A empresa criou um plano estratégico para 2018-2022. O plano lista os eixos estratégicos que permitirão atingir os resultados pretendidos no final de 2022. Entretanto, como eles dizem:
"De 20 trimestres já passaram dois e nós ainda não implementamos nada!"Identificou-se o principal obstáculo à implementação do tal eixo estratégico e começaram-se a gerar ideias sobre como o ultrapassar. No final da sessão, decidiu-se que ideias mereciam ser trabalhadas, por quem e até quando. Trabalho de casa até ao próximo dia 14!
À noite apanho este artigo "How Chris Froome won Giro d'Italia thanks to 'spectacular' stage 19 victory". Eu que sou um fã de Froome e do Tour, eu que assisti em directo via computador ao feito de Froome:
Merci @lequipe pour me me laisser voire/ecouter cette course de Froome— Carlos P da Cruz (@ccz1) May 25, 2018
Froome épico e histórico— Carlos P da Cruz (@ccz1) May 25, 2018
Primeiro tópico:
"It was one of those great scenarios where you could say, let's throw the kitchen sink at it and see what happens. There was a real sense of, let's nail this. And then, let's get forensic on the planning.""Let's get forensic on the planning" - excelente!!!
Segundo tópico:
Já em mais do que um texto li sobre a técnica britânica no ciclismo, que fez do Reino Unido um papa-medalhas olímpicas. Definem o objectivo global e, depois, procuram todas as partes que contribuem para esse objectivo, para actuar sobre elas.
"DB: "We recognised that to pull it off, you would have to fuel it. The body can only absorb 90 grams of carbs an hour. If you're using more than that, you're going to run out pretty fast.Um relato fantástico!!!
.
"So it was mission critical that Chris had to get 90g of carbs every hour. But when you looked at where that would be in the race, you realised it wasn't always going to be practical to eat three rice cakes in an hour, or three gels. If you are riding hard up a climb or going flat out on a descent, it's not possible.
.
"Tim divided the stage into segments - the first 90 minutes, then the transition into the first climb, the climb itself. Then he translated all that into the wattage Chris would be producing in each section, and the carbs Chris would need to do that. And then we put that into a nutritional strategy.
.
"Each water bottle weighs 500g. We obsess over losing 30g from a bike. On this hour-long climb of the Finestre, which could be the decisive moment of the entire race, was it worth carrying an extra 500g up this possibly pivotal climb? But if you didn't, if he didn't hydrate, there was a very real risk he could blow.
.
"OK, Let's get a feed at 10-minute intervals on that climb, so Chris can carry minimal food and water.
.
"We told Rod the plan. Any chance? His face dropped.
.
"He came back. 'We can do it, but we're going to need everybody in the team - press officers, mechanics, security guy, me. That's the only way it can work.' Then we thought, some of these guys have never given a bottle to a moving rider before. So we would have to move around.
.
"Rod did the logistics of that. James worked out what Chris should eat, when and where. Tim did the calculations about energy expenditure and where. And then we got the riders together and said, this is what we're going to try to do."
Como é que a sua empresa planeia os seus objectivos, eixos estratégicos e mergulha no detalhe do plano de acção?
