Cenários e estratégia (parte II)

Parte I.

Já depois de feito o esquema matinal referido na parte I, no Domingo à tarde durante uma caminhada tive oportunidade de reler "Beyond Forecasting: Creating New Strategic Narratives" e sublinhar:

"Our study revealed that future projections are intimately tied to interpretations of the past and the present. Strategy making amid volatility thus involves constructing and reconstructing strategic narratives that reimagine the past and present in ways that allow the organization to explore multiple possible futures."

Comparar com o texto da parte I:

"No esquema, começo (passado) com a indústria portuguesa em 1985, passo pela adesão à CEE, passo pela adesão dos países da Europa de Leste à UE e da China à OMC, continuo pelo reshoring motivado pela rapidez e flexibilidade, chego à actualidade (presente) com a subida dos custos na China e a industrialização massiva na Europa de Leste por estes dias e continuo com os desafios que podem advir (futuro) da evolução actual." 

E continuando a sublinhar:

"we found that strategy making was about constructing new narratives that tie together interpretations of the past, present and future. That is, effective projections of the future must be connected to resonant understandings of the present and past."
...
To develop a new strategic direction for a company during a time of change, managers need to create a strategic narrative that links the company’s past, present and future. Crafting a strategic narrative involves reimagining future possibilities, rethinking the company’s past and reevaluating present concerns."

Continua.