Estratégia como um punhado de regras simples

Em vez de ser arrastado para o lado negro da crise, procurar as oportunidades que sempre existem e aparecem.
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Kathleen Eisenhardt e Donald Sull publicaram em Janeiro de 2001, na revista Harvard Business Review o artigo "Strategy as Simple Rules", de onde retirei os seguintes trechos:
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“In traditional strategy, advantage comes from exploiting resources or stable market positions. In strategy as simple rules, by contrast, advantage comes from successfully seizing fleeting opportunities.
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Managers using this strategy pick a small number of strategically significant processes and craft a few simple rules to guide them. The key strategic processes should place the company where the flow of opportunities is swiftest and deepest.
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Like all effective strategies, strategy as simple rules is about being different. But that difference does not arise from tightly linked activity systems or leveraged core competencies, as in traditional strategies. It arises from focusing on key strategic processes and developing simple rules that shape those processes.
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In stable markets, managers can rely on complicated strategies built on detailed predictions of the future. But in complicated, fast-moving markets where significant growth and wealth creation can occur, unpredictability reigns. It makes sense to follow the lead of entrepreneurs and underdogs – seize opportunities in the here and now with a handful of rules and a few key processes. In other words, when business becomes complicated, strategy should be simple.”
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A abordagem proposta é sufcientemente fluida para se adaptar ao fluxo dos acontecimentos. Em vez de pensar num posicionamento a defender, ou de recursos a gerir, pensar em: processos críticos; regras simples e no fluxo de oportunidades a acompanhar.