Para reflexão

Um caso que merece reflexão neste mundo de conglomerados e corporações:

"While a company dealing with a wicked problem has to experiment with many strategies, it must stay true to a sense of purpose. Mission statements are the foundations of strategy, but in a fast-changing world, companies change their “concept of business,” “scope of activities,” or “statement of purpose” more often than they used to. A company’s identity, which serves as a touchstone against which it can evaluate its choices, is often a more enduring statement of strategic intent.
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An organization’s identity, like that of an individual, comprises the following:

• Values. What is fundamentally important to the company?

• Competencies. What does the company do better than others do?

• Aspirations. How does the company envision and measure success?

An identity provides executives with direction and focuses attention on opportunities and threats. For instance, in August 2007, Campbell Soup decided it would sell off the Godiva business. The company didn’t base the decision on financial performance; Godiva is a superpremium chocolate brand and a profitable business. Trouble is, Campbell’s values, competencies, and aspirations focus on nutrition and simplicity - and Godiva chocolates don’t fit in with that self-image. “Although the premium chocolate category is experiencing strong growth and Godiva is well-positioned for the future, the premium chocolate business does not fit with Campbell’s focus on simple meals,” explained Douglas R. Conant, Campbell Soup’s CEO, while announcing the decision. In December 2007, the company reached an agreement to sell Godiva to Yildiz Holding, which owns the Turkish company Ülker Group, for $850 million. By relying on its identity, rather than on financial projections, Campbell made the decision to sell Godiva quickly and painlessly."

Qual a identidade da sua PME?

Trechos retirados de "Strategy as a Wicked Problem"