De volta ao fundamental

Estes tempos são bons para parar um pouco e reflectir sobre o que é fundamental, para não perder de vista o que realmente conta.
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O artigo "What is strategy and how do you know if you have one?" de Costas Markides, publicado no Verão de 2004, pela Business Strategy Review, é uma boa fonte para reflexão.
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Alguns trechos:
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"A company has to decide on three main issues: who will be its targeted customers and who it will not target; what products or services it will offer its chosen customers and what it will not offer them; and how it will go about achieving all this - what activities it will perform and what activities it will not perform.
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"It is absolutely essential that an organization make clear and explicit choices on these three dimensions because the choices made become the parameters within which people are allowed to operate with autonomy. Without these clear parameters, the end result can be chaos. Seen in another way, it would be foolish and dangerous to allow people to take initiatives without some clear parameters guiding their actions."
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"Not only must a company make clear choices on these parameters, it must also attempt to make choices that are different from the choices its competitors have made. A company will be successful if it chooses a distinctive (that is, different from competitors) strategic position."
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"Choices have to be made and these choices may turn out to be wrong. However, lack of certainty is no excuse for indecision."
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Agora, mais do que nunca é o momento de mirar os clientes-alvo (fazer escolhas), de desenhar uma proposta de valor, de fazer o perfil dos clientes, produtos e processos (fazer escolhas e enunciá-las claramente, para perceber as consequências), e de escolher o que fazer e o que não fazer.