Operacionalizar uma estratégia

Uma estratégia, qualquer que ela seja, não passa de uma ideia. Para que tenha algum impacte numa organização tem de ser traduzida em acção.

Acção significa saber: o que fazer; por quem, até quando, com que recursos.

Ou seja, a estratégia tem de ser operacionalizada em actividades muito concretas, muito específicas.

“1. Selecting existing capabilities that need to be enhanced and/or new capabilities that need to be introduced into the sourcing, operations and selling activities
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2. Identifying enabling practices that will help and support the development of the required capabilities; the practices will affect the structure, systems and culture of the business
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3. Developing specific initiatives to install those practices and to directly build the required capabilities
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4. Moving from initiatives into actions that directly impact the system. These actions must also generate feedback to enable us to track the effects of the changes introduced.
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This last step is critical: if there is no change in what people actually do, the strategy process will have no positive impact on the system.
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A clearly stated competitive strategy can build a coherent collective intention, which can help to integrate the efforts of all the members of the firm.”

Recordar:

• BSC numa IPSS (parte VI) (Julho de 2014)
• Transformar uma empresa de forma alinhada com a estratégia (parte VIII) (Agosto de 2018)

Imagem e trechos retirados de “What's Your Competitive Advantage?” de Paul Raspin