"It’s astounding how many companies produce a financial plan, customer segmentation document, or financial forecast when you ask to see their strategy. Mission, vision, and values statements are other common stand-ins. But although all of these things are important, they aren’t a strategy, and they’re insufficient for defining who a company is to its market, relative to its competitive set. Worst of all, these companies let their identity be formed by whichever customers buy the most product. Executives in midcaps sometimes think their companies are too small to do in-depth strategy work — but they think this at their peril."Trecho retirado de "Midsize Companies Shouldn’t Confuse Growth with Scaling"