Acerca da formulação da estratégia (parte II)

A propósito do postal "Acerca da formulação da estratégia", no Facebook perguntaram-me:

"E será que o líder aprecia essa interacção toda?"

Pois, há uma questão prévia: o líder tem skin-in-the-game?
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Admitamos que sim, admitamos que tem tudo a ganhar com o sucesso da sua empresa. Então, talvez faça sentido ler "Strategy and the Strategist: How it Matters Who Develops the Strategy" de Eric Van den Steen" e reflectir sobre as suas implicações.

"In some sense, the paper thus explains why strategy is the quintessential responsibility of the CEO. Moreover, it shows that the optimal strategy should depend on who is CEO. It then turns that question around and studies strategy as a tool for exerting leadership, asking when the set of strategic decisions are exactly the decisions a CEO should control to give effective guidance. It finally shows how a CEO’s vision, in the sense of a strong belief, about strategic decisions makes it more likely that the CEO will propose a strategy and that that strategy will be implemented. But strong vision about the wrong decisions, such as subordinate or others’ decisions, may be detrimental to strategy and its implementation."

E nas conclusões:

"This paper explored how strategy and the strategist interact in a world with open disagreement.
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This paper first derived two mechanisms – different from the existing biased-perception explanation – for why a strategist’s background and position would systematically affect her strategy. First, a strategist is more likely to build her strategy around choices about which she is very confident (than around decisions about which she has doubts). Second, a strategy built around decisions that the strategist controls is more credible.
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Having established that the strategy will be systematically influenced by the person who formulates it, I then studied why it matters that it is the CEO or a central decision maker (rather than some smart analyst) who formulates the strategy. On this issue, the paper showed that an outsider-strategist may be forced into a trade-off between the quality of strategy and the likelihood of implementation and that involvement of the central decision maker in strategy formulation improved strategy implementation, thus establishing an important link between formulation and implementation.
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Turning this issue (why the CEO should formulate the strategy) around, I also showed that – in order to provide effective leadership – a strategist should optimally control (directly or indirectly) decisions that are both strategic and controversial. This result reflects a broader theme that open disagreement is a key driver of the link between strategy and leadership.
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I finally turn from structural to personal characteristics and investigate the role of vision (in the sense of strong beliefs about the right course of action) in strategy. I show that vision about strategic decisions can provide a commitment that improves implementation. A strategist with appropriate vision is more likely to propose a strategy and also more likely to get her strategy implemented."