"The traditional toolkit of strategy is analytical; business schools teach strategists to ground their thinking on data. Management consultants educated in this way begin strategy projects with an “as-is” analysis, digging deep into the world to better understand it. This might consist of an industry analysis to understand market dynamics, a value chain and profit pool analysis to see where value is being created and captured, and competitive analysis to better understand the direct and indirect competition in a given market. Management consultants review customer data, seeking to understand spending patterns, needs, wants and behaviors, and use those insights to segment the market into more attractive and less attractive customer groups.
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Having done this analysis, and gained an understanding of the world as it is today, management consultants then look for opportunities for their clients to compete.
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Designers do not see the world as a fixed canvas. They are an optimistic bunch, who see the world as a range of possibilities that can be crafted and bent to our will. Design consultants begin a project by looking for inspiration that will drive their thinking and ideation about the world as it should be. Inspiration can come from within an industry or outside of it. Sometimes a societal trend will trigger an idea. Or it could be driven by ethnographic research observing potential customers. At this stage in the process, design consultants gleefully dance over the “as-is” state, as they generate lots of ideas of the “should-be” state. Only when this creative, generative phase is completed do we bring out the analytical tools to evaluate the ideas. Is there a market and business model that will support this idea? Does the client have the right assets and capabilities to deliver this value proposition? Is the technology required to implement this idea mature enough? How will this idea change an industry dynamics or competitive set? Traditional strategy tools are used to evaluate the ideas to get a sense of what we need to do in order to make them real.
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As a strategist in a design consultancy, I am clearly a convert to strategy as a creative act.
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it is true that analytical approaches work extremely well for cost optimization problems. But to enhance revenue and to grow—either through new offerings or new forms of customer experience—creative approaches work better. If you want to do something that is truly new, to create value in a way that has never been done before, to lead rather than follow, and to reframe customer expectations, you need the tools of design. Some management consultants understand this, and are experimenting with design."
Acredito, sobretudo ao trabalhar com PME, numa abordagem criativa com restrições, com constrangimentos. A metáfora que me vem à cabeça é a de MacGyver. O que faz MacGyver metido em mais uma embrulhada? Não sonha com o que não tem, olha para o que tem à mão e inventa uma hipótese de saída com isso. Depois, é implementa-la, mas sempre atento ao feedback da procura para iterar se for caso disso.
Olhar para o que se tem à mão de forma criativa, é olhar para o seu ADN e procurar o tal "twist" necessário para ver o que os outros ainda não viram.
Trechos retirados de "Strategy as a Creative Act II: The Limits to Management Consulting"
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