terça-feira, junho 25, 2013

Mongo e a mudança de paradigma

"As long ago as 1934, Joseph Schumpeter, the Harvard economist, observed that organisations move in a natural cycle between exploring new opportunities and exploiting old certainties. Businesses in the explorative phase are designed to seek out opportunities, experiment, and learn fast. Exploitative businesses on the other hand tend to value efficiency and optimisation, placing a heavy hand on standardisation and a light one on experimentation. (Moi ici: O advento de Mongo obriga a mudar de paradigma. Há meses que ando a namorar com o inevitável... o nome Redsigma está esgotado!!! Redsigma foi uma marca que criei em 1991 ou 92. Reduzir o sigma, reduzir a variabilidade, apostar na standardização. Lentamente, comecei a mudar e hoje, sou quase um inimigo declarado da normalização... prefiro apoiar empresas a estarem à frente da onda, tão à frente que ainda não existem normas. Prefiro apostar na variedade do que estar preocupado com a variabilidade.)
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Businesses today have to be both exploitative and explorative, at once.
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But, it's not easy. The two phases demand hugely different approaches across all aspects of a business. Businesses in the exploitative phase find it incredibly difficult to value exploration; their people, processes and structure are often designed to eliminate all variance and unpredictability.
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Disruptors centre themselves around consumer needs, they are optimised for exploration and have an incredible knack of turning the incumbents' perceived advantages into their Achilles' heals. (Moi ici: Recordar "O mundo de Golias a esboroar-se") Disruptors frequently reveal the direction in which industries are headed.
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We are all trained to analyse a market's incumbents—after all, their demise attracts more attention than the rise of the disruptor and they're easier to find and benchmark. But in order to build a business's muscles to explore and simultaneously exploit, watching disruptors in action, regardless of their size or industry, is key to any business's long-term success."

Trechos retirados de "How to turn a competitor's advantage into a weakness"

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