"Activity metrics are receiving lots of attention. Activity metrics can be very useful, at the same time, they can stimulate a lot of, well … wasted activity.Isto continua a ser um cancro em algumas organizações privadas e em quase todas as organizações estatais ou sem fins-lucrativos.
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Too often, we focus on the wrong things as we put activity metrics in place. We focus on the “what and how many,” for example, “You need to make 150 dials today,” or “You have to send out 200 prospecting emails,” As a result, the activities become “ends” in themselves, and not means to achieve certain goals."
Qual a razão descer da Santa Casa? Acabaram os pobres e desvalidos em Portugal? https://t.co/cKjxuHj3dV— Carlos P da Cruz (@ccz1) November 6, 2018
- Trabalhar? Até os burros trabalham, e muito!
GDP Growth Forecast for 2019 by country (%)— Pablo Pérez 🇪🇺 (@PabloPerezA) November 8, 2018
🇲🇹4,9
🇮🇪4,5
🇸🇰4,1
🇷🇴3,8
🇵🇱3,7
🇧🇬3,7
🇨🇾3,5
🇭🇺3,4
🇸🇮3,3
🇱🇻3,2
🇱🇺3,0
🇨🇿2,9
🇪🇪2,8
🇱🇹2,8
🇭🇷2,8
🇳🇱2,4
🇪🇸2,2
🇫🇮2,2
🇬🇷2,0
🇦🇹2,0
🇸🇪1,8
🇩🇰1,8
🇵🇹1,8
🇩🇪1,8
🇫🇷1,6
🇧🇪1,5
🇮🇹1,2
🇬🇧1,2#ECForecast
"The belt-tightening narrative has been strongly disputed by Beijing, which has made a long-term bet that consumption will fuel China's future growth. To encourage citizens to spend more, Chinese leaders recently announced the country's first income tax cuts in seven years, reducing the income tax bill by an estimated 320 billion yuan this year."
"O mais recente relatório, com base nos dados recolhidos entre maio e agosto de 2018, revela que mais de 20% dos fornecedores indicaram ainda que menos de 80% dos pedidos recebidos de retalhistas ou marcas apresentavam preços que cobriam os requisitos sociais, ambientais, de qualidade e outros.Recordar "A prova do tempo... tudo por causa de um Pingo Doce"
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Um terço dos fornecedores (27,3%) afirma que os clientes não pagaram o preço total indicado na nota de encomenda. Além disso, quase 10% dos fornecedores referem que menos de 20% dos pedidos de compra dos seus clientes foram pagos na totalidade. Os fornecedores adiantam que as razões mais comuns apresentadas para o não pagamento na totalidade foram os atrasos ou reclamações, sem fundamentação, de defeitos de qualidade do produto. Outras razões incluem a obrigação de contribuir para a abertura de uma nova loja, a remodelação de uma loja existente ou o lançamento de uma nova marca."
"Lead your audience to what makes you special rather than leading with what makes you special.Recordar "you need to enter their personal story" e "Mambo jambo de consultor ou faz algum sentido?"
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Get it? All of the storytelling ideas start with the customer and their world, acknowledging the things they are dealing with. From there, you share how you can help. You lead them to it.
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The converse, leading with, puts all the burden on the customer to figure out why they should care. Even if they are already looking for products in a category, you should still lead them to what makes you special. You may do that through Situation-Impact-Resolution models, or Commercial Insights, or by demonstrating a point of view, etc. etc. etc."
"O boi cresce mais com o olhar do dono do que com a erva do pasto"Ainda ontem de manhã, em Felgueiras, a usei para resumir o que me estavam a contar. Fui com um controlador da qualidade de calçado visitar várias pequenas empresas que trabalham como costuras subcontratadas. Contou-me como em algumas costuras, a patroa olha para um modelo e visualiza logo a sequência de trabalho, alterando o posicionamento das máquinas para minimizar operações e tempos sem acrescento de valor.
"Self-management has proven itself in many industries. There are, for instance, a number of very successful factories that operate in this way. One of them is FAVI, a five hundred-person brass foundry in the north of France that produces gearbox forks for the automotive industry, among others."Estas pequenas unidades não têm nada a ver com o conceito de "self-management", mas é interessante como conseguem que muitas decisões cheguem mais próximo da trabalhadora da linha do que na produção de uma empresa de maior dimensão.
"In mass-production, work corresponds mainly with what has been planned and budgeted. But today, knowledge work is understood as creative work we do in interaction. Unlike the repetitive business processes we know so well, where inputs are acted on in some predictable, structured way and converted into outputs, the inputs and outputs of knowledge work are problem definitions and exploration for solutions. Even more, there are no predetermined task sequences that, if executed, would guarantee success.Decididamente algo para fermentar.
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Due to the variety of contexts people link to and work in, work requires interpretation, exploration and negotiation, work requires a new kind agency. What defines most problems today is that they are not isolated and independent. To solve them, a person has to think not only about what she believes the right answer is, but also about what other people think the right answers might be. Work, then, is exploration both what comes to defining the problems and finding the solutions.
