpace competitors? When we looked at differences between top and bottom performers, we found that top performers routinely use consumer insights very early in the product-design process and can have products ready for purchase in weeks, not months.
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But established brands have great difficulty doing either well. This needs to change, as up-and-coming brands are breaking the rules and resetting consumer expectations. [Moi ici: Este título diz tudo "The Customer’s Time is The Only Time"]
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Top performers make speed to market a top priority and get faster and faster. Top-performing companies can deliver product to market in less than six to eight weeks. The typical lead time in the industry is more than 40 weeks—far too long to stay ahead of consumers [Moi ici: Imaginem um empresário, ou um encarregado, habituados a sonhar com um regresso ao passado, às séries grandes, a um ritmo mais lento, ao ler estas linhas...]

Trecho retirado de "The need for speed: Capturing today’s fashion consumer"

E isto também vai ter o seu impacte "What Should French Fashion Do With Its Unsold Clothing?"

BTW,

"Winners have significantly reduced time to market, but they also recognize that not every product requires a speedy supply chain. Leading fashion companies have divided their product lines into the following supply-chain segments, based on sales predictability:
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Long cycle for basics. Long lead times of six months or more are acceptable for basics and never-out-of-stock items. Optimized sourcing gets the best value for money on these products.
Shorter cycle for the core seasonal collection. Retailers can use advanced visual-recognition tools to identify styles and colors trending on social-media sites.
Express cycle for new in-season products. An even shorter cycle of three to six weeks from design to delivery allows brands to inject novelty or innovation within a single season.
Read-and-react model for new and untested products. Close monitoring of these items during the season (for example, for trending prints and colors) ensures fast replenishment of top sellers and easier cancellation of slow movers.
Test model for the riskiest products. Launching virtual or small test batches of a sharply trending item provides insight into the consumer response before committing fully to a product."

"There has to be enough energy for them to stop something and start something"

"Des: If you’re a startup founder, what’s a single step you can take with Jobs?
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Bob: The greatest single step you can make is to actually talk to somebody who recently purchased you, and talk to somebody who recently quit you – or quit the competitor that you’re going after. By understanding these switching moments, you’re pulling a thread. And then once you’ve seen it, you can’t unsee it; you’ll see it over and over again.
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The first step is always a set of interviews. I’m not talking about surveys. Literally get them on the phone and ask the basic question: why was today the day they signed up for this product? The thing you have to realize is that it’s not random, and you have to dig as hard as you can past the bullshit stuff they’ll tell you upfront. There’s always something deeper, because nobody really wants to switch. Habit is the strongest force of all, and people will just keep doing what they’re doing unless something gets in the way or something better comes a long. There has to be enough energy for them to stop something and start something.
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Just go talk to your customers. That’s where this all began."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

"The only reliable way to gather this evidence is by exploring what customers did in the past or will do in the present. Asking them what they’ll do in the future, e.g. “Will you use…”, puts you in the land of biases and should be avoided."

Trecho retirado de "Find Better Problems Worth Solving with the Customer Forces Canvas"

"I only care about what was going on in their life"

"Someone might tell you: “I went to give a report, and all of a sudden my bosses went crazy because it wasn’t the right data, and they made me look bad. So I have to find something better.” It’s usually the things they blame themselves for. They don’t say it’s about the product; it’s a separation between their experiences and product. You have to dig deeper than that: it’s really about seeing how products fit into people’s lives.
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Trying to look at your customer through your product is like looking through a peephole in a fence. You can only see the little interactions they have, as opposed to getting above it all, looking at their life, and seeing how you actually fit in. That’s where the interview takes a turn, because most people always think you’re going to talk about the product. Instead, you’re talking about them.
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When a lot of companies first start using JTBD they think, “I need you to ask about this feature and that feature.” I don’t care about any of those things. I only care about what was going on in their life that made them say, “Today’s the day.” Those are the pylons and the foundations by which people do things. They don’t think it’s part of your world as a product person, but they are the actual foundations by which you get pulled into their world."

Trecho retirado de "Bob Moesta on unpacking customer motivations with Jobs-to-be-Done"

Quando as galinhas tiverem dentes... (parte ??)

Esta série começou há quase 10 anos, Setembro de 2008, quando estranhei um défice comercial japonês. Depois, o estranho entranha-se, de Agosto de 2012, para culminar em Janeiro de 2014 num novo normal.

Em Abril de 2013 apanhei o primeiro défice comercial chinês. Em Março do ano passado o @nticomuna pôs o tema no meu radar.

