Um artigo interessante que toca em várias ideias que pratico no meu trabalho com as organizações e que há muitos anos descrevo aqui no blogue.
"Step one is to recognize your dependencies, i.e. your key stakeholders. [Moi ici: Desenhar o ecossistema de partes interessadas, um clássico deste blogue] You may think that this will be easy. And in a small business, like a convenience store, it initially is: customers, employees, suppliers, and owners. But then you become aware that some of the employees are also owners, and the complexity grows.
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The trick is to identify stakeholder roles. The same group of stakeholders can occupy more than one role.
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An essential second step, and one that I’ve been guilty of not stressing enough with clients, comes with the word “target.” It’s vitally important to identify your “target customer” before moving forward. [Moi ici: Outro clássico deste blogue, a identificação dos clientes-alvo]
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Isolating the target customer has massive implications, including in other stakeholder groups. ... Your strategic plan can’t be all things to all customers. So, take your time here to clearly define your target customer.
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The third step requires you to work out what your organization wants from each key stakeholder group for your organization to prosper.[Moi ici: Quando pensamos no que é que a nossa organização quer de uma parte interessada isso ajuda-nos a perceber se um segmento em particular faz sentido para o posicionamento da nossa organização]
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The fourth step is to identify what these stakeholder groups want from you. These are the key decision-making criteria that stakeholders use when interacting with your business. For example, these might include the factors influencing the decision to purchase from you (customers), work for you (employees), supply to you (suppliers) or invest in you (shareholders). [Moi ici: Outro clássico deste blogue e a base para a elaboração dos mapas da estratégia]
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Strategy design, your fifth step, involves deciding what your organization’s positions will be on the identified strategic factors for each key stakeholder group. [Moi ici: Desenhar os mapas da estratégia] This is shaped by the objectives you’ve set for your organization and the knowledge you’ve gleaned about your stakeholders’ current and future needs on strategic factors.
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The sixth step is continuous improvement. Recognize that no matter what you decide, there is no certainty in the result once you embark on implementation via an action plan and scorecard.
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Be prepared to adjust. View your strategic as being locked in an intimate tango with your key stakeholders. This dynamic perspective encourages openness, innovation and a preparedness to change."
Trechos retirados de "
6 Steps to Make Your Strategic Plan Really Strategic"
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