Em Junho passado voltei ao tema com:
"Juntando as peças:
- uma organização formula uma estratégia;
- testa essa estratégia - "what would have to be true" para que a estratégia tenha pernas para andar?
- traduz essa estratégia num mapa da estratégia, num balanced scorecard e num conjunto de iniciativas.
Volto ao tema por causa desta reflexão "Finding the Fatal Flaw in Your Strategy" e esta proposta:
"Make a list of the core beliefs that your organization operates under. Don't try to judge them as you list them. Just write down as many of them as you can.Recordo que sigo esta abordagem e aqui:
Rate the importance of each assumption to your business: How important is this belief to the business? Does the assumption affect our existential viability, our future growth, or our current profitability?
Rate the strength of conviction for each of the assumptions. Is it so axiomatic that it's a "religious-level" belief? One level down would be "clinically confident." And then the lowest level of strength would be a "trending belief."
Develop an assumptions barometer: Ask whether each assumption is more solid or fragile today than 5-10 years ago, and why. In doing so, consider key trends affecting your customers, your industry, the world.
Envision and act on alternate scenarios: What are the potential scenarios in which your most strongly held, most consequential assumptions could turn out to be wrong? What would we do differently today if we knew the scenario were true?"