2.3 Lição 3: Do foco no produto ao foco no processo

If we simply think about the product and how to enhance it so that we don’t harm the environment, then the result is merely a better versão do que fizemos.

Just concentrating on avoiding harming the environment seemed like too small a step since we—our corporate business group—have set our objective as supporting to the Life of the Processes (allowing, thus, an Economy for Life). Any changes in our organizations’ aims must be approached from the perspective of the Regenerate Life Paradigm. This calls for a shift in perspective from considering people and human activity (production, distribution, and consumption) as distinct from and “doing kind to” the environment to considering them to be a source of life. To accomplish it, we must be able to be seeing systems as alive and distinctive. Humanity and human actions must be taken into account in the dynamics that support the survival of the living organisms in which they’re immersed.

Em segundo lugar, ao mudar nossa perspectiva e nos concentrar nos sistemas ativos dentro de um sistema, paramos de procurar maneiras de melhorar o produto final. Em vez disso, focamos em um procedimento que resulta em uma maior e melhor qualidade de vida. By doing this, we move from a circle to a method that actually improves the system as a whole. What does the term “value” mean here? The topic at hand is considerably dissimilar from a value-added product. We perceive value as a contribution to life, a means of empowering the system to regenerate life itself, because we are not concentrating on the goods but rather on the systemic implications. Can you distinguish between this level of impact and the level of sysTem manutenção ou restauração? Do nosso ponto de vista, aumentar o valor implica desenvolver e utilizar processos transformadores que fornecem ofertas exclusivas aos clientes.

Os processos de agregação de valor são descritos na figura a seguir:

Essa imagem nos ajuda a entender que os processos transformacionais começam com o sourcing (materiais ou ideias), passam por vários estágios de transformação para fabricar bens, depois incorporam essas operações em todo o ciclo de vida de todas as partes interessadas e, finalmente, entram em uma fase em que novos estados de vida podem surgir. Esta última fase oferece a chance de regeneração completa. Uma nova etapa de abastecimento que inclua o conhecimento e a experiência dos estágios anteriores pode começar após o estágio de regeneração. In order to restore life, the goal of transformational processes is to provide the entire system the ability to evolve. This forces us to view the process as a continuous loop rather than a static system, which is why spirals as a continuous loop makes more sense than a circle.

The process is depicted in the above figure as it would actually happen. The Integrating stage, however, is where product design should really begin. We can now imagine ourselves in the customer’s position and create a more complete picture of her and her environment. By doing so, we would be able to comprehend what a better quality of life entails for her and what we might build to assist her in bringing about that better life. Right there, we begin the design process; we design with and for life. To truly innovate from and for life, a mindset shift is required. When considering how we are integrating real value to contribute to our customers’ lives and the processes in which they are incorporated, we must identify the finest tangible component or product that can become a driver for their lives to be transformed (both customers and system). Otherwise, we risk deceiving ourselves and others into thinking we care when, in reality, we are only trying to justify the continued production, sale, leasing, or use of a product while minimizing its bad consequences on the environment.