"Strategy works because people want to align their decisions with others when uncertainty is large.
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An uninformed strategy promotes an internal alignment at the cost of a considerable loss of external alignment
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Without any strategy, the organization does relatively well on external alignment, but no better than random on internal alignment. With the optimal strategy bet, things switch to the other extreme: the organization does well on internal alignment, but no better than random or external alignment.
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Uncertainty drives the need for strategy: (Moi ici: E o que é que tem crescido os últimos tempos?) absent uncertainty, everyone knows the optimal decisions so that there seems to be no role for strategy.
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Uncertainty makes it hard to choose the right decision, but because uncertainty makes it hard to anticipate others and thus to align with their actions.
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Uncertainty makes strategy valuable, but only when combined with a high level of interaction, which shows that the relevant effect of initial/public uncertainty is not to make it hard to find the correct decision but to make it hard to predict what others will do and thus to coordinate with them
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The role of strategy is then to create common knowledge of the optimal action, which then becomes a focal point for more responsive coordination.
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Strategy can help to create change by creating common knowledge of an alternative optimum."
Trechos retirados de "A Theory of Explicitly Formulated Strategy" de Eric Van den Steen.
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