"The present level of uncertainty is such that many leaders consider it an impediment to spending and investment. In such times it is tempting to scale back and play it safe, but strategic leaders stay focused on the future, wary of curtailing investments and plans needed to win the long game.Algo que devia preocupar os empresários das PME, o alerta para a evolução do contexto externo, a disponibilidade para ter de mudar de estratégia, para ter de alterar o modelo de negócio, para ter de ver o mundo de forma diferente... recordar este senhor:
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“If you don’t invest in the future and don’t plan for the future, there won’t be one.” Although uncertainty need not impede investment, and entrepreneurs routinely exploit uncertainty, it still tends to paralyze many leaders and companies. There is an abundance of excellent operations managers in companies around the world, but there is an acute shortage of leaders who can think and act trategically when confronted with volatility, uncertainty, complexity, and ambiguity - that is, the world of VUCA.
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When times are stable, meaning that economic, political, social, and technological forces are reasonably predictable, leaders can formulate a straightforward plan to help execute a strategy. Their challenge in such cases is twofold: setting the right strategy and then delivering the desired results efficiently. Of these, execution will receive the most attention since the strategy is clear and stable—akin to the way a conductor executes a score in orchestral music. In a stable environment, the ability to execute consistently on a quarterly or annual basis can make a good leader great and widely admired. In times of volatility, however, the right strategy can quickly become the wrong strategy, and even flawless execution will not help. The game will have shifted from classical music to jazz, since improvisation around broadly agreed themes is now called for."
Trechos retirados de "Winning the Long Game - How Strategic Leaders Shape the Future" de Steven Krupp
