Repensar a estratégia

"What can leaders do before the depth and scope of their companies’ crises come into focus? How can they initiate major transformations proactively? (Moi ici: Quanto mais tarde se decide mudar, quando o modelo de negócio em vigor gripa, ou começa a gripar, menos graus de liberdade se tem, mais o campo das possibilidades se afunila e mais dolorosa a transformação)
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Here are four tests for deciding whether your company is ripe for strategic renewal:
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1. Your profits are dominated by maturing businesses in which you see limited opportunities for growth. (Moi ici: Um mercado de produtos maduros, onde a oferta é superior à procura, onde os preços estão sempre a baixar. A coisa ainda pode dar para viver e pagar as contas mas será sol de pouca dura.)
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Nothing breeds complacency like success, and the right time to be paranoid is when you are at the top of your game.
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2. There is a direct threat to your core source of profits.
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3. The opportunity (or threat) is outside your core markets. (Moi ici: Alguém que vem de fora com um modelo de negócio diferente... em boa verdade nem é nosso concorrente no sentido de que não faz o mesmo que nós. Contudo, os clientes preferem-no)
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4. New ways of making money are a threat to your core capabilities." 

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O Playbook que os autores propõem:

"1. Select growth aspirations that connect with people emotionally.
Renewal needs to be tied to a growth aspiration that connects to the company’s sense of identity — what motivates employees to come to work every day.
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Without a crisis, the emotional energy needs to come from somewhere else. A goal that anticipates success and speaks to the core identity of employees can be more compelling than fear of loss.
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2. Treat strategy as a dialogue as opposed to a ritualistic, document-based planning process.
Turning an aspiration into reality requires going beyond highly formatted planning processes and having tough, fact-based conversations.
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3. Use experiments to explore future possibilities.
Strategic dialogues can help organizations grow new businesses through experimentation.
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4. Engage a leadership community in the work of renewal.
Strategic renewal must be rooted in the senior team’s collective commitment to a transformation agenda. However, successful strategic renewals also need to be broadly based so they can engage managers one or two levels down in the organization. Creating leadership communities around the renewal project allows leaders to learn about the future by doing and win over potential resisters."

Trechos retirados de "The Art of Strategic Renewal"