São as decisões dos humanos que ajudam a fazer a diferença (parte II)

Parte I.
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Se são as decisões dos humanos que ajudam a fazer a diferença, quem são os humanos, dentro de uma empresa, que mais podem afectar o futuro da organização?
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Os teóricos e os académicos, os Spocks, propõem soluções analíticas, não têm relações amorosas com clientes, produtos e fornecedores, não entendem de "arte industrial".
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E, no entanto, apesar das suas soluções, há empresas que conseguem ter sucesso onde eles só viam desastre e ocaso garantido.

"“Eu te bendigo, Pai, Senhor do céu e da terra, porque escondeste estas coisas aos sábios e entendidos e as revelaste aos pequenos." (Mt, 11, 25)

Ás vezes pedem-me, arranje-me um exemplo de BSC para restaurantes ou, arranje-me um exemplo de BSC para escolas.
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Tenho de, com paciência, tentar explicar: Não há um BSC para restaurantes!
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Cada BSC deve ser adaptado à realidade competitiva de cada empresa, cada BSC decorre, deve decorrer, da estratégia formulada pela organização. Só depois de definida uma estratégia é que faz sentido pensar no BSC.
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E não peçam aos teóricos e académicos para definirem as estratégias das empresas, nem deixem os consultores definirem as estratégias.

"“We’ve lost sight of where strategies come from and the distinctive role leaders play in the process,”
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According to Montgomery, the divorce of strategy and leadership was an inadvertent result of academic research that started to take hold in the 1980s and ’90s. The work brought much-needed economic thinking to strategy’s underpinnings. It armed legions of MBAs and strategy consultants with frameworks and techniques to help managers analyze their industries and position their firms for competitive advantage. It also made it very easy for leaders to think of strategy solely as an analytical exercise.
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Montgomery maintains that strategy has been narrowed to a competitive game plan, separate from a firm’s larger sense of purpose. This has led to the eclipse of the leader’s unique role as arbiter and steward of strategy. The exaggerated emphasis on sustainable competitive advantage has drawn attention away from the fact that strategy must be a dynamic tool for guiding the development of a company over time.
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For a leader, becoming a strategist starts with getting clear on why, whether, and to whom your company matters.
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Strategists also must lead the charge in creating organizations that can deliver on their intentions. That means building business models with mutually reinforcing parts. Rich in organizational detail, and anchored on purpose, such systems of value creation “make strategy the animating force in a company,” says Montgomery. “They’re the crucial link between lofty ideas and action.”
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Although a company may change what it makes, the services it provides, the markets it serves, and even its core competencies, its continued existence depends on finding and continuing to find a compelling reason for it to exist."

São as decisões dos humanos que ajudam a fazer a diferença, que podem criar um espaço novo onde os Spocks só viam espaços confinados e espaços condenados.

Trechos retirados de "Why Leaders Stopped Caring About Strategy -- and How They Can Reclaim It"