Outra vez: Uma estratégia nunca é eterna

"This leads to Schumpeter's creative destruction. Any strategy, scaled big enough, cannot be sustained, and it will be replaced by a new set of conditions, players, and rules.

In other words: Every successful organization will fail unless it becomes something different before it does."

Nenhuma estratégia de sucesso dura para sempre. Quando uma abordagem se torna dominante, ela desgasta-se e torna-se ineficiente, abrindo espaço para novos modelos e players. A velha poesia de Beinhocker: "Uma estratégia nunca é eterna":

“Likewise, we cannot say any single strategy in the Prisioner’s Dilemma ecology was a winner. .

Lindgren’s model showed that once in a while, a particular strategy would rise up, dominate the game for a while, have its day in the sun, and then inevitably be brought down by some innovative competitor. Sometimes, several strategies shared the limelight, battling for “market share” control of the game board, and then an outsider would come in and bring them all down. During other periods, two strategies working as a symbiotic pair would rise up together – but then if one got into trouble, both collapsed.”

…

“We discovered that there is no one best strategy; rather, the evolutionary process creates an ecosystem of strategies – an ecosystem that changes over time in Schumpeterian gales of creative destruction.”

Ainda esta semana no postal "Quando se esquece a razão de ser..." citamos:

""Well-established companies should ask themselves a simple question, says McGrath: "Who in the company is in the business of looking after its future?

"In most of the companies I work with, it's in between the head of innovation, with no power, and the C-suite, where it isn't taken really seriously. And I think that's a problem.""

Depois, vêm queixar-se dos chineses, dos concorrentes desleais, dos consumidores, dos clientes, do governo, dos trabalhadores ... 

Texto inicial retirado de "What is Strategy" de Seth Godin.