"when formulating a strategy argument, it is often best to start by stating the conclusion that one is trying to support with the argument."
Relaciono isto com o meu velho concreto versus abstracto. Como conseguimos fazer do que temos uma estratégia vencedora?
"Notice that in stating our conclusion, we did so in the present tense. This may seem somewhat odd at first, because (when we were formulating this argument) we were trying to develop an argument about a future outcome. As a result, some may think that the argument should be stated in the future tense or future perfect tense—this would be more accurate grammatically, and would more appropriately acknowledge the provisional nature of our argument. Nonetheless, we strongly advise formulating strategy arguments in the present tense, for two reasons. First, using the future tense makes the logic itself much more difficult to develop and harder to deal with, and we think little is gained. Second, when using the present tense, our conclusion becomes a concise statement of the future we want to see. In fact, one trick for formulating a strategy is to imagine that one has reached that future state, and then think of the process of formulating the argument in the same way as we approached the strategy identification for Southwest and Walmart. In other words, imagine that you will achieve the same level of success as those companies and have been asked to explain why."[Moi ici: Como não recuar a 2007 e pensar em ""imagine o futuro. Tire a foto do futuro. Não vai para lá... JÁ LÁ ESTÁ! Agora, pinte o quadro.""]
"Strategy formulation should be primarily about forging a logical argument for how the firm will accomplish a desired goal. Clear strategy arguments allow leaders to confidently chart a path through an uncertain future. Developing such arguments forces executives to surface and state their assumptions about the future and helps them to identify what needs to happen for a proposed course of action to succeed.
■ When formulating a strategy, concentrate on the logical validity of the argument: Do the premises necessarily imply the conclusions? Validity is a necessary, but not sufficient, condition for great strategies. Avoid debates about soundness—whether or not the assumptions about the future are accurate predictions. Novel strategies demand more speculation than analyzing an existing strategy and less reliance on established facts.
■ Focusing on validity pays off by surfacing the requirements for success, by being able to identify what needs to happen for the strategy to work. Knowing necessary future conditions allows executives to undertake appropriate actions or investments and monitor important environmental conditions. Identifying the things that have to be true for the strategy to succeed also gives executives insight into how to measure and track progress toward the goal and assess the strategic health of an initiative"
Recordar "Fazer uma excursão até ao Futuro Imaginado"
Trechos retirados de “Arguing for Organizational Advantage” de Sorensen, Jesper B.; Carroll, Glenn R.