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

Parte I, parte II, parte III, parte IV, parte V, parte VI e parte VII.
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"How Will You Win?Where to play and how to win are intimately tied, and together they form the very heart of strategy. While where to play is about determining the playing field, how to win is about defining the method by which you will win on that field.
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To determine how to win, an organization must figure out what will enable it to create unique value, and it must decide how it can sustainably deliver that value to customers in way that is distinct from its completion. This is what constitutes competitive advantage - the specific way a firm leverages its advantages to create superior value for a customer and superior returns for the firm. Choosing how to win is about finding and building on sources of competitive advantage.
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There is no checklist from which to select a plausible way to win. Selecting how to win entails matching a firm’s advantages (both existing and potential) against its where-to-play choices.  But determining how to win does begin with a single, crucial choice: will the organization win on the basis of having lower costs than the other players in the industry (like Walmart does in retail, or like M&M/Mars does in confectionary), or on the basis of brand differentiation (like Apple or Starbucks do)."

Escolhas, escolhas e mais escolhas, sem checklist, sem rede, sem recurso ao livro de soluções, sem professor com a resposta certa, sem mensagem bíblica que a suporte... ou é uma decisão de humanos, com a sua história, com o seu passado, com os seus gostos, com as suas experiências, com alguma irracionalidade, ou é uma decisão das circunstâncias, algo que emerge do embate da organização com a realidade, e mais ou menos aceite pelos humanos.


Trecho retirado de "The 5 essential questions at the heart of any winning strategy – Part 2"