Este artigo, "Sharpen your strategy document", chama a atenção para um ponto de vista que partilho, mas que é minoritário.
Recomendo documentos estratégicos curtos, enxutos, directos ao assunto. No entanto, a maioria prefere longas listas pormenorizadas.
"strategy statements are often tasked with taking on super-heavy loads. Too many of them now include the mission statement, the purpose statement, a list of enduring cultural values and commitments to various stakeholders, and even the core goals for the business....It’s time to declutter strategy documents. And my suggestion for doing that is to create two lists: what is going to change and what’s not going to change....Let’s start with what won’t change. Those items shouldn’t be in the strategy document. This category includes all the immutable truths that are part of an organization’s narrative about itself: the purpose and mission statements, its commitment to certain values and priorities, its promises to various stakeholders....Ideally, the new document includes the four elements of a simple and effective framework Dinesh Paliwal, the former CEO of audio entertainment company Harman International Industries, shared with me:
- a concrete summary statement of the outcome you are trying to achieve
- the three or four levers you must pull to achieve that goal
- the headwinds that have to be overcome to achieve that goal
- a scoreboard for measuring progress."
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