Não é um "nice to have"

"Define What Your Strategy Is — And What It Isn’t.
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Good strategy is ultimately about choices: it is as much about what not to do, as what to do. Most organizations don’t lose their way due to a lack of ideas, but by frittering away their focus and attention among thousands of seemingly useful but ultimately draining pursuits. This comes from a lack of clarity around your reason for being in existence, and the inability to draw bold lines separating ‘what will keep us on track’ vs. ‘what will lead us astray’. Next time you help create a big idea, initiative or strategy, do your company a favour and write down what it is, and in even bigger letters, what it isn’t. This includes things that customers or the media may be clamouring for. The effort needed to say no to seemingly legitimate options enforces the strategic discipline of clarifying the unique value your organization brings to people and to the market."

Enquanto lia este trecho senti logo click das peças a encaixarem-se:

A importância de se concretizar o que não se é, para reduzir o perigo da deriva da opinião dos clientes que Alan Klement tão bem relacionou com as causas especiais de Deming e que referi em "Acerca da variabilidade dos clientes".
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Sistematizar o que não se é não é um mero "nice to have" é um verdadeiro must para nos guiar e evitar a deriva que desfoca e torra valor.