"All executives know that strategy is important. But almost all also find it scary because it forces them to confront a future they can only guess at. Worse, actually choosing a strategy entails making decisions that explicitly cut off possibilities and options. An executive may well fear that getting those decisions wrong will wreck his or her career.
...
important truth about planning: it is no substitute for strategy. Planning may be an excellent way to cope with fear of the unknown, but fear and discomfort are an essential part of strategy-making. In fact, if you are entirely comfortable with your strategic plan, there's a strong chance it isn't very good. ... You need to be uncomfortable and apprehensive: true strategy is about placing bets and making hard choices. The objective is not to eliminate risk but to increase the odds of success.
In this worldview, managers accept that good strategy is not the product of hours of careful research and modeling that lead to an inevitable and almost perfect conclusion. Instead, it's the result of a simple and quite rough-and-ready process of thinking through what it would take to achieve what you want and then assessing whether it's realistic to try. If executives adopt this definition, then maybe, just maybe, they can keep strategy where it should be: outside the comfort zone of planning."
Trechos retirados de "A New Way to Think" de Roger Martin.
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