Planeamento versus pensamento estratégico

Uma boa reflexão de Roger Martin, mais uma. 

"We have things we control, which are called the independent variables. Because we control them, we can conduct experiments in which we vary the independent variables in an attempt to produce desired results on the dependent variable — the variable we don’t control.

...

Customers are the ultimate dependent variable. We don’t control them at all. They make their own decisions. We control all sorts of company assets — people, capital, physical assets, technologies, brands, patents, etc. They are the independent variables. We can utilize them to invest in initiatives of all sorts with the intention of influencing the dependent variable — customer behavior — in the way we want.

I believe that planners do not understand the difference between dependent and independent variables. As a consequence, they don’t think about how their initiatives in combination will compel customers to do the things they wish. Planners are not lacking intelligence. Their initiatives tend to be sensible — or laudable as I have described them. Planners work hard and spend the corporation’s resources at their disposal in an attempt to produce the outcomes they desire. But since they lack an understanding of how independent and dependent variables work, they assume that if they put together enough laudable initiatives, things will work out the way they hope.

...

Strategists, on the other hand, fully understand and appreciate that customers are the ultimate dependent variable. They know that only an artfully integrated set of choices has the chance of compelling customers to act in a fashion that is consistent with the strategist’s aspirations."

Trechos retirados de "How to Compel Customer Action"