"All executives know that strategy is important. But almost all also find it scary, because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.Continua.
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The natural reaction is to make the challenge less daunting by turning it into a problem that can be solved with tried and tested tools.
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COMFORT TRAP 1: STRATEGIC PLANNINGVirtually every time the word “strategy” is used, it is paired with some form of the word “plan,” as in the process of “strategic planning” or the resulting “strategic plan.” The subtle slide from strategy to planning occurs because planning is a thoroughly doable and comfortable exercise.
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COMFORT TRAP 2: COST-BASED THINKINGThe 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.
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COMFORT TRAP 3: SELF-REFERENTIAL STRATEGY FRAMEWORKSThis trap is perhaps the most insidious, because it can snare even managers who, having successfully avoided the planning and cost traps, are trying to build a real strategy. In identifying and articulating a strategy, most executives adopt one of a number of standard frameworks. Unfortunately, two of the most popular ones can lead the unwary user to design a strategy entirely around what the company can control."
Trechos retirados de "The big lie of strategic planning"
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