sexta-feira, maio 24, 2019

Operacionalizar uma estratégia

Uma estratégia, qualquer que ela seja, não passa de uma ideia. Para que tenha algum impacte numa organização tem de ser traduzida em acção.

Acção significa saber: o que fazer; por quem, até quando, com que recursos.

Ou seja, a estratégia tem de ser operacionalizada em actividades muito concretas, muito específicas.
“1. Selecting existing capabilities that need to be enhanced and/or new capabilities that need to be introduced into the sourcing, operations and selling activities
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2. Identifying enabling practices that will help and support the development of the required capabilities; the practices will affect the structure, systems and culture of the business
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3. Developing specific initiatives to install those practices and to directly build the required capabilities
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4. Moving from initiatives into actions that directly impact the system. These actions must also generate feedback to enable us to track the effects of the changes introduced.
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This last step is critical: if there is no change in what people actually do, the strategy process will have no positive impact on the system.
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A clearly stated competitive strategy can build a coherent collective intention, which can help to integrate the efforts of all the members of the firm.”
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Imagem e trechos retirados de “What's Your Competitive Advantage?” de Paul Raspin

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