sábado, janeiro 12, 2013

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

Parte Iparte II e parte III.
"BOSSES fail for many different reasons. Some are just unlucky. Some are sunk by their lack of ambition. As Alan Lafley and Roger Martin see it, settling for muddling along rather than going all out for victory means that a company “will inevitably fail to make the tough choices and the significant investments that would make winning even a remote possibility.”
Many are brought down by making a strategic error, of which there are six common varieties. There is the Do-It-All strategy, shorthand for failing to make real choices about priorities. The Don Quixote strategy unwisely attacks the company’s strongest competitor first. The Waterloo strategy pursues war on too many fronts at once. The Something-For-Everyone tries to capture every sort of customer at once, rather than prioritising. The Programme-Of-The-Month eschews distinctiveness for whatever strategy is currently fashionable in an industry. The Dreams-That-Never-Come-True strategy never translates ambitious mission statements into clear choices about which markets to compete in and how to win in them."
São as decisões dos humanos que ajudam a fazer a diferença.
"A good strategy has five components, the authors argue, all designed to shorten the odds of success by helping managers make the right choices. The first two are closely intertwined: figuring out what winning looks like (Moi ici: Como eu gosto disto, viajar até ao futuro primeiro e ver e sensoriar o ponto de chegada, como é) and which markets to play in when seeking that victory." (Moi ici: Quem são os clientes-alvo e como fazer batota)

Trechos retirados de "Staying on top"

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