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The industrial make-and-sell model required categorical skills, as we still know them. The decisive thing was your individual knowledge and individual education. Today, in new creative spaces you work more from your presence and network than your explicit skills. Agency is more important than education.
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The most important reason why we need a new concept of agency insted of competences is because the workers and their contributions in the post-industrial world are contextual and, at best, too diverse to rank. They are, and should be, too qualitatively different to compare quantitatively.
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Instead of talking about generic competences we need to focus on continuously developing agency."
Good morning from Germany, where growth prospects are worsening. Deutsche Bank has cut Q3 growth forecasts to ZERO, sees now only 1.6% for 2018, has trimmed 2019 growth forecast to 1.3% from 1.7%. Despite signs that Q3 WLTP effect is subsiding recovery looks set to be slow. pic.twitter.com/HATtyoCv5u— Holger Zschaepitz (@Schuldensuehner) November 4, 2018
""A lot of firms see the opportunity not just to manufacture for others, but since they have the manufacturing capability, to leverage that and develop their own brands and command a higher price.Fez-me logo recordar o espaço de Minkowski:
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But building brands isn’t easy.
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A bigger challenge is to develop the required marketing and distribution skills and the ability to anticipate the fickle tastes of the consumer.
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Chinese clothing maker Bosideng International Holdings Ltd., which makes down-jackets for giants including Adidas AG, opened a 35 million pound store in London’s Mayfair five years ago. Despite being China’s most successful outerwear supplier, its London shop struggled and Bosideng closed it in January.
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"Moving to regional countries or even going global, OEMs don’t have the necessary understanding of how to operate in different markets, how to do retail and marketing to different types of consumers,""
"The easiest way is to acquire existing players."Se houver capital para o fazer. Não havendo, há que viver com o que se tem ou construir sobre o que se tem, a velha estória de inverter a imagem:
"Any customer can have a car painted any colour that he wants so long as it is black."E o século XX tem progressivamente dado lugar a Mongo, essa realidade económica onde todos somos excêntricos.
"“If you think of these brands, the fit and fashion are not the same,” says Weintraub. “They’re all parkas, but put them on and you’ll see some fit tighter, some are puffy, some are slimmer.”Só posso rematar, tendo aquele "We’re seeing a lot of fragmentation" em mente com:
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They all have personalities, too, he says, adding that the pricey parkas appeal to younger buyers, who are the primary driver of luxury parkas (not to mention the luxury market in general).
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“We’re seeing a lot of fragmentation in the luxury parka market – the category itself is not a one-size fits all anymore,” he says."
You 'Ain't Seen Nothing Yet
"With robots increasingly blurring the lines between human intelligence and its artificial equivalent, the essential human qualities of ingenuity, agility and curiosity are more important than ever. Despite leaving the industrial age for an era of innovation, our compulsory mass schooling model reflects old-fashioned factories. If we want to distinguish ourselves from robots, we need an education model that cultivates creativity rather than crushes it.Tanta blasfémia junta para os fofinhos que querem criar um Homem Novo e uma Sociedade Nova, formatada por eles. Esta tendência será ferozmente combatida pelos florêncios de muitas antrais incumbentes.
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In 19th-century America, the rise of compulsory mass schooling dovetailed with the Industrial Revolution. Emerging factories valued large-scale efficiency and standardization, and these principles seeped into the early “common school” movement, shaping education over the next 150 years. Schools, in turn, began to resemble factories.
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Disillusioned by a factory-style system of schooling that has persisted for over a century, many parents and educators are rejecting schooling in favor of “unschooling.”
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In a dynamic global economy, a fixed curriculum and a classroom inspired by the past can hardly meet the needs of the present, let alone the future.
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Entrepreneurial educators are leading the way in rethinking education through unschooling.
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In the age of robots, human creativity is our key differentiator. Yet compulsory mass schooling continues to operate on an assembly line model better suited to producing widgets than wit. To successfully move into the innovation era, we need a new model of education that supports a child’s natural creativity, exuberance and ingenuity. If schooling was for the past, then unschooling is the future."
"Orange speaks of organizations as machines. Green uses the metaphor of families.Organizações (empresas) como seres vivos:
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The founders of Teal organizations use a different metaphor: with surprising frequency, they talk about their organization as a living organism or living system."
"So, stop aiming for perfection and creating long strategic documents, and focus instead on the few key choices you need to make. [Moi ici: Recordar van den Steen] Don’t try to be perfect in a world where perfection is impossible. And ask the question, ‘What would have to be true?’ [Moi ici: Recordar "Do concreto para o abstracto e não o contrário"] rather than ‘What is true?’. When you do these things, strategy is what it should be: simple, enjoyable and effective, rather than complicated, arduous and ineffective."
"Instead of reacting to an error with, “I need to be more careful,” we can respond with, “I can build a better system.”Há dias participei na reunião de revisão do sistema de uma empresa e tive oportunidade de elogiar a qualidade das suas acções correctivas, acções que atacavam a causa das coisas em vez de ficarem por cosmética superficial.
