Culture eats strategy for lunch

Mais um interessante postal de Spinek "Spot The Northwest Flight Attendant" e, é tão fácil a gestão ficar cega a esta realidade.

Estratégia --> Processos críticos --> Actividades críticas --> Funções críticas (parte IV)

Continuado daqui.
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Acerca da comunicação o livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty refere:
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"in many firms employees don't have a clear understanding of strategy or their own role in executing it, but that when they do, shareholder value is enhanced. The simple fact is that the more we can get employees to pay attention to performance feedback, the more effective that feedback is likely to be.
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some of the key attributes or outcomes of workforce communication can be broken down into recognition, understanding, acceptance, and use.
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Recognition. ... all employees are aware of the existence...
Understanding. ... each employee understands the firm strategy, know what his or her role is in executing it, and see a linkage between these behaviors and the firm's measurement processes.
Acceptance. ... help create a sense of urgency in the workforce when important gaps can be identified and prioritized. ...
Use. The ultimate measure of success is that workforce metrics help managers to make better decisions about the workforce. ...
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Since you can't manage what you don't measure, and you can't measure what you don't clearly understand, executing strategy through the workforce requires a clear communication strategy to ensure that the right data reach the workforce. Workforce metrics won't help unless you can get the data into the hands of the people who need them and encourage them to use those data to make better decisions about the workforce. As we've described, employees can't act on measures that they don't see, comprehend, and embrace. All managers - and indeed all employees - have a "theory of the firm" in their heads that helps guide their behavior. Measurement can help ensure that they are all using the same theory of the firm - and also that this is the theory that helps drive strategy execution!"
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Quanto é que as organizações que conhecemos investem na comunicação? Quantas organizações que conhecemos têm a preocupação de comunicar, de situar os seus colaboradores acerca das opções estratégicas e do papel de cada um na sua execução?
Continua.

Estratégia --> Processos críticos --> Actividades críticas --> Funções críticas (parte III)

Ainda do livro "The Workforce Scorecard - Managing Human Capital to Execute Strategy" de Mark Huselid, Brian Becker e Richard Beatty:

"While the primary objective of a publicly held firm is to maximize profit and shareholder value, it is important to recognize that profits are generated through the productive behaviors of employees, consistent with the firm's strategies and operational goals. One way to think about this is that financial results require very specific operational results - which we call workforce success.

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Workforce success is the product of very specific leadership and workforce behaviors.

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Leadership and worforce behaviors are in turn a function of workforce competencies.

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Finally, competencies, behaviors, and results are a function of the firm's culture and mind-set.

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Said differently, mind-set and culture enable competencies; competencies enable the right behaviors; the right behaviors enable workforce success."

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Acerca da cultura e do enquadramento mental dos colaboradores de uma organização os autoress referem algumas verdades conhecidas mas que importa nunca esquecer - será que os colaboradores de uma dada organização estão a par da estratégia e da sua contribuição para ela?

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"Without an understanding of where the firm is to go, how it can measure its progress, and what is in it for members of the firm, little strategy execution will result. To execute its strategy, every member of the firm should understand the firm's business model, the role of the workforce, and that leaders at all levels will be held accountable for financial success, customer success, business process, and workforce success."

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Assim, o passo seguinte é a comunicação.

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Continua.