"When you look at strategy as a frame of mind to be cultivated, rather than as a plan to be executed, you are far more likely to succeed over the long run. (Moi ici: Um ponto fundamental! O plano é importante porque acreditamos que nos ajudará a cumprir a estratégia, mas o plano é sempre instrumental. Recordo a EKS e a blitzkrieg com a sua liberdade táctica. Por isso, antes de avançar para o mapa da estratégia, gosto de assentar num texto que descreva sucintamente a estratégia e, volto constantemente a ele durante o projecto. Acredito mais na transformação estratégica como um acto de amor e conquista do futuro, do que como um acto analítico e asséptico)
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To Montgomery, a business strategist is not primarily an analyst of position, or of resources; nor is the strategist purely adaptive, responding reactively to the vagaries of fate. He or she is someone who engages in a conversation about the purpose of a company. (Moi ici: Outra excelente metáfora, uma conversa acerca da razão de ser da empresa) The company rises or falls on the quality of that conversation and the way it is used to make decisions about the ongoing work of the enterprise.
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a fundamental question that any company’s leader must ultimately answer: What will this firm be, and why will it matter? This is not a soft, philosophical question. It is a hard-nosed, economic one.
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And a leader can’t consider the question just once and be done with it. That question needs a compelling answer every day of a firm’s existence, an answer that’s relevant as the business evolves, and as markets and customers evolve. To enable that kind of continuous evolution, strategy should never be thought of as a problem that’s been solved and settled. There are occasional dramatic changes, but mostly it’s an evolutionary process, with the CEO at the center. (Moi ici: Daí pensar que quando uma empresa precisa de uma grande transformação estratégica é porque não foi capaz de fazer pequenas mudanças encadeadas ao longo do tempo. Assim, chega um dia em que a des-harmonia entre a empresa e o mercado é tão grande que só com uma profunda transformação estratégica se consegue dar a volta... e ás vezes já é tarde de mais)
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A strategy shouldn’t be only a document, or an occasional exercise. It should be a way of looking at the world, interpreting experience, and thinking about what a company is and why it matters. The formal strategic planning process is only part of it; the deeper responsibility is ongoing and continuous.
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But over time, the economics began to distract people from the leadership aspect of strategy. Before long, strategy at many top business schools was taught by economists focused on theory and analytics. If you do this, how will your competitors respond? How do the structural characteristics of an industry shape competitive behavior? All important issues, to be sure, but gradually strategy became an exercise in getting the analysis right, providing the answer, and letting someone else implement it. That reinforced the idea that strategists were a group with specialized training.
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In working with leaders, I also realized how vitally important creativity is in strategy. It takes the whole brain—intuition and analytic skills—to do it well. But creativity isn’t considered very important in the culture that has grown up around strategy. That has to change.
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A really good strategy doesn’t happen on the margin; it doesn’t simply perpetuate an industry game that is mature and may be decaying.
A really good strategy revitalizes the company, and to do that, you need to assemble a group of people who have the courage to confront business at its roots. You need people who can say, in effect, “Strategy is dead. But long live strategy.”
Trechos retirados de "The Thought Leader Interview: Cynthia Montgomery"
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