"The heart of strategy is a matched pair — a place to compete where a company designs an approach that enables it to win. Sadly, most strategic plans do not do so. Rather, they make lists of initiatives which the company will pursue. You’ve seen the lists: improve cost structure, increase innovation, get closer to customers, rationalize IT systems, etc. Because strategy is seen as a collection of initiatives, often these get referred to as ‘strategies.’ I.e., “We have five strategies. They are a, b, c, d, and e.” No. A company doesn’t have five strategies: it has one. A strategy is an integrated set of choices that positions a company to win.
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Lots of people (bless them!) read Playing to Win and find the five-box strategy cascade compelling. But for many, the instinctive reaction is to simply put their list of initiatives into the How-to-Win (HTW) box and call it a Playing to Win Strategy. In general, the items on the list are truly laudable.[Moi ici: Quantas vezes vejo isto...]
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When you see your strategy development effort producing a list of laudable initiatives, keep pushing the thinking until you have a plausible theory of competitive advantage. Your goal should be loftier than just improving. The goal should be to be become better than anybody else: that is, to win — in your chosen space. And when you get to the point of a plausible theory of winning, do a thorough reality check on your Capabilities and Management Systems so that you can move forward with confidence that your strategy is real and actionable, not just a hope, because hope is not a strategy!"
Trechos retirados de "From Laudable List to How to Really Win"
1 comentário:
Boas!
Não sei onde comentar esta situação, que não tem relação com este post, mas cá vai.
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Gostaria de obter, se fosse possível, a sua visão sobre esta noticia que saiu hoje. Acho que considerará interessante, e terá certamente algo a dizer.
Um sincero bem-haja!
Bruno
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