Um artigo interessante na MIT Sloan Management Review deste Outono, "Identify Critical Roles to Improve Performance" de Boris Groysberg, Eric Lin, Abhijit Naik, e Sascha L. Schmidt. Em linha com o que aprendemos e desenvolvemos há quase 20 anos na perspectiva dos recursos e infraestruturas do mapa da estratégia de um balanced scorecard.
"Talent can be a source of competitive advantage only if great people are in the most critical roles. Having stars in jobs that aren't critical is just a waste of talent. [Moi ici: Este trecho não sublinhado fez-me recordar o valor da morte, do qual saltei para a monotonia dos Brothers Dawn, Day e Dusk da série Foundation]
It's accepted wisdom in strategy execution that focused application of concentrated strength - identifying, developing, and leveraging critical capabilities - is required for success. Yet until these capabilities are translated into specific roles, with systems in place to ensure that high-quality employees occupy such positions, a strategy is just an intention.
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Every organization or function is similarly likely to have its own underappreciated roles. While the sales team may land the account, it could be the service department that keeps that account renewing each year.
Talent scarcity matters, too.
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In critical roles where exceptional talent is scarce, having performers in such roles is doubly important.
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Moving people through different settings not only gives them a chance to develop and grow, it also enhances the data, allowing more precise measurements of the impact of roles and the people performing them.
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The hallmark of a good strategy is one where the sources of competitive advantage are interlocked with other strategic commitments, making it difficult to copy. Finding key roles and building an organization around those roles may be more defensible than finding hidden stars, since the strategic advantage is tied to how organizations support these roles and develop pipelines to fill them.[Moi ici: O que é isto senão o que faz o empreendedor. Recordar a effectuation. Trabalhar com o que se tem à mão (Bird in Hand Principle)]
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Strategy is about defining how to win - it requires committing to capabilities that are unambiguously the best in class. But no company can be the best at everything; a winning strategy requires focus and a keen awareness of what roles are disproportionately critical - and investing appropriately. Failing to acknowledge this puts the entire strategy at risk. By translating abstract capabilities into concrete jobs, organizations are much better positioned to make their strategies a reality.
Leaders can take a page from the soccer playbook and consider the following lessons for their own organizations: Know your critical roles and where you need to invest. Despite being a less visible role, defenders matter more than other positions for winning soccer games. Insight into where difference-making roles exist should guide attention and investment when it comes to recruiting, developing, and retaining talent. While it is important to know your key contributors, it is just as important to know where you have deficits in critical roles.
Additionally, critical roles may change over time. As the competitive landscape evolves, difference-making positions can also change. Winning consistently requires monitoring not only what the critical roles are but how they might be shifting. [Moi ici: E voltamos ao papel da morte]
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Having insight on critical roles may not only inform your strategy - it may be a source of competitive advantage in itself."
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