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Volto novamente a David Sibbet e ao seu recente livro "Visual Meetings: How Graphics, Sticky Notes & Idea Mapping Can Transform Group Productivity" onde encontrei a esta citação que me ficou gravada na memória:
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"I am conviced from my own experience that it is impossible to do what is called "systems thinking" without visualization.
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When you want to understand anything you can't experience all in one moment, ... then you need to be able to connect different pieces of information experienced at different times. If you want to think about how things connect and are related you will have to make some kind of display."
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Para descrever uma estratégia, um texto não é uma boa ferramenta. As palavras num texto limitam, o texto é objectivo, o texto está fechado... mas a realidade está em evolução permanente, e há medida que se executa uma intenção estratégica vão emergindo novas oportunidades, novas situações, novas combinações que não eram possíveis anteriormente. Como é que um texto as contempla?
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"strategy can be represented as a hierarchical network of elements, or layers, which can become confirmed or redesigned through the journey taken by the organization
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The important characteristic of the strategy map is that it represents strategy as a hierarchical systemic network of interconnected statements of strategic intent. This use of mapping to produce a network provides a range of benefits, including the following:
- It ensures that the final strategic direction is coherent (Moi ici: a coerência das acções é fundamental, para criar, para fazer emergir a sinergia, o mosaico de interacções positivas, que reforçam a direcção e a sustentabilidade da posição. Quem quiser copiar vai ter de fazer muitos sacrifícios e trade-offs e, se calhar, não está preparado para esse salto).
- It breaks down the task of agreeing and monitoring the different action portfolios into manageable chunks. (Moi ici: ver Sibbet)
- It assists those working to deliver strategic actions to appreciate how their contribution relates to the strategic programmes and so to strategies and onwards to the organization’s goals. Understanding ends and means enables staff to become more engaged in the organization’s strategic progress.
- It attains greater leverage through fully appreciating and exploiting the multiple outcomes from each area of effort.
- It provides a focus on the ‘arrows’ – demonstrating that actions are taken to achieve desired outcomes, rather than taken for their own sake."
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"Where it is appropriate to begin to develop action programmes, the strategy map is used to guide action. The aim is to ensure that each strategy is supported by a tear-drop of strategic programmes where any strategic
programme may act in support of more than one strategy, and so be potentially more potent.
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The strategy map as a network therefore provides the basis for analysis of action plans through the exploration of the following:
The potency of actions within the network of causality – that is, those actions that are expected to help in the fulfilment of many strategies or goals.
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The degree to which a set of actions work together as a portfolio and can be used to cluster together responsibilities for delivery.
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Alongside providing insights into the mode of delivery, the degree to which sets of actions work together may give clues as to possible synergies where the combined effect of the proposed actions yields an outcome greater than the sum of the actions.
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Using mapping as the means of capturing and structuring group contributions to strategy not only supports the process of negotiating and agreeing strategic intent and developing action programmes, but also makes possible coherence checks. The first and most superordinate coherency check focuses upon examining the fit between the desired strategic intention (goal system) and the organization’s current and future competencies – formulating the Business Model/Livelihood Scheme."
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Trechos retirados de "Mapping Strategic Knowledge" editado por Anne Sigismund Huff e Mark Jenkins
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Continua
programme may act in support of more than one strategy, and so be potentially more potent.
...
The strategy map as a network therefore provides the basis for analysis of action plans through the exploration of the following:
The potency of actions within the network of causality – that is, those actions that are expected to help in the fulfilment of many strategies or goals.
...
The degree to which a set of actions work together as a portfolio and can be used to cluster together responsibilities for delivery.
...
Alongside providing insights into the mode of delivery, the degree to which sets of actions work together may give clues as to possible synergies where the combined effect of the proposed actions yields an outcome greater than the sum of the actions.
...
Using mapping as the means of capturing and structuring group contributions to strategy not only supports the process of negotiating and agreeing strategic intent and developing action programmes, but also makes possible coherence checks. The first and most superordinate coherency check focuses upon examining the fit between the desired strategic intention (goal system) and the organization’s current and future competencies – formulating the Business Model/Livelihood Scheme."
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Trechos retirados de "Mapping Strategic Knowledge" editado por Anne Sigismund Huff e Mark Jenkins
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Continua
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