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It doesn't have to be right and it doesn't even have to be sensible. It just has to result in your organization being in a happy place in the future. In fact, if it were absolutely right and utterly sensible, your company would probably already be doing it.
It doesn't have to be constructed analytically. It is a holistic story — here is where we would find ourselves playing and how we would see ourselves winning. The only real requirement is that it be a happy, aspirational story. If it isn't happy, it isn't worth being an option in the first place." (Moi ici: viajar até ao futuro desejado e visualizar, e descrever o que vemos)
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"When you have assembled the happy stories/options, you can then begin to deploy the most important question in strategy: what would have to be true? For each individual story, what would have to be true for it to be a terrific choice? Work backward from an attractive possibility to see what would have to be true to make this a feasible and attractive option."
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Um tema difícil descrito de uma forma simples e poderosa por Roger Martin em "Moving from Strategic Planning to Storytelling"
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