Unstoppable

Um resumo de "Unstoppable" de Chris Zook

"1. Develop a point of view on impending turbulence in your industry and the speed at which change will happen. The key indicator is the current and expected distribution of profitability across markets, business models, substitutes, and steps in the value chain in your industry. [Moi ici: Ainda na sexta-feira passada, numa sessão de divulgação da estratégia, para os colaboradores de uma PME, usei este esquema para ilustrar o desenvolvimento do ambente competitivo. Verdade que começa ele próprio a ficar desactualizado]

...
2. Evaluate the "state of the core" in your business, focusing particularly on what might happen to your source of competitive differentiation in serving your core customers [Moi ici: E a sua empresa sabe quais são?] in light of the trends identified.
...
3. Identify a first set of options for a new point of arrival given the point of departure that you have just characterized. Strategy under turbulence usually presents a business with a set of discrete, distinct options (versus incremental variations of the same thing).
.
4. X-ray your organization for hidden assets that might create new options, [Moi ici: Esta é a fase em que a minha motivação num projecto dispara e passo-me com a passividade nas empresas, não há tempo a perder. Recordar "Schwerpunkt" e o fogo-no-rabo] refine current options, or improve your ability to implement on those options.
...
5. Refine your set of options based on what you've learned about hidden assets and continue to iterate between steps 3, 4, and 5 until you believe you've fully developed and understood the strategic choices that you face with regard to redefining your core strategy.
.
6. Evaluate the options with clear, agreed-upon criteria: The most important ingredients to such evaluation, we find, are the ability to be truly differentiated in a set of core customers and to protect that position competitively, the ability to add the new capabilities that are required for the redefined strategy, and the organization's ability to implement. Our research shows that companies embarking on a new strategy often need to go through a period of operational restructuring to tighten up the organization and to render it "battle ready" for the pace of change, and the resources required.
.
7. Enter the mobilization phase with full force. ...  Three areas to focus on in particular are: (1) maintaining intensely high levels of clear communication and building consensus all the way to the front lines; (2) establishing a mechanism to measure progress in real time, to learn and to make course corrections; and (3) creating a program office at the center to monitor progress, provide help, and work on problems."