"pensar no que poderia ser"

Algumas pepitas interessantes:

"strategy is a problem-solving tool. Its job is to overcome a gap between the outcomes we experience and the aspirations we hold. [Moi ici: Quando se está preso da rotina, não se levanta a cabeça para pensar no que poderia ser] That gap is a product of the current set of choices that has guided our actions up to this point in time, [Moi ici: Não há acasos, a situação actual é o resultado perfeitamente normal do sistema existente] regardless of whether that set of choices evolved implicitly over time or was the product of an explicit strategy effort.

A new strategy seeks to close the gap by means of a new set of choices. By definition, this needs to be a different set of choices, or it would fail entirely to close the gap that has been produced by the current set of choices. Because strategy is what you do not what you say, that different set of choices need to be manifested in different actions. Otherwise, there is no reason to believe that there will be any progress toward eliminating the gap. To summarize, strategy needs to produce a new set of choices that translates into action and, by doing so, eliminates the problematic gap produced by the existing set of choices.

The heart of strategy is the matched pair of Where-to-Play and How-to-Win (WTP/HTW) choices. There will be no elimination of the problematic gap between outcomes and aspirations without a change in the WTP/HTW pair. You can change one, the other, or both. But if you don’t change them, you haven’t changed your strategy choice.

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What then is the planning activity that follows your strategy choice? You should create a plan comprised of three elements. First, it should specify and communicate the choices that you personally will be making and the timing of those choices (...). Second, it should specify the choices you will be chartering (...). Third, it should specify your own Enabling Management Systems  for following up on the chartered choices to make sure they are being effected and made consistently with your choices. This is why I argue that the wise and thorough chartering of strategy choices is one of the highest-leverage activities for any executive."

Trechos retirados de "From Strategy to Planning - What’s Next After Strategy?"