Agora, "China’s vanished current-account surplus will change the world economy":

Arte, sempre a arte

Desde 2011 que defendo aqui que o futuro das PME passa pela arte:

• Qual a alternativa?
• O papel da arte
• A ascensão do artesão e da arte na produção

Entretanto, esta semana descobri o livro "Thinking The Art of Management - Stepping into 'Heidegger's Shoes" de David Atkinson. Nele, descobri um artigo de 1987, "Portrait of the Manager as an Artist" de Vincent Degot:

"A long tradition (in terms of the history of industrial capitalism) tells us that business management is to be considered as a proper subject for "scientific" study. One of the reasons supporting this is that management is based on a rationalistic attitude of mind: to achieve optimum use of resources with a view to maximisation of corporate profits. However, a much older tradition teaches us that it would be unwise, from the scientific and rationalistic standpoints, to assume that the business manager is motivated solely, or even essentially, by the goal of maximum profit. To illustrate and define the ideas we shall be developing in the main body of this paper, let us first take a brief look at a rather different field, often known as the "history of art criticism"...To come back to our starting point, it is clear that, while management can benefit from general techniques, applicable in companies of all kinds and themselves reflecting some changes in fashion, it must make allowance for the conditions prevailing within each particular company. This can be done only through experience, given that classroom tuition cannot cover the whole gamut of combinations of factors which have to be handled in practice. This means that a manager may perform brilliantly in one context but poorly in another (in the same way as some painters are at their best with portraits, others with landscapes, and so on). Consequently, one of the talents of the true manager lies in his ability to discover the working environment best suited to his particular gifts."

E ainda:

"In the first place, it might be said that the work has a more overall dimension that the decision: a decision may form part of a work (just as an iconographic motif may be an integral part of a painting). In that case, we must allow that the decisions are not necessarily of the "hard" type (i.e. based on strict economics), but may be of the "soft" variety we have discussed elsewhere. The work comprises perception of the need for something to be done at some point, evaluation of the right decision needed and, finally, implementation of that decision in practical form. There are of course many decision-theories which make due allowance for these three phases, but what we are more, particularly concerned with here is the extent to which each phase leaves room for personal initiative;
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The creative work commences when its author starts to realise, on the basis of random information - chatting in the corridor, a glimpse of a computer print-out, a report by a consultant, something said at a staff meeting, etc -, that a specific action of some kind will be called for in due course. The creative manager -displaying one of his characteristics to which we come back later - feels that possibility in the form of an impulse, a violent desire for action. He then has to convey to other people all or part of his initial "intuition" - assuming, of course, that others will have to be involved. To this end, he may have to adapt his project to suit the corporate culture context, and relevant external trends (fashions) which could help to support it. In practice, this process is not so clear-nut and deliberate as thus expressed. Owing to this adaptation, the project may fit in with a prevailing "style" or reflect a local "taste" (cultural segment). One way in which he displays his personal talent is his skilful use of the factors in presence when mobilising his entourage to mete the project feasible. He may, for example, be led to formulate it in rationalistic terms as a means of demonstrating its advantages for the corporation, and this reformulation process may affect his original intention. In the same way, there have been times when external factors (patrons, critics) have affected the composition or the subject of a painting."

Um mundo polarizado (parte VII)

Um mundo polarizado (parte VI).

Na parte II coloquei estes gráficos:

Que corroboram bem "Laureano Turienzo: “El ‘Apocalipsis Retail’ es un mito desde el punto de vista numérico”":

"Cuando se habla del Apocalipsis Retail como una pandemia generalista, no es real. La venta por catálogo ofrecida por retailers como Sears también fue un gran destructor de tiendas físicas. Es absurdo porque en el escenario omnicanal no tiene sentido carecer de tiendas físicas. Alibaba invertirá más de quince mil millones de dólares en empresas de retail físico en los próximos años. Hace poco, el grupo abrió la primera librería en Shanghái sin personal humano. Hay ciertos modelos con retail físico cuyo momento actual no es bueno, sino excelente: los actores premium, el low cost y ciertos retailers de valor medio."

