quarta-feira, novembro 07, 2007

“WHAT DO YOU HAVE TO DO TO GET WHERE YOU WANT TO BE?”

Ainda do livro de Thomas McLaughlin (“Nonprofit Strategic Positioning – Decide Where to Be, Plan What to Do”) este último trecho:

“WHAT DO YOU HAVE TO DO TO GET WHERE YOU WANT TO BE?”

5. Craft a succinct statement of the desired strategic position, and … put into as few words as possible a description of where the organization’s leadership wants to be five years from now with respect to each of those seven elements. This is not just playing with words. A simple one – or two-sentence description of the desired strategic position should play a primary role in educating, guiding, and motivating everyone in the organization for the next several years.
6. Devise a work plan for getting there. This is where you figure our how to bridge the gaps between current strengths and the desired position. It is managements job to figure out ways to capitalize on strengths, build or acquire new strengths, and minimize or mitigate weakness.”

Da leitura deste livro, relativamente às organizações sem fins lucrativos, fica-me a ideia da importância da coerência estratégica... e sobre como a manter, ano após ano, apesar das mudanças de gestão. Fica também a importância de separar a definição do destino, da definição e opção do caminho para lá chegar.




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