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"The last thing I’m not nuts about is the popularity of a couple of self-referential frameworks for ‘doing’ strategy. One is ‘emergent strategy’. Henry Mintzberg — one of the finest management scholars of all time — came up with the notion that strategy is more ‘emergent’ than we might like to think. What he observed was that with strategy, companies may think that they’re going to predict and organize the future, but often, when you look backwards, your actual strategy changed and shifted, based on emergent conditions in the marketplace. This is a great insight.Outro texto:
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Unfortunately, some strategic planners have taken it to mean that ‘You shouldn’t bother planning ahead’. That is not what Mintzberg meant, and it is an unhelpful view of the world. What he meant is that the world will forever be emergent, and as a result, waiting until ‘what to do next’ becomes crystal clear is like waiting for Godot. He will never show up. You have to make some choices."
“Your strategy is a hypothesis. Your strategy is about the future. It is a promiseExcerto de: Marc Baaij. “Mapping a Winning Strategy”.
Under uncertainty you cannot provide fully fact-based support for your strategy hypothesis and so educated judgment is critical. There will be performance trade-offs between your strategic options
The success of your strategy depends on the commitment and efforts of your relevant stakeholders. Conflicts of interests, values and perceptions of your stakeholders are inevitable; therefore, you need persuasion and influencing (politics) to align your stakeholders behind your new strategy”
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