Fazer escolhas!

Trechos retirados de "Leading with Intellectual Integrity"

"In our work with companies, boards, and government agencies, we see people wrestle with the need to make tough choices - those critical decisions made in service of a relevant strategic goal for which there is no fully satisfactory option and every path seems to demand a trade-off. These are the kinds of decisions for which intellectual integrity is particularly vital.
.
Most people, including experienced executives, don’t like to make choices because it means giving up options. There is a clear temptation to hedge bets, to try to do everything, to attempt to keep all doors open at once by refusing to pick from among existing options or to work to create a better answer.
...
Next come the choices of “Where will we play?” and “How will we win in our chosen markets?” These are the core choices, the heart of any strategy. Choosing where to play means choosing in which markets, for which customers, in which product lines, in which geographies you will compete. Choosing how to win means figuring out how to create a sustainable competitive advantage on a specific playing field. These choices can have integrity only when they fit together consistently; that is, when the how-to-win choice is made in the context of the where-to-play choice.
...
Capabilities are those things you must do exceedingly well in order to deliver on your aspiration, whereto-play, and how-to-win choices.
...
It is important to emphasize that for every brand, these five choices must clearly fit together. As a strategist, you can start anywhere in the choice cascade, but you must make all five choices and they must all be coordinated. This is the truly challenging part of strategy. The choices themselves are not terribly complex or difficult. But integrating them, and refusing to stop thinking until they genuinely reinforce one another, takes true intellectual integrity."