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"What is very hard is actually doing what you know to be good for you in the long-run, in spite of short-run temptations.
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In the past two-and-a-half decades, I have been trusted to see a large number of strategic plans from a wide variety of professional firms around the world, including direct competitors. What is immediately noteworthy is how similar (if not identical) they all are.
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This is not because anyone is being stupid, but because everyone is smart. Every competitor is smart enough to analyze the market and spot which sectors are growing and which are in decline. Few competitors get it wrong. Everyone - absolutely everyone - can see which services and products are "hot" and which are becoming commodities.
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What is more, everyone understands the basis of business success: provide outstanding client service, act like team players, provide a good place to work, invest in your future. No sensible firm (or person) would enunciate a strategy that advocated anything else.
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However, just because something is obvious doesn't make it easy. Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do.
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Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do.
...
We know what to do, we know why we should do it, and we know how to do it. Yet most businesses and individuals don't do what's good for them.
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The rewards (and pleasure) are in the future; the disruption, discomfort and discipline needed to get there are immediate.
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The necessary outcome of strategic planning is not analytical insight but resolve."
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Este último ponto "is not analytical insight but resolve" é fundamental... é, por vezes, desesperante, como reflectimos aqui: "O sentido da urgência", "Instilar um sentido de urgência!" e "Procrastinação e falta de sentido de urgência".
...
In the past two-and-a-half decades, I have been trusted to see a large number of strategic plans from a wide variety of professional firms around the world, including direct competitors. What is immediately noteworthy is how similar (if not identical) they all are.
.
This is not because anyone is being stupid, but because everyone is smart. Every competitor is smart enough to analyze the market and spot which sectors are growing and which are in decline. Few competitors get it wrong. Everyone - absolutely everyone - can see which services and products are "hot" and which are becoming commodities.
.
What is more, everyone understands the basis of business success: provide outstanding client service, act like team players, provide a good place to work, invest in your future. No sensible firm (or person) would enunciate a strategy that advocated anything else.
...
However, just because something is obvious doesn't make it easy. Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do.
...
Real strategy lies not in figuring out what to do, but in devising ways to ensure that, compared to others, we actually do more of what everybody knows they should do.
...
We know what to do, we know why we should do it, and we know how to do it. Yet most businesses and individuals don't do what's good for them.
...
The rewards (and pleasure) are in the future; the disruption, discomfort and discipline needed to get there are immediate.
...
The necessary outcome of strategic planning is not analytical insight but resolve."
.
Este último ponto "is not analytical insight but resolve" é fundamental... é, por vezes, desesperante, como reflectimos aqui: "O sentido da urgência", "Instilar um sentido de urgência!" e "Procrastinação e falta de sentido de urgência".
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Em linha com um artigo de Junho de 2008 da Harvard Business Review "The Secrets to Successful Strategy Execution":
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"Employees at three out of every five companies rated their organization weak at execution—that is, when asked if they agreed with the statement “Important strategic and operational decisions are quickly translated into action,” the majority answered no.
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Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest. In our work helping more than 250 companies learn to execute more effectively, we’ve identified four fundamental building blocks executives can use to influence those actions—clarifying decision rights, designing information flows, aligning motivators, and making changes to structure.)"
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Execution is the result of thousands of decisions made every day by employees acting according to the information they have and their own self-interest. In our work helping more than 250 companies learn to execute more effectively, we’ve identified four fundamental building blocks executives can use to influence those actions—clarifying decision rights, designing information flows, aligning motivators, and making changes to structure.)"
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