domingo, maio 25, 2014

Não é a agilidade que interessa

"We found that 80 percent of the value destruction in the world’s biggest losers was a result of strategic blunders. It wasn’t fallout from natural disasters or major market shifts, but the decisions and actions made and controlled by the companies themselves that got them in the most serious trouble. In other words, companies succeed when they move in the right strategic directions, not when they move opportunistically.
So we started to look at the winners.
We studied them and realized that their greatest strength wasn’t agility—in the sense of always responding quickly to external events. They were proactive, but also very measured and consistent about the big, strategic choices they made.
Five things in particular stood out that made these companies capable and successful. We call them “unconventional acts” because they contradict the assumptions that many businesspeople make about management success:
1. These companies stay true to who they are. You might hypothesize that the most dynamic, agile strategy is the best strategy, but that’s not what these companies followed. They commit to an identity and play the strategy long game...
3. They translate their strategic intent into the everyday. You might think that success is driven by adopting the best practices of a company’s industry or by developing functional excellence, but that’s not their focus. They build the capabilities that matter most and execute relentlessly and flawlessly.
4. They put their culture to work. You’d assume in today’s fast-changing market companies should be able to reorganize on a dime. These enterprises celebrate what is already great about their culture, leveraging their existing behaviors to make themselves more powerful and effective...
If agility is chasing opportunities presented to you by a chaotic market, then agility is not a recipe for success. It’s a guarantee of incoherence and volatile performance. But if you stay true to your identity, aware of your unique strengths and where your capabilities add the most value over time, then you won’t just be agile. You’ll be “smart agile.” Yours will be a truly capable company that will win in the market: today and over time."
Trechos retirados de "Becoming a Capable Company"

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