"Teams need to show hard evidence that a market exists and customers are interested (i.e. desirability), that the required infrastructure can be built and managed (i.e. feasibility), and evidence that the projected revenues and profits are not a fantasy (i.e. viability)."
"There are, however, some things about success that are universally true, priorities and execution being the two most fundamental. These two factors are also the defining difference between those who succeed and those who struggle.Quais são as prioridades da sua empresa? São claras? Estão alinhadas com a estratégia? Estão restritas ao que é mesmo, mesmo essencial?
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Your Priorities Define Your Success.
However you define success, doing so creates an intention to achieve something, to close some perceived gap.
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When you know what you want, you can prioritize what you do with your time and energy, the first being your single, finite, non-renewable resource, and the second being another resource with limits. Without priorities, you can spend your days, weeks, months, and years wasting your time and energy on things that are of no real consequence.
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Priorities provide boundaries. You draw a line in the sand by establishing what is most important, deciding some result is more important than some other outcome, based on what it is that you want and how you define success. When you establish priorities, you cut yourself off from the distraction of all the options available to you, especially those that would move you further away from your goals.
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What priorities provide is the ability to make a plan to achieve the results you want to make up your life. You can’t execute a goal or an outcome. You can only execute your plan to achieve it. Execution is the variable, accounting for much of the difference between those who make their goals and those who struggle.
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Saying yes to what’s most important means saying no to things that are not a priority. When you say yes to the small stuff, you are saying no to bigger things. Those who create their version of success say no to small things, limiting distractions so they can execute their plans.
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In the end, there are only priorities and execution. If you want your version of success, you must decide what is good and right and true for you, establishing your priorities."
"Every organization needs what I call a “hierarchy of purpose.” Without one, it is almost impossible to prioritize effectively.
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Take another real example: a postal service company delivering packages to customers. Like many other postal services, the company has been struggling to survive in an era of increasing competition and digital substitutes. Senior leaders gathered employees together at a series of town hall events where the CEO asked them to focus on two operational priorities: efficiency (reducing delivery times) and customer satisfaction (ensuring customers had a good experience).
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One employee, Mary, got the message. And it worked fine until she was out delivering packages and was met at the door by an elderly man who asked her to come in and talk for a while. Mary’s natural inclination was to spend a little time with the lonely old man. It would be a kind thing to do, and surely it would also increase customer satisfaction. But then she froze. What about efficiency? If she spent even a few minutes chatting with her customer, her delivery times would suffer. What was she meant to do? Thousands of employees at this company were facing similar trade-offs every day."
"Prioridades estratégicasUma boa receita para o stuck-in-the-middle... espero que não liguem a estas declarações ou vão ter problemas.
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Todas as prioridades estratégicas são voltadas para os clientes com foco na criação de valores e no crescimento lucrativo
- Liderança tecnológica (Moi ici: Inovação, R&D, Investigação, estar na crista da onda)
- Serviços excepcionais (Moi ici: Estar próximo do cliente e ser capaz de flexibilidade, resposta rápida, serviço à medida, proximidade, ...)
- Melhorias operacionais contínuas (Moi ici: Eficiência, eficiência, eficiência)
- Vantagem colaborativa" (Moi ici: Co-criação, interacção... como a distinguir de um serviço excepcional?)
"“keep the strategy statement simple.” Rather than a long, often vague document, the company’s strategy should summarize the chosen target customers and the value proposition in one page." (Moi ici: Aqui divirjo um pouco. Sim, deve identificar quem são os clientes-alvo. No entanto, como assumo que é um documento para uso interno, não faz sentido descrever a proposta de valor. A proposta de valor é uma promessa que se faz aos clientes. Privilegio a descrição breve dos factores do mosaico de actividades ou práticas internas em que temos de ser danados de bons, para que a proposta de valor não seja um slogan vazio)
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In my consulting work, I take this idea even further by asking my clients to summarize their strategy in less than 15 words. (Moi ici: Interessante o que este colete de forças revela)
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The 15-word constraint is a test that often reveals a profound lack of alignment among managers. In a 100-page strategy document you can state everything you want, which makes everyone in the organization feel comfortable. (Moi ici: Tão verdadeiro) The trouble is that managers then interpret the 100 pages according to their view and aspiration of the company’s strategy. The result: one planning document, many different strategies.
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All great business strategies can be summarized in a short headline. Easy to understand and communicate, they convey clarity internally and externally to the customer."
"the incoming barrage of information has degraded our ability to create long-term plans, and instead sets us up to react, react, react.
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Urgency is a great motivator, but a flimsy one. The problem with urgency is that no one can remember what’s really important, so we spend too much time and energy on activities that don’t matter.
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Part of reducing present shock is refusing to react. The best practice I’ve come up with is to not react to demands as they come in. Instead, I recognize them, and add them to a running list.
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The moment we enter reaction mode, we’ve surrendered our day to the whims of others"
"David Packard once famously quipped, “More companies die from overeating than starvation.”"Cuidado com tudo ser prioridade.
