"Mais vale ser rico e com saúde do que pobre e doentio"

 Mais um excelente artigo de Roger Martin sobre um tema que já não é novo nele e que deu origem ao meu:

"Mais vale ser rico e com saúde do que pobre e doentio"

Recordar:

• Não esquecer os "mas" (Setembro de 2015)
• E estamos reduzidos a estas elites da treta (Novembro de 2013)

"I realized that the single list contained two very different kinds of items. And the distinction revolves around the question that I have written about before: Is the opposite of your choice stupid on its face?

For some on the list, the answer is yes: the opposite is stupid on its face. For example, one item on the list was ‘suitability,’ i.e., the IT solutions need to aim for suitability for the internal users it served. Nobody strives for unsuitability in their IT solutions. That would be stupid.

For some, the answer is no: the opposite is not stupid on its face. And that is demonstrable because other players in the industry make the opposite choice and it doesn’t prevent them from succeeding. For example, another item on the list was ‘modularity.’ Many other players attempt to achieve their desired IT outcomes with systems that are more integrated and not modular at all.

I realized that I could go down the list of items and pretty quickly categorize them as yes-the-opposite-is-stupid or no-the-opposite-is-not-stupid.

So What?

The latter meet my definition of a Strategic Choice. Since the opposite isn’t stupid, it represents a real choice to do something meaningfully different than some or all competitors/peers. The former don’t meet the definition. Does that mean they are unimportant and shouldn’t be mentioned in a strategy document? No. This is what I have come to call an Operating Imperative. Because it is smart and there is no other obvious approach, we will fall behind if we don’t do the positive thing that everybody else is doing.

We make Strategic Choices when we want to gain an advantage over our competitors. That doesn’t happen when we do the same things as competitors. We follow Operating Imperatives when we want to avoid falling behind competitors on a meaningful dimension.

The two require very different thinking approaches.

With respect to Operating Imperatives, this is the domain in which you should be doing rigorous benchmarking to determine best demonstrated practices.

With respect to Strategic Choices, this is indeed where Benchmarking is for Losers, as I have written about before in this series. This is the domain in which you need to focus your bold choice-making. This is where you need to make sure that the opposite of your choice is what your competitors are doing. This is where you are going to get zero help from those who spend their lives figuring out what your competitors are doing and telling you to do the best version of that. In fact, zero is the best you can expect. They are actually most likely to convince you to replicate your best competitor, which is a recipe for losing. These unique choices are going to be the source of your competitive advantage."

Trechos retirados de "Is or Is Not The Opposite Stupid on its Face?"