"a philosophy of becoming"

Um dos últimos sublinhados que fiz no livro "Lead from the Future" de Mark Johnson e Josh Suskewicz foi:

"in an era of relentless change, a company survives and thrives based not on its size or performance at any given time but on its ability to reposition itself to create a new future, and to leverage a purpose-driven mission to that end." 

Entretanto, na semana passada li "How to Avoid Strategy Myopia" de Seth Godin onde sublinhei:

"polishing yesterday’s work isn’t useful if the world is in flux. When we focus on improving the efficiency of our current plan, we inevitably miss the opportunity to develop a new strategy in response to new conditions.

...

"strategy myopia," which prioritizes the urgent, the proven, and the easily measured. It pushes us to execute reliable plans instead of embracing possibility.

...

In part this myopia comes from what we expect from a new strategy. Strategy is not a plan. A plan might come with a guarantee: "If we do this, we win." A strategy, on the other hand, comes with the motto: "This might not work." Strategy is a philosophy of becoming, a chance to create the conditions to enable the change we seek to make in the world.

When the boss demands a strategy that comes with certainty and proof, we're likely to settle for a collection of chores, tasks, and tactics, which is not the same as an elegant, resilient strategy. To do strategy right, we need to lean into possibility."

Interessante, na mesma manhã tinha sublinhado no livro "Lead from the Future": 

"The future will reward clarity,” he says, “but punish certainty" 

Enquanto leio estas coisas, encontro tantas e tantas notícias sobre empresas a fechar, despedimentos, crescimento raquítico... e tanta gente a contar com certezas, a exigir direitos adquiridos. 

Segunda-feira à noite, numa reunião por Zoom, recordei este trecho:

"So who was the winner? What was the best strategy in the end? What Lindgren found was that this is a nonsensical question. In an evolutionary system such as Lindgren's model, there is no single winner, no optimal, no best strategy. Rather, anyone who is alive at a particular point in time, is in effect a winner, because everyone else is dead. To be alive at all, an agent must have a strategy with something going for it, some way of making a living, defending against competitors, and dealing with the vagaries of its environment."

Em tempos de incerteza, leituras como estas deviam lembrar-nos de que a verdadeira força não reside em manter o status quo, terra de zombies, mas sim em buscar a clareza que nos permite visualizar novos horizontes e abraçar a mudança com determinação. Cada desafio é uma oportunidade para nos reinventarmos e respondermos ao novo com propósito e abertura. O futuro pertence a quem tem a audácia de imaginar e construir possibilidades.