Crise E Ti
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![Page 1: Crise E Ti](https://reader033.fdocument.pub/reader033/viewer/2022052910/559bacef1a28ab65358b4716/html5/thumbnails/1.jpg)
� confidencial
Flávio PimentelCorporate Innovation Director
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TI
-
Transformando
Crise
em Oportunidade
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Parecia que tudo estava encaixado certinho...
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...até que sumiu um pedaço...
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Mas alguns pedaços estavam mesmo faltando ou se est á remontando o mapa?
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Em todo caso, o tamanho financeiro é não trivial, e os efeitos colaterais também.
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Por conta disto, cada vez mais está se vivendo um mo mento binário como esse...
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...onde as opções podem ser vá rias...
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...e de opções triviais...
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...podem surgir outras aparentes opções...
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...é um momento de encarar desafios...
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...pois pode ser um momento de oportunidades...
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...um momento para pensar fora da caixa...
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...mas talvez, nem tanto...
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Isto porque a ânsia por inovar...
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...pode não estar se realizando da melhor forma.
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Afinal, inovar não é necessariamentenadar em mares agitados
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According to a recent reportfrom consulting firm Gartner, more companies would turn to outsourcing as they perceive itto be a faster, better, and cheaperbusiness option in times of financial crisis.
"It is not that enterpriseswill stop spending money. They would only change theway they spend money. Theywant to save money,"
The IT outsourcing market in CEE was estimated to be worth almost €3bn in 2008, up by approx. 25% year on year. About 40% of all revenues are generated on the Russian market, followed by Ukraine and Poland.
In its latest report, entitled “IT outsourcing in Central and Eastern Europe 2009. Countries’attractiveness and development forecasts”, PMR envisages that over the next two years the value of the IT outsourcing market will be on the wane. However, its average annual growth rate of 20% will almost double the expected growth rate for the entire IT market .
IBM Offers to Shift Laid-OffWorkers to Lower-WageCountries
Industry watchers say theeconomic downturn presents achance for IT to show its valueto the business .
High-tech has been known to weathereconomic crises better than other
industries due in part to its role as an enabler to businesses .
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Fonte: Abes/IDC
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Estratégia Competitiva
Criação de vantagem competitiva em cada nicho
$
CompetidorMédio
CompetidorDiferenciado
Competidorde Baixo-custo
Competidorcom vantagemdual
Willingness to Pay Supplier opportunity cost
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Estratégia Corporativa
• Que negócios a empresa deve estar, e como gerenciar as diferentes áreas nesta atuação
• Conceitos de Estratégia Corporativa– Gerenciamento de portfólio– Re-estruturação de unidades de negócios– Transferência de skills– Compartilhamento de atividades
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Economia de Produto
- Qualidade e confiança de produto- Valor agregado não diferenciado
horas
$
CustoTotal
VendaTotal
LucroTotal
horas
$CustoTotal
VendaTotal
LucroTotal
- Qualidade e confiança de produto- Valor agregado diferenciado- custo marginal mais suave devido ao menor risco
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É hora de pensar com visõesabertas, mesmo com velhas receitas
Unindo o mundo externo eo interno.
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O mundo e as pessoas
mudaram,
mas
as organizações,
nem tanto.
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As mudanças em modelos de negócios são inevitáveis.
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Inovação
Qualidade
Parceria
Custos
Controle
Valor
Conhecimento
Melhoria
Agilidade
Processos
Distribuição Diferencial
O desafio de criar resultados está em conseguir unir com efetividade.
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Empresas
Colaborativas
Podem
Ser
A
Diferença
Competitiva
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Somos
Globalmente
Inovadores
....em potencial.
Fonte: WEF
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Fonte: WEF
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Macro Economia
- Multinacionais
- Economia interna
- SMB aumentando
Curto e Médio Prazos
- BPM/BI
- Convergent Mobility
- Process Control
SaaS - Dynamic IT - Green IT
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Cada um tem de encontrar o seucaminho, e investir nele.
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Flávio Pimentel
Corporate Innovation Director
MSN: [email protected]
Skype: flaviolp
Mobile: +55 11 9910-0792
Phone: +55 11 2102-4700