Conhecimento é poder. - Revista O Papel

Recommended
reading
I suggest you read the
book Enterprising Nation
with great attention and
reflect about the
application of so much
rich and interesting
principles (principles,
once more) in
our companies.
authorities. Getting the resources is rarely a problem, if
a good planning is prepared.
Complementing this consideration, I like to
mention the Ketan Tripod: Objectives Principles
Power. The evolution of this reasoning shows us that
the “Power” factor has a sophisticate component,
the capital availability. And capital is also power.
However, if the “Principles” factor does not work,
it is useless to have objectives, neither helps to have
the capital, because there will be no power, due to
the lack of conditions for practicing it. Fragility in the
“Principles” topic spoils everything.
PRINCIPLES - CULTURE OF RIGOR
AND DELIVERY CAPACITY
When analyzing the reasons for failure and success
of many events, we clearly notice what we call
presence or absence of the culture of rigor.
We are used to talk about Human Capital as the
solution for many industry problems. When discussing
the matter with Dr. Deise Grisolia, a specialist in this
field, we find a much more sophisticate thought.
What is being pursued is the evolution of the
“Human Capital” concept as human resource
“Intelligence Capital” as a skill for promoting
improvements in work environment “Social
Capital” as a skill for the real team work “Honor
and Delivery Capital” as a skill for seriously meet
commitments and contracts.
The “Principles” factor is naturally linked to this
latter stage of human capital evolution. It is clear
that meeting the commitments is linked to a certain
order between operation and action. Operation
principles prevail. What else is missing
BUILDING THE SUCCESS
During 2010, we had, at the Knowledge Center
(Centro do Conhecimento), located at the Regional
Administration Council of São Paulo (Conselho
Regional de Administração de São Paulo), an
extremely interesting experience. It relates
to attaining the convergence of professional
contributions of engineers, physicists, chemists,
lawyers, administrators, medical doctors,
sociologists, psychoanalysts, psychiatrists and
several other professions, in order to conquer well
defined objectives.
The convergence of multidisciplinary
contributions allowed for amazing results. For
example, an important proposal for improving
the performance of the health sector was born
there and is on its way to become a practical
procedure. What is the basic fundament for this
success It comprises the established objectives,
multidisciplinary convergence, leadership by
shared learning, absence of hierarchy and support
of the status of respect among all. Respect and
confidence: something that cannot miss.
ISRAEL AND THE IMPORTANCE OF WHAT
WAS PRACTICED IN THE KNOWLEDGE CENTER
I had, recently, the opportunity of attending
the lecture of Saul Singer, one of the authors of
the book Enterprising Nation, published by Évora,
where he writes about Israel economic miracle
and what this teaches us. Saul Singer talks
about the capacity of making things happen, the
“Delivery Capacity”, the expression we use in our
speeches. Overcoming challenges, overcoming
lack of resources, high quality innovations, dozens
of Nobel awards, courage, among other matters,
are the spices of history. But the background is
the same phenomenon that we experience in the
Center of Knowledge (Centro do Conhecimento).
We live a historical moment, in which the
“simple entities” of the past became “complex
entities”. Famous sentence attributed to Henry
Ford. “I make cars of any color, as far as they are
black.” Historical moment of the simple. But let´s
remember that when the historical moment became
complex, the portfolio of products of a car maker
had hundreds of options and colors.
Any work proposal, any new product or service
creation may comprise hundreds of variables
which may escape from the understanding of
teams that do not rely on the proposal of the offer
of knowledge multiplicity. When we discussed
this kind of solution of convergence of multiple
knowledges, an objection came up immediately:
the requirement of too much resource, it is too
expensive. Great mistake!
The first characteristic of this type of teamwork
is the speed of response. Time is money. The second
characteristic is the anticipation of problems that
were later discovered; the problems that would
delay the implementation of the proposals and
make the costs higher. We are living the times of
breaking paradigms... •
64 Revista O Papel - junho/june 2011