O pensamento da tríade

Há anos que escrevo sobre a tríade e o seu modelo mental, por isso, gostei de ler:

"having reviewed and worked with hundreds of strategy plans for some of the world's largest corporations and public and third-sector institutions, we have learned that something is missing. It's striking how similar to one another the strategies look these days. The structure, language, key analysis, evidence, arguments, recommendations - even the typeface of the graphs - are almost identical, whether it is a beverage company, a producer of building materials, a sportswear manufacturer, or a retail chain. It almost seems as if what the company produces doesn't matter as long as it is in markets where the compound annual growth rate is above average, the capital expenditure is decent, the cost structure is on par with the competitors, the capabilities of the organization are leveraged the right way, and the value proposition is clearly defined.
...
Most of these strategies, created with a linear mode of problem solving, aim at getting the maximum growth and profit out of the business through rational and logical analysis. [Moi ici: Recordo aquela expressão sobre o optimismo não documentado] The ideal is to turn strategy work into a rigorous discipline with the use of deductive logic, a well-structured hypothesis, and a thorough collection of evidence and data. Such problem solving has dominated most research and teaching in business schools over the last decades and has formed the guiding principles of many global management consultancies. Slowly but steadily, this mind-set has gained dominance in business culture over the last thirty years. Today it is the unspoken default tool for solving all problems. This linear mind-set borrows its ideals from the hard sciences like physics and math: learn from past examples to create a hypothesis you can test with numbers. As it uses inductive reasoning for its foundation, it is enormously successful at analyzing information extrapolated from a known set of data from the past. Default thinking helps us create efficiencies, optimize resources, balance product portfolios, increase productivity, invest in markets with the shortest and biggest payback, cut operational complexity, and generally get more bang for the buck. In short, it works extraordinarily well when the business challenge demands an increase in the productivity of a system. But what happens when the challenge involves people's behavior? When it comes to cultural shifts, the use of a hypothesis based on past examples will give us a false sense of confidence, sending us astray into unknown waters with the wrong map."

Trechos retirados de "The Moment of Clarity" de Christian Madsbjerg e Mikkel Rasmussen