Estratégia e capacidades

"While strategic plans identify what your organization should do differently, [Moi ici: É isto que fazem as iniciativas estratégias que ajudo a construir, como transformar uma empresa no terreno, alinhada com a estratégia] very few provide a roadmap for how to build the skills, knowledge, and processes needed to carry out and sustain the critical changes. But without building these capabilities, it’s very difficult to achieve the results you want.
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Capabilities lie at the heart an organization’s ability to achieve results, [Moi ici: Estão na base do mapa da estratégia, as capacidade em que investimos] so it’s hardly a surprise that different results require different capabilities. [Moi ici: Recordar Bruce Jenner e os salami slicers] But strategic plans often get this simple equation wrong, for one of two reasons.

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First, many strategic planners and senior executives assume that if the strategy is logical, then people will figure out what to do, and don’t build capabilities development into their plans at all.
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At the other extreme, some planners like to be prescriptive and can spend significant resources mapping out in great detail what everyone should do differently. But a “paint by the numbers” approach to strengthening organizational capabilities rarely works. Developing capabilities requires experimentation, trial and error, and iterative learning to figure out what will work in each organization’s unique culture, functional structure, and environment.
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To get started with this approach, think about your company’s own strategy, and what capabilities are critical to achieving results. Then identify opportunities for teams to create or strengthen those capabilities while actually executing some aspect of the strategy. Doing this will ensure that capability development is a real and tangible part of your organization’s growth, instead of a hope or an afterthought."

Trechos retirados de "Your Strategy Won’t Work if You Don’t Identify the New Capabilities You Need"