“A question I often get as someone who writes about strategy is whether the concept of strategy, and the long-range implications associated with it, are of any use at all. After all, when competitive advantages are transient and the next big thing is impossible to predict, why put all that effort into defining a point of view about the future?
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That couldn’t be more wrong. In a complex situation, when you want to empower the entire organization to be able to act without direction from the top, having a shared view of what the purpose is and how each participant fits into it is absolutely critical. It is only with a basis of a shared understanding of what we’re all trying to achieve here that distributed action is possible.
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In organizations that don’t have a clarity of strategy and alignment, decisions get made and unmade, resources are spent on things that are not really relevant, people end up confused, and the stage is set for the kind of infighting that contributed to the demise of the Kin. When there is clarity, broad agreement, and even enthusiasm, people can pull together in a common direction.”
Relacionar com o
blitzkrieg e a
complexidade.
“General Stanley McChrystal, the leader in the United States’ fight against Al Qaeda, talks of creating what he calls “shared consciousness” and trust among team members, so that decisions can be made by those closest to the problem, regardless of their seniority."
Trechos retirado de “Seeing Around Corners” de Rita McGrath.
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