Intention

"The tricky part is making the leap from seeing to behaving"
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Aqui, Liedtka reforça uma perspectiva normalmente esquecida.
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"Strategic thinking has to involve linking the future image of the organization with the personal choices I make, in my role within the larger system. It also means caring about whether that image materializes, and channeling my efforts accordingly.
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In the strategy field, we have devoted an enormous amount of time to talkking about the "three levels" of stategy: corporate, business, and function. But we've ignored the most important level of all: the personal. Levels one, two, and three, we are told, ask the important questions: "What businesses are we in?" "How do we compete within each business?" and "What does that mean for each functional area?" Level four, I would argue, asks the ultimate question: "What does this mean for me - what is my role in making that other stuff happen?"
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"When that question is answered with clarity and consistency, the image starts to mean more than the laminated plastic aphorism in my wallet or on my office wall. Back that up with structures, information, and reward systems that support it, and meaningful change becomes a real possibility."
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E agora o toque final:
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"I also need to care about the goal. The idea that strategic thinking might have an emotional overtone is shocking, indeed, but remember that we're using the orangutan's test. Caring invokes a new question beyond "What are we doing?" to "Why are we doing it?" When we add caring to seeing, we add intention to image, and we add purpose to plans.
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"Strategic thinking involves translating a high-altitude image into a more personal purpose and investing energy into making the day-to-day choices that supported that purpose."