Nearly everything I write circles the same question
I write regularly for HSM Management, and for a long time I treated each article as its own separate subject. Reading them together, I notice that nearly all of them circle the same question, even when dressed in different topics.
The question is how companies measure what matters. Most track the result, the number that shows up at the end, and leave unmeasured the chain that produces it. I come back to this when I write about strategy, about innovation, and about artificial intelligence, because underneath it is always the same point. The tool changes, the trend changes, and the way of measuring keeps looking in the wrong place.
I've gathered here the articles that build that argument, organized not by date but by the part of the question each one sheds light on.
Management that looks in the wrong place
Before any technology, there's an older habit. A company learns to watch the financial result and the short term, and starts deciding from there. These articles are about what that costs.
Every year-end, the past re-elects itself in your budget
The strategy you claim is in the deck; the one you have is in the budget. In the quarter when next year's plan gets approved, it's the spreadsheet — not the strategy — that decides what the company becomes.
The quadruple helix of corporate success: why strategy, management, culture and innovation are inseparable
In a world with more tools to innovate than ever, companies stay fragile in the face of change. The cause is usually the disconnect between strategy, management, culture and innovation, treated as separate parts.
A empresa que você construiu foi projetada para um mundo que não existe mais
O custo silencioso de executar, com precisão, uma estratégia desenhada para um cenário que já passou.
When the new tool doesn't change the result
Artificial intelligence arrived as the answer to everything. But a better tool, placed inside the same way of deciding and measuring, delivers little. These articles show the old disease showing up in the topic of the moment.
Sua empresa tem IA, mas continua decidindo como se não tivesse
O gargalo não é a tecnologia, é o organograma e o processo de decisão que não mudaram, e que deixam um sistema capaz preso ao jeito antigo.
O álibi perfeito: a IA não demitiu ninguém
Quando investir em IA vira a forma elegante de não explicar por que a conta não fechou, o discurso da inovação esconde o que ninguém está medindo.
Authority and decision at the front line
Much of what stalls a result isn't in the declared strategy, but in who does, or doesn't, have the power to decide the moment the problem shows up.
O cliente nunca quis um humano. Ele quer que sua dor seja resolvida
O problema do atendimento não é quem responde, humano ou máquina, e sim a falta de autoridade de quem está na ponta para resolver de verdade.
O teatro da inovação que ninguém quer admitir
Lab, hackathon e discurso de mindset não movem o modelo de negócio. A pergunta é o que mudou concretamente, e como isso foi medido.
Reading the world before it reaches you
The financial result only sees what already happened inside the house. It doesn't show what's moving outside, and outside is usually where the next threat to the result is born. These articles are about watching the context in time to react.
Pare de tentar prever o mundo. Construa uma empresa que aguenta vários
A vantagem não está em acertar o próximo choque, e sim em construir uma operação que se adapta sem perder o resultado.
Quando a inteligência fica barata, o seu modelo de negócio entra em risco
O que sustenta a parte mais lucrativa da sua empresa pode se dissolver sem ninguém perceber, quando o que era escasso deixa de ser.
Living Intelligence: the new species of collaborator
Living intelligence, systems that learn and decide like an autonomous organism, is already rewriting the rules of entire industries. The question it forces is how to lead when part of the team isn't made of people.