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Volto ao artigo da revista Business Strategy Review, publicado em 1999, da autoria de Constantinos Markides, intitulado "Six Principles of Breakthrough Strategy" para enfatizar uma característica das boas estratégias: a clareza:
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"Strategy Involves Making Clear Choices
Having developed a long list of strategic options, the firm has to decide what to actually do. This means that every idea needs to be evaluated and choices made on what to pursue and what not to pursue.
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Choosing is difficult. At the time of choosing nobody knows for sure whether a particular idea will work nor does anybody know if the choices made are really the most appropriate ones. One could reduce the uncertainty at this stage either by evaluating each idea in a rigorous way or by experimenting with the idea in a limited way to see if it works or not. However, it is crucial to understand that uncertainty can be reduced but not eliminated. No matter how much experimentation we carry out and no matter how much thinking goes into it, the time will come when the firm must decide one way or another. Choices have to be made and these choices may turn out to be wrong. Lack of certainty is no excuse for indecision.
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Not only must the firm choose what to do but it must also make clear what it will not do. The worst strategic mistake possible is to choose something but also "keep our options open" by doing other things as well." (Moi ici: receita para acabar atolado no pântano da indefinição do meio-termo)
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"Organizations which say one thing and then do another are those that have failed to make clear choices on what they will do and what they will not do with their strategy."
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Escolher, cortar, deixar de fora, focar, concentrar... tão difícil!
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Por isso é que as crises extremas, as burning-platforms, precipitam as situações e obrigam a tomar decisões com um sentido de urgência.
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