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If it matters enough to be careful, it matters enough to build a system around it."
"A baggage handler at what many regard as the world's best airport, Singapore's Changi, Tay decided to change the luggage tags on a bag.A que nível de desespero uma pessoa bem intencionada pode ser levada para começar a agir desta forma?
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And then on another bag.
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He kept going until 286 bags had been sent to the wrong destination.
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This seems so thoroughly mean-spirited. What had these passengers done to deserve such inconvenience?
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Well, as the ineffably charming Straits Times reports, Tay didn't appreciate his bosses and their alleged refusal to listen.
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In 2016, he began working at the airport and was stationed at an Explosives Detection System X-Ray machine.
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The machine kept breaking down.
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Which meant Tay would have to lug passengers' luggage to another machine. He's 65 and this he found strenuous.
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His bosses at Lian Cheng Contracting, he claimed, did nothing about it.
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Changing the luggage tags was Tay's way of expressing his frustrations.
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Logicians might observe that he was taking it out on the wrong people. It seems, though, that Tay thought this was the best way of bringing his bosses' attention to the machine issue."
“We like to say at FastCap that we’re in the business of growing people. The result of growing people is that we produce outstanding products; we work in an innovative environment where ideas are welcomed with the same enthusiasm whether they come from the entry-level employee or the CFO. The expectation of every person at FastCap is that things will continue to get better every day; the culture supports and demands it!Eis a agenda da reunião da manhã:
This is how you measure your progress of building a Lean culture: smiles. You will see more smiles because it feels good when everybody is experiencing improvement and working in a clean environment.
Nurturing people to be their best, taking the time to review results, listening to ideas for improvement and learning together is what our morning meeting is about. From the entry-level employee on their very first day of work all the way up to me as owner – we take on the process of learning and improving together. Nobody is given a pass and nobody is left out of the expectation for improvement. That’s how we started building a culture at FastCap. The morning meeting was just the”
"Há quase quinze anos conheci uma organização na área da saúde que, por não tratar da manutenção do ar condicionado nos blocos operatórios, viu subir em flecha as infecções pós-operatórias e o tempo médio de internamento... acham que a culpa era da ministra Belém Roseira?"
"Com um volume de negócios que, em 2017, rondou os 12 milhões de euros, a Anbievolution by Luís Andrade deverá, já este ano, reduzir para cerca de metade o seu volume de negócios. «Este ano o meu pai decidiu que não vamos trabalhar com a Inditex, vai ser completamente diferente. O volume de negócios deverá baixar para metade ou menos. Mas queremos, só com essa faturação, fazer o dobro do lucro», revela, ao Portugal Têxtil, André Andrade, responsável de marketing e vendas e a segunda geração a envolver-se no negócio."É a isto que se chama tomar uma decisão estratégica: uma decisão que dói, uma decisão que outros não tomariam, uma opção cujo inverso não é estúpido, por isso é uma estratégia a sério. Porter dizia que em estratégia é tão ou mais importante ser claro quanto ao que se decide não fazer como em relação ao que se decide fazer. Como não recordar Terry Hill:
"the most important orders are the ones to which a company says 'no'"
"So who was the winner? 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.”Lembrei-me disto ontem, quando me mostraram este artigo "Vá com um pé, venha com outro". Também me lembrei da malta do leite e dos seus tiros no pé.
…
O trecho que se segue, faz-nos pensar no choradinho dos coitadinhos, que protestam contra os concorrentes, por serem chineses, por serem espanhóis, por serem …, por existirem.
“Likewise, we cannot say any single strategy in the Prisioner’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.”
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And now, the grande finale:
“We discovered that there is no one best strategy; rather, the evolutionary process creates an ecosystem of strategies – an ecosystem that changes over time in Schumpeterian gales of creative destruction.”"
"Um dos nomes mais fortes desta indústria é Luís Onofre, sinónimo de marca de luxo e presidente da APICCAPS, a associação portuguesa dos industriais do calçado. Para ele as grandes diferenças entre os sapatos portugueses e os de marcas de fast fashion como a Zara, Massimo Dutti, Mango ou H&M, entre outras, é a “mão de obra made in Portugal, 100% portuguesa, [Moi ici: E quem diz que os sapatos das marcas de fast fashion não são feitos em Portugal?] a qualidade de construção [Moi ici: E quem diz que os trabalhadores que fazem uma marca trabalham de forma diferente com outra marca?] e a dos materiais utilizados. Materiais nobres [Moi ici: Recordo este postal, "Consequências da radioclubização ou os muggles à solta" O preço não tem necessariamente a ver com os custos incorporados, mas com o valor percepcionado pelos clientes] que se calhar não são utilizados por marcas de grande consumo, daí conseguirem fazer um preço mais baixo. Isso por si só já faz a diferença”"Por que é que o presidente da APICCAPS tem de dizer mal da produção das empresas portuguesas para o fast fashion? Quantas empresas portuguesas têm marca própria? Quantos pares de marca própria portuguesa são vendidos? Quantas empresas portuguesas sobreviveriam só com marca própria?
