O papel da gestão de topo (parte I)

"What is the unique work of CEOs—work that only they can do and that they must do? Over time I’ve come to see the power in Drucker’s words about linking the outside to the inside.
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The CEO alone experiences the meaningful outside at an enterprise level and is responsible for understanding it, interpreting it, advocating for it, and presenting it so that the company can respond in a way that enables sustainable (Moi ici: Logo, quando um gestor, em vez de encarar de frente a realidade, opta pela saída fácil de pedir ajuda ao poder, de gritar pelo proteccionismo... the company is doomed!!! ) sales, profit, and total shareholder return (TSR) growth.
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It’s a job that only CEOs can do because everybody else in the organization is focused much more narrowly and, for the most part, in one direction: Salespeople are externally focused; just about everyone else is inwardly focused. Integrating the outside and the inside is hard; it’s far easier to pick one. The CEO can see opportunities that others don’t see and, as the one person whose boss isn’t another company employee, make the judgments and the tough calls others are unable to make. The CEO is the only one held accountable for the performance and results of the company—according not just to its own goals but also to the measures and standards of diverse and often competing external stakeholders.
And it’s a job that CEOs must do because without the outside, there is no inside.
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But if linking the outside to the inside is the role of the CEO, what is the actual work? I think it comes down to four fundamental tasks, drawn from Drucker’s observations:
1. Defining and interpreting the meaningful outside
2. Answering, time and again, the two-part question, What business are we in and what business are we not in?
3. Balancing sufficient yield in the present with necessary investment in the future
4. Shaping the values and standards of the organization
The simplicity and clarity of these tasks is their strength, but their simplicity is also deceptive, because the work is more demanding than an observer might suspect. The challenge is to resist getting pulled into other work that is not the unique responsibility of the CEO.
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(Moi ici: E agora, à atenção da malta da Centromarca, de nada vale ladrar e atacar os donos das prateleiras) Although the consumer is clearly P&G’s most critical external stakeholder, others are important as well: retail customers, suppliers, and, of course, investors and shareholders.
Over the past decade we have dramatically changed how we work with retail customers and suppliers, both of which help P&G deliver on its purpose. For too long these relationships were transactional—a series of win-lose negotiations. Beginning in 2000 we tried to make them win-win partnerships.
We focused on common business purposes and goals, on joint business plans, and, most important, on joint value creation. These are not soft-sell, feel-good relationships. They are based on hard-nosed sales-, profit-, and cashbuilding action plans, reviewed quarterly and annually, for which leaders from both sides are held accountable. Our joint business plans are effective because they put the consumer front and center—they deliver better value to shoppers in retailers’ stores."
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Trechos retirados de "What Only the CEO Can Do" publicado pela HBR em Maio de 2009