PORTABILIDADE.NET

Li esse artigo deste professor: Julian Birkinshaw e gostei bastante de alguns ptos que ele colocou. Por isso vou incluir os alguns trechos que mais gostei aqui aqui:

Another lesson from history is that first movers don’t always win in the longer term. For example, online bookselling pioneers Charles Stack and Books.com have long since been left behind by Amazon, which found a way to successfully scale up the market. The same is true of pioneering internet service provider CompuServe and software pioneer Sun – both of which lost out to players that ultimately grabbed far larger market shares.

Pioneirismo não significa muita coisa. Saber fazer e ganhar escala conta mais.

E os ptos abaixo são muito, muito válidos. Principalmente para quem trabalha no ambiente corporativo!

Make the strategy process more agile – Keep the strategy simple, and in a form that can be easily implemented at lower levels of the organization, to enable the business to move with the flow. In a business environment that is in constant flux, the strategic goal must be constantly to gain temporary advantage, through an iterative and flexible process enabled by an alert, agile and innovative organization.

Balance agility with absorption – Agility needs to be balanced with the benefits of business clout, the market presence to be able to respond quickly and effectively to new opportunities. These benefits include the ability of a strong balance sheet to fund expansion into new areas and withstand shocks, and the fostering of multiple relationships with different market players.

Be immersed in the user experience – Like a trader in the stock market, companies need to be immersed in the flow of information. The quality of this information, and the ability to act on it, will be improved if it conforms to what my colleague Don Sull, Professor of Management Practice at London Business School, calls the RUSH principle: real-time, unfiltered, shared and holistic. Companies need to work to remove filters between people on the ground and the top decision makers, to enable them to gather the collective wisdom of the organization.

Rethink the management model – We need to become as innovative in how we work as we are in developing new products and services. The traditional hierarchical management structures of the industrial age are not appropriate in fast-changing markets like mobile broadband. We need to reduce layers of management so the organization can be creative and agile enough to respond quickly to new opportunities wherever they appear.