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A firm's strategic architecture and its overall strategic intent must be grounded in a deep understanding of potential discontinuities, competitor intentions, and evolving customer needs.
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Nevertheless, a firm's strategic intent should represent an ambition that stretches far beyond the current resources and capabilities of the firm. Unfortunately, planning and budgeting criteria often conspire to prevent the company from committing to a goal that lies beyond the range of currently available resources. What is immediately feasible drives out what is ultimately desirable. Let us explain.
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Strategic planning is, in practice, a "feasibility sieve." It is a tool for ensuring that questions of feasibility are fully addressed. Do we have the resources? Is the market ready? Is the net present value positive? These are the concerns of strategic planning. Strategic planning and capital budgeting are, in essence, used to reject goals when the means for achieving those goals are not readily at hand. They require managers to "Be realistic," which is not a bad thing! These are legitimate questions-there are no excuses for poorly thought out, hare-brained strategies-but what happens if a firm tries to push an ambitious ten-year strategic intent through the sieve? It simply won't go through. (Moi ici: Este "ser realista" versus "optimismo documentado" - termo cunhado pelo José Silva do Norteamos.)
Strategic planning is, in practice, a "feasibility sieve." It is a tool for ensuring that questions of feasibility are fully addressed. Do we have the resources? Is the market ready? Is the net present value positive? These are the concerns of strategic planning. Strategic planning and capital budgeting are, in essence, used to reject goals when the means for achieving those goals are not readily at hand. They require managers to "Be realistic," which is not a bad thing! These are legitimate questions-there are no excuses for poorly thought out, hare-brained strategies-but what happens if a firm tries to push an ambitious ten-year strategic intent through the sieve? It simply won't go through. (Moi ici: Este "ser realista" versus "optimismo documentado" - termo cunhado pelo José Silva do Norteamos.)
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When what is feasible drives out what is desirable, an ambitious strategic intent becomes impossible. While politics may be the art of the possible, leadership is the art of making the impossible come true.
Mahatma Gandhi, Martin Luther King, and Abraham Lincoln were leaders first, and politicians second. Similarly, strategic intent must take primacy over the realpolitik of planning. Although strategic planning is billed as a way of becoming more future oriented, most managers admit that their strategic plans reveal more about today's problems than tomorrow's opportunities. Plans seldom do more than project the present forward incrementally. The goal of strategic intent, the implicit task in developing a strategic architecture, is to fold the future back into the present. It forces the organization to ask, "What must we be doing differently today if we want to create this particular future-if we want to reach this particular future destination?" (Moi ici: Começar pelo fim, começar pela viagem ao futuro, para depois actuar no presente)
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“We believe that it is essential for top management to set out an aspiration that creates, by design, a chasm between ambition and resources. An explicit emphasis on the notion of "fit," and the way in which the idea of fit is embedded in strategy tools, often deflects managers from the enormously important task of creating a misfit between resources and ambitions. Of course, at any point in time there must be a loose fit between short-term objectives and near-at-hand resources.”
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“Where fit is achieved by simply paring down ambitions, there will be no spur for such ingenuity and much of the firm's strategic potential will remain dormant. Tests of realism and feasibility must not be prematurely applied. Stretch and the creativity it engenders are the engine and fuel for corporate growth and vitality.”
When what is feasible drives out what is desirable, an ambitious strategic intent becomes impossible. While politics may be the art of the possible, leadership is the art of making the impossible come true.
Mahatma Gandhi, Martin Luther King, and Abraham Lincoln were leaders first, and politicians second. Similarly, strategic intent must take primacy over the realpolitik of planning. Although strategic planning is billed as a way of becoming more future oriented, most managers admit that their strategic plans reveal more about today's problems than tomorrow's opportunities. Plans seldom do more than project the present forward incrementally. The goal of strategic intent, the implicit task in developing a strategic architecture, is to fold the future back into the present. It forces the organization to ask, "What must we be doing differently today if we want to create this particular future-if we want to reach this particular future destination?" (Moi ici: Começar pelo fim, começar pela viagem ao futuro, para depois actuar no presente)
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“We believe that it is essential for top management to set out an aspiration that creates, by design, a chasm between ambition and resources. An explicit emphasis on the notion of "fit," and the way in which the idea of fit is embedded in strategy tools, often deflects managers from the enormously important task of creating a misfit between resources and ambitions. Of course, at any point in time there must be a loose fit between short-term objectives and near-at-hand resources.”
…
“Where fit is achieved by simply paring down ambitions, there will be no spur for such ingenuity and much of the firm's strategic potential will remain dormant. Tests of realism and feasibility must not be prematurely applied. Stretch and the creativity it engenders are the engine and fuel for corporate growth and vitality.”
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Estes trechos de Hamel e Prahalad, retirados de "Competing for the Future" apelam a esticar a corda, a percorrer caminhos desconhecidos, a perder o controlo total... recordo aquela citação da F1, atribuída a muita gente:
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"If everything is under control you're not fast enough."
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Se não entramos "fora de controlo", senão deixamos de ser "realistas" estaremos sempre em terreno conhecido de todos e por todos, com poucas hipóteses de criar valor. Claro que alguns espertos aproveitam-se deste "fora de controlo" para ludibriar as empresas.
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Uma reflexão mais recente sobre este mesmo tema encontra-se aqui:
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"Good things happen when we start before we’re ready. Not only do we open ourselves to the blessings of happy serendipity, but we steal a march on the forces of procrastination, perfectionism, overpreparation, fear and self-doubt.
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One of the quirks of warfare in the desert, where there are no natural defensive barriers like rivers or mountain ranges, is that, once one side gets the other on the run, that “run” can go on for a long time. In this case it was a thousand miles, all because Rommel started before he was ready.
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By the time we’re ready, it’s too late. The moment has passed. Resistance has seen us coming and has marshaled all its forces to lay us low."
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One of the quirks of warfare in the desert, where there are no natural defensive barriers like rivers or mountain ranges, is that, once one side gets the other on the run, that “run” can go on for a long time. In this case it was a thousand miles, all because Rommel started before he was ready.
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By the time we’re ready, it’s too late. The moment has passed. Resistance has seen us coming and has marshaled all its forces to lay us low."
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Nunca me esqueço do europeu de futebol de 1992. Uma selecção tinha ganho no campo o direito a estar presente no evento, a Sérvia. Por causa da política e da guerra foi desqualificada ou suspensa. Assim, à última da hora, sem preparação, com alguns jogadores já em férias, literalmente, foi repescada à pressa a selecção da Dinamarca para substituir a Sérvia e ser campeã da Europa. Depois, quando vemos toda a preparação de algumas selecções... dá que pensar.
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