Saliento:

"P.: El Cortes Inglés y Macy’s están subalquilando espacios a terceros en sus centros. ¿Es una buena solución ante el exceso de metros?
R.: Macy’s está convirtiendo todas las plantas bajas de sus centros en puro concepto off-price. Aunque se le conocía siempre como lo más exquisito de la atención al cliente, y ahora los descuentos le están yendo bien, este es el peor negocio que puedes hacer. Porque estás perdiendo el ADN. Yo preferiría alquilar parte de mi terreno a alguien que tiene buena reputación de marcas antes que poner un rastrillo en el seno de mis establecimientos. Los grupos de grandes almacenes también tendrían que empezar a pensar en otros negocios, como pueden ser clínicas de belleza, médicas, escuelas de negocios… ese tipo de formatos que jamás hubiesen entrado en un gran almacén a lo mejor tienen que entrar."

e:

"P.: ¿Qué innovación tecnológica cree que le urge más implantar a un retailer físico de moda?
R.: A largo plazo, visualizo establecimientos con un 50% de retail y un 50% de comunidad, con el sentimiento de plaza del pueblo de una tienda Apple. Lo más efectivo es la realidad aumentada. "

Pensar o futuro

Sem conotações partidárias, recordar:

• "É mais importante contratar mais funcionários públicos do que aumentar os salários"
• Segurança Social tem hoje situação "bastante mais equilibrada", diz Costa

Muitas vezes penso na evolução divergente entre o estado, cada vez mais volumoso, cada vez com mais funcionários, e as empresas privadas, cada vez mais lean.

Depois, recordar que Portugal é um dos países mais idosos da Europa, neste postal de 2015:

Comparar Suécia e Portugal.

Por fim, ler "Look at What’s Going to Happen to Sweden’s Fabled Welfare State":

"Sweden’s got a major supply and demand problem.
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By 2025, its entire workforce is expected to grow by 207,000 people—yet it needs more than that number just to staff its fabled welfare state. The worker shortfall could crimp services and raise labor costs, especially in a political environment less hospitable to immigration.
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The mismatch is one of the biggest headaches facing Sweden’s next government."

Faz-me impressão que com tanto computador, tanto simplex, não seja possível fazer reengenharia em tantos e tantos sectores do estado.

"most large organizations can’t and don’t change as fast "

Arrisco enveredar por uma linguagem que não aprecio para dizer que só em Portugal é que se acha que as empresas grandes são eternas, talvez por causa da protecção do estado, talvez por causa do nosso crony-capitalism militante. Ainda há dias, "Empresas. Quando ser grande não impede a queda ou a falência".

"why should great companies falter? This is perhaps one of the greatest surprises in business, for if any organizations should succeed and endure, why shouldn’t it be the ones with the most resources and the largest customer bases, not to mention most cash and the broadest global reach? The answer is that they may not be the ones with the best ideas!
Somehow in the process of becoming successful, large, and global, the policies, practices, and habits that worked so well in stable conditions, and which were quite necessary for largeness, also rendered these organizations non-adaptive. Confronted with rapid change, they are not organized to respond adequately; again and again we have seen companies grow huge and then struggle to sustain their market position because their very hugeness inhibits their ability to adapt.
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When markets change and new ideas take hold, as they inevitably do, most large organizations can’t and don’t change as fast. Instead, newer, more nimble competitors capture market share by innovating where the entrenched giants cannot. Well, actually it may not be true to say that they cannot. But for whatever reason, and although they certainly could, they usually do not.
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The most compelling is that there’s a gap between the reality of accelerating change and our understanding of what’s really happening. Simply put, too many leaders have a flawed mental picture of the market because they don’t grasp the magnitude and impact of change, and they underestimate its importance to their own organizations. They manage as though markets were stable when they’re anything but; they create slow, hierarchical organizations that concentrate power, emphasize standardization, and seek conformity, when innovation and creativity would serve them - and their shareholders - far better. And these errors are compounded by an analytical thinking style that promotes fragmentation, and causes them to lose sight of the big picture."

Trechos retirados de "Permanent Innovation" de Langdon Harris.

Partes interessadas e a micro-economia

Dois exemplos do dia a dia de aplicação do conceito de ecossistema de partes interessadas.

"Já se assiste a pequenas revoluções setoriais, como no das pedras ornamentais, em que há já uma integração e colaboração entre os vários intervenientes: por exemplo, entre a empresa que explora, o arquiteto e o aplicador que já definem em três dimensões o que desejam para o trabalho final."(1)

"Para comemorar os 10 anos de vida da empresa e os seus 50 anos de idade, Marcelo Alves Inácio vai dar uma festa na fábrica, em Monção, nos dias 13 e 14 de Setembro, para 150 pessoas, tendo já assegurada a presença de "30 pessoas de 22 nacionalidades diferentes, desde revendedores, arquitectos, decoradores..."" (2)

(1) - Mais de 42 milhões em projetos de I&D
(2) - Marcelo “chega fogo” em Monção para ser líder mundial de lareiras de luxo

