"Great strategies always go against the grain of accepted wisdom. Markets and organizations have powerful immune systems that erect multiple barriers to implementing them. Leaders who own their strategies are more likely to persevere through such resistance, and prevail. Great strategies take leaders who believe enough in them — and the ideas they depend on — to be willing to fight their own organization and the broader market for however long it takes to realize the strategy."Este trecho fez-me logo relacionar com estes outros:
"The real power of a well-crafted corporate theory [Moi ici: Outra forma de referir a estratégia] becomes evident as companies go shopping for the assets to test their theories. Value creation through markets always comes down to prices paid, and a good corporate theory enables the acquirer to spot bargains that are uniquely discerned or uniquely available to it.Ou seja, se uma estratégia não for ao arrepio do senso comum "toda a gente" verá a oportunidade e, assim, haverá muitos licitadores a quererem adquirir os meios para executar essa estratégia. Então, numa espécie de guerra de licitações num leilão, os meios serão adquiridos a um preço tal que dificilmente se ganhará dinheiro, uma espécie de "winner's curse" (aqui e aqui).
The mark of a well-crafted corporate theory is the uniqueness of the value creating opportunities it reveals. This uniqueness may stem from the uniqueness of the foresight the theory reveals or from the uniqueness of the assets and capabilities a company already possesses."
Trecho inicial retirado de "Why Popular Strategies Always Fade"
Trechos finais retirados de "Beyond competitive advantage : how to solve the puzzle of sustaining growth while creating value" de Todd Zenger.