Por Omar Tabach*
Diferente do que foi defendido no passado, ouso afirmar que a competição entre empresas não se dá apenas entre cadeias de suprimento, mas sim entre ecossistemas de fornecedores e clientes, incluindo serviços, soluções e tecnologias. Digo isto baseado não apenas em teorias, mas em observação do mercado e análises recentes sobre diferentes segmentos do mercado de tecnologia. Isso foi discutido em uma reunião exclusiva e fechada de CIOs de importantes empresas brasileiras, chamada de Headlines, onde se debatiam assuntos relevantes sobre o mercado fornecedor de tecnologia.
Em 2005, Thomas L. Friedman afirmou em seu livro “O Mundo Plano” que a competição estava mudando devido à globalização e a importância da eficiência das cadeias de suprimento, mas não destacou a relevância das alianças estratégicas entre empresas de tecnologia e seus clientes. Hoje, a competição ocorre entre ecossistemas de empresas, onde a escolha de um fornecedor de tecnologia por uma empresa impacta no arranjo competitivo de seu segmento e na relação dos demais players com seus fornecedores.
Ao longo dos últimos anos, notamos que existem três conjuntos de decisões que definem o sucesso de um líder de tecnologia da informação em grandes empresas. A primeira, e mais óbvia, é sua estratégia de tecnologia: a jornada de digitalização, arquitetura de soluções, estratégias de suprimentos, definições de outsourcing x insourcing, focos de inovação, entre outras. Já a segunda e a terceira vão definir o sucesso da execução desta estratégia que são, respectivamente, a escolha de sua equipe interna e a definição de seus parceiros chave de fornecimento de serviços de tecnologia.
Para compreender o desenvolvimento do ecossistema, basta pensar que, quando um banco escolhe um fornecedor de inteligência artificial para a digitalização da jornada do seu cliente, ele muda o arranjo competitivo do mercado, impactando toda a relação entre os outros players do seu segmento e seus fornecedores de inteligência artificial, de um lado para proteção de vantagens competitivas e propriedades intelectuais, e de outro lado para “correr atrás” de novos serviços e melhores experiências proporcionadas aos clientes pelo líder. Da mesma forma, quando uma empresa de varejo ou de bens de consumo seleciona seu parceiro de solução para e-commerce, vemos movimentos semelhantes de rearranjo dos seus concorrentes e sua relação com os fornecedores de tecnologia – seja para seguir o líder ou para se diferenciar.
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Antes da escolha do fornecedor de tecnologia, é fundamental que se tenha claramente qual o objetivo da aquisição e a estratégia de solução. Se a solução vai auferir uma vantagem competitiva ao cliente, o processo de aquisição não poderá ser centrado em preço e escala. Se buscamos inovação, o processo de seleção deve ser aberto, sem RFPs que definam a solução, mas que apresentem o problema a ser resolvido, permitindo que os licitantes possam desenvolver alternativas de solução e mostrar suas competências específicas. A questão de propriedade intelectual e exclusividade também deve fazer parte da estratégia de sourcing. Se estamos falando de uma solução inovadora que se tornará um diferencial competitivo, como a empresa espera que seu fornecedor trate demandas semelhantes de seus concorrentes?
A escolha dos fornecedores de tecnologia, sejam eles de solução, integração ou serviços gerenciados, é complexa e, muitas vezes, de difícil reversão (geralmente, é mais fácil substituir membros de uma equipe do que trocar um fornecedor de tecnologia). Por este motivo, é fundamental que, antes de um processo de contratação, se conheça profundamente as ofertas de mercado, os fornecedores que se destacam em cada nicho de serviços e seus diferenciais. Existem várias formas de se manter atualizado nas ofertas do mercado brasileiro, seja através de publicações de pesquisas de mercado ou de eventos do setor.
Em resumo, a competição entre empresas mudou de cadeias de suprimento para ecossistemas, e a escolha de um fornecedor de tecnologia por uma empresa impacta no arranjo competitivo de seu segmento. O sucesso de um líder de tecnologia depende de três decisões importantes: estratégia de tecnologia, escolha da equipe interna e definição de parceiros de fornecimento de serviços. É imprescindível que o CIO defina as áreas estratégicas nas quais a tecnologia deve oferecer vantagem competitiva e inovação, bem como identificar fornecedores que aportam o conhecimento adequado às demandas de transformação da empresa. De forma análoga, ele deve saber onde não precisa de inovação e precisa de um parceiro que lhe dê eficiência em custos.
*Omar Tabach é sócio-diretor da TGT Consult e professor na Unicamp e ESPM
Fonte: Mondoni Press
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