Associar coisas a experiências

Acerca da economia das experiências recordar, por exemplo:

• Vai uma experiência? (Dezembro de 2011)
• Desenhar experiências (Abril de 2012)
• assistia do seu acampamento, amedrontado, acobardado, aos desafios arrogantes do gigante Golias e... (Abril de 2013)
• "experiences bring people more happiness than do possessions" (Outubro de 2014)
• A economia de experiências a crescer no Algarve (Agosto de 2015)
• Mongo, experiências, emoções, significados e tribos (Agosto de 2016)
• Serviços vs experiências (Julho de 2017)
• "Experiences won’t just sell products. Experiences will be the products" (Abril de 2018)

Mais um tijolo para esta construção, "Why You Should Spend Your Money On Experiences, Not Things":

"Experiences become a part of our identity. We are not our possessions, but we are the accumulation of everything we’ve seen, the things we’ve done, and the places we’ve been. Buying an Apple Watch isn’t going to change who you are; taking a break from work to hike the Appalachian Trail from start to finish most certainly will.
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“Our experiences are a bigger part of ourselves than our material goods,” said Gilovich. “You can really like your material stuff. You can even think that part of your identity is connected to those things, but nonetheless they remain separate from you. In contrast, your experiences really are part of you. We are the sum total of our experiences.”
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Anticipation matters. Gilovich also studied anticipation and found that anticipation of an experience causes excitement and enjoyment, while anticipation of obtaining a possession causes impatience.
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she attributes the temporary happiness achieved by buying things to what she calls “puddles of pleasure.” In other words, that kind of happiness evaporates quickly and leaves us wanting more. Things may last longer than experiences, but the memories that linger are what matter most."

Para os fabricantes de coisas, talvez faça sentido associar coisas a experiências, como um souvenir. Até que ponto alguém nas PME está a trabalhar nisto?

Bricolage

"The absence of substantial resource endowments restricts the ability of most new firms to innovate. The majority of new firms therefore never create any discernible innovative outcomes during what are often rather short-lived and mundane struggles to create value.
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Yet, against these considerable odds, substantial subsets of new firms do manage to innovate. Remarkably little theory or research identifies or explains the patterns of behavior that differentiate new firms that manage to innovate from those that remain largely imitative. ... we know very little about the patterns of behavior that permit some resource-constrained firms to innovate while so many other similarly situated firms languish. In this paper, we draw on recent studies of entrepreneurial “bricolage” to develop and test theory that suggests that by engaging in bricolage, new firms may thereby improve their innovativeness.
...
First, “making do” implies “a bias toward action and active engagement with problems or opportunities rather than lingering over questions of whether a workable outcome can be created from what is at hand.” In a related manner, it implies “a refusal to enact resource limitations,” which means that firms engaged in bricolage are willing to experiment and tinker and try to find ways to accomplish goals without worrying too much about whether they have the “right” tools, resources, or skills at hand. [Moi ici: Fuçar em vez das tiradas da tríade] Whereas resource constraints might cause many other firms to refrain from attempting new activities, firms engaged in bricolage persist in trying to find ways of addressing new challenges. Second, bricolage relies on “the resources at hand,” which includes both the firm’s internal resources and external resources available cheaply or for free. Firms engaged in bricolage frequently find value in inputs that other firms view as worthless, which can be particularly useful when operating under substantial resource constraints.
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firms engaging in bricolage will tend to create more innovative solutions than firms that do not use bricolage: bias for action, and recombination. First, the baseline expectation in prior theory in entrepreneurship is that many resource-constrained firms behave as if innovativeness requires slack resources. That is, they simply do not even attempt to innovate, but rather choose to do nothing when facing new opportunities and challenges for which an appropriate response would seem to require expensive new investments.  [Moi ici: Recordo Taleb e a frase, "stressors are information" ou "pain is information". Sem dor não há energia de activação para que a empresa passe a um nível superior. Mais uma razão para criticar o activismo dos governos de turno que impedem que as empresas se reinventem] In contrast, firms engaging in bricolage demonstrate a bias for action through a drive to overcome obstacles and a willingness to find ways to make do with the resources at hand. They are willing to treat as resources what other organizations might see as worth- less. This may include material, ideational, or human inputs.A second characteristic of bricolage promoting innovativeness is the recombination of existing elements."

Trechos retirados de "Bricolage as a Path to Innovativeness for Resource-Constrained New Firms", de Julienne Senyard, Ted Baker, Paul Steffens, e Per Davidsson, publicado por J PROD INNOV MANAG 2014;31(2):211–230.