sábado, novembro 18, 2017

Transformar é possível (parte I)

"the days of keeping strategy and execution as separate topics are ending: We need leaders that can create big promises to customers, and help their organizations deliver on those promises.
Starbucks has been able to deliver on its promise because that promise is tightly linked to the company’s distinctive capabilities. The feel of Starbucks stores isn’t created merely by the layout and the décor—it exists because the people behind the counter understand how their work fits into a common purpose, and recognize how to accomplish great things together without needing to follow a script.
a bold vision needs to include both a very ambitious destination and a well-conceived path for execution that will get you there. This is ever more important today, where differentiating your company is so difficult. Differentiation increasingly requires more innovative thinking, and the use of very specific areas of expertise
Leaders who master both strategy and execution start by building a bold but executable strategy. Next, they ensure that the company is investing behind the change. And last, they make sure the entire organization is motivated to go the journey.
Developing a bold but executable strategy starts with making sure leaders have addressed the questions of “What are we great at?” and “What are we able to achieve?” rather than coming up with lofty plans and asking functional and business-unit teams to do their best to execute. Indeed, they spell out the few differentiating capabilities that the company must excel at to realize the strategy.
Ensuring that the company is investing behind the change means that leaders recognize that the budget process is one of the most important tools in closing the strategy-to-execution gap. Cost isn’t an exogenous variable to be managed—it is the investment in doing the most important things well. But rarely are budgets linked closely to the strategy. If your company is merely incrementalizing the budget up or down by a few percentage points, ask yourself whether the investments are really reflective of the most important tasks."
Nuno, isto tem tudo a ver com o desafio de 15/16 de Dezembro. Apresentar um destino ambicioso, conversar abertamente sobre como é viver nesse destino, que resultados obtêm a empresa e os clientes, o que dizem os clientes da empresa, o que dizem os trabalhadores da empresa e do que fazem. Deixar a visão da terra onde corre leite e mel seduzi-los, deixar que contribuam para a descrição de como é essa terra, eles já lá estão, eles já lá vivem, o que vêem, o que fazem, o que sentem? Depois, capturar o gap, a lacuna entre o que ainda somos  e o que queremos ser no futuro desejado para construir o programa de transformação.


Trechos retirados de "How to Excel at Both Strategy and Execution"

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