A realidade das empresas é bem diferente.
"So, what are these big strategic questions that leaders aren’t spending enough time on or aren’t answering in a sufficiently clear or disciplined way? They are questions about:
- why the organization exists and what its purpose is
- what it offers (and does not offer) its customers, and how and why this offer delivers value to these customers
- what this produces for the business and for shareholders — the critical outcome metrics by which the organization will be judged
- how the people within the organization will behave — toward customers, other stakeholders, and each other
I don’t know many leaders who would say they don’t think these questions are important. But I know lots of leaders who don’t spend enough time answering them, and even more who don’t answer them with sufficient clarity so their people can then get on with delivering the answers.
...
Once you’ve set aside time on a regular basis to wrestle with these questions, how can you come up with the best possible answers — and refine those answers? Here are some tips from those I’ve seen do it well:
- Make choices in the negative.[Moi ici: Recordar "decaedere"] For everything you decide you want (a particular market positioning, an investment in a new product, a new capability or function), articulate what that means you can’t do. This forces you to think through the consequences of choosing these options by thinking about what the trade-offs are for each choice you are making.
- Pretend you have no money. When organizations are strapped for cash, they have to make hard choices about what to spend money on because they don’t have enough. It’s often during such times that leaders describe themselves as at their most strategic. ... So pretend you’re cash-strapped — it will act as the ultimate constraint on your desire to choose everything.
- Talk to the unusual suspects. These could be inside or outside your organization, but whoever they are, choose them because they are likely to disagree with you, challenge you, or tell you something you don’t know."
Trechos retirados de "How Leaders Can Focus on the Big Picture"
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