Imaginem a flexibilidade necessária

Imaginem a flexibilidade necessária

"Treat strategy as evergreen. The best companies see strategy less as a plan and more as a direction and agenda of decisions. In effect, a company’s strategy is the sum of decisions it effectively makes and executes over time. This mindset focuses leadership on making near-term decisions with the longer-term destination in mind, but it doesn’t presume that there is only one path from here to there.
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Think of strategy as a portfolio of options, not bonds. The traditional plan-then-do model treats the value of any strategy like a bond. Management forecasts the future coupon payments (or cash flows) associated with various strategies and then selects the one that has the highest discounted value. When volatility is high, however, strategic decisions should be treated more like call options. Leadership decides whether the small up-front investment is worth making as a call on potential profits. As long as the option appears “in the money,” management can continue to invest; the moment the strategy becomes “out of the money,” leadership can stop investing, cut its losses, and move on.
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Create response mechanisms. In a world where the best laid plans can go awry, companies that react quickly and effectively come out on top. Rigorous contingency planning is as important as disciplined action planning. It requires that you identify the most important known unknowns associated with your company’s strategy, specify concrete steps to adjust course if you see an unplanned change in the external environment, and put in place mechanisms to continuously monitor market and competitive conditions.
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Most companies do not take advantage of their opportunities to test and learn. They go for a big bang — and risk a big bust — when a series of smaller, more productive bangs would generate better results.
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Great performance requires great strategy and great execution, but poor execution is often used as an excuse for flawed strategy. Today’s leaders need a new approach to strategy development. They can no longer define a plan over many years and then just do. Success requires identifying the next few steps along a broadly defined strategic path and then learning and refining as you go. This approach makes execution easier and increases the odds of delivering great results."

Trechos retirados de "5 Ways the Best Companies Close the Strategy-Execution Gap"