Acerca da estratégia (parte II)

Parte I.
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E voltamos ao artigo de Roger Martin na HBR deste mês. Segue-se uma vertente cara a este blogue:

"Mistaking planning for strategy is a common trap. (Moi ici: Algures vai ser preciso fazer um acto de fé e avançar sem o conforto do excel)
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(Moi ici: O que se segue é tão doentiamente comum) The focus on planning leads seamlessly to cost-based thinking. Costs lend themselves wonderfully to planning, because by and large they are under the control of the company. For the vast majority of costs, the company plays the role of customer. It decides how many employees to hire, how many square feet of real estate to lease, how many machines to procure, how much advertising to air, and so on.
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Costs are comfortable because they can be planned for with relative precision. This is an important and useful exercise. Many companies are damaged or destroyed when they let their costs get out of control. The trouble is that planning-oriented managers tend to apply familiar, comfortable cost-side approaches to the revenue side as well, treating revenue planning as virtually identical to cost planning and as an equal component of the overall plan and budget.
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There’s a simple reason why revenue planning doesn’t have the same desired result as cost planning. For costs, the company makes the decisions. But for revenue, customers are in charge.
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that the predictability of costs is fundamentally different from the predictability of revenue. Planning can’t and won’t make revenue magically appear, and the effort you spend creating revenue plans is a distraction from the strategist’s much harder job: finding ways to acquire and keep customers."

E recordo o Engº Matsumoto e a sua expressão "É preciso tirar a cabeça de dentro do polimerizador". É preciso olhar para os clientes, olhar para fora da empresa...