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Internacionalização

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broader stakeholder engagement; they need be ambidex- Secondly, the strategy process needs to be accele-
trous and optimise the core business whilst exploring new rated. Strategy Design needs to become a dynamic
horizons and balance an incremental approach with more process, and it needs to deliver outcomes quicker.
radical ideas; they need to balance the for sensible risk e strategy process needs to incorporate the best
with a desire for speed; and accept uncertainty as certain; elements of design thinking, systems innovation, and
they need to pro-actively prepare for new scenarios; and agile techniques. To use sprints and labs. It needs to
work across and within new eco-systems; and nally they be more inclusive, embrace redundancy, and accept an
need to accept a lack of permanence and look to identify 80:20 pareto outcome.
and exploit transient opportunities.
irdly, time to value needs to be shortened. e stra-
And the old paradigms of longer term strategic planning tegic realisation phase needs to be more agile and experi-
are no longer valid. It is not possible to plan with a de- mental. e strategic portfolio needs to be more uid so
gree of certainty and strategic choices need to be made that failures can be faster and new ideas can be fast-tra-
based upon an acceptance that they could be wrong, but cked quicker. Discovery needs to be continuous. More
they are, at least, the best that you can make with limi- emphasis needs to be placed on realisation options and
ted, complex and ambiguous information. trade-o s based upon a clear understanding of what is
your core capability; what should we out-source, buy-in,
Because of this, four things need to be done di erently: with whom should we partner, who could we acquire,
how can we streamline core operations? How can we
Re!nventing Strategy challenge embedded ways of working?
Firstly, the entirety of the strategy process needs to And fourthly, the notion that a Strategy can be execu-
be managed as an integrated whole; not as separate ted needs to be challenged. Rather, the whole notion of
disciplines such as Design or Execution or Performance delivering a Strategy needs to be turned upon its head.
Management; not as separate organisational silos such It is actually your Strategic Vision that needs to be
as innovation or venturing. All elements should be ma- realised and your strategy is your way of best realising
naged in an end-to-end integrated framework so that that. It is a means to an end, not the end in itself. And,
Design naturally ows from a consideration of Purpose therefore, it should be constantly reviewed, examined
& Vision and Execution naturally follows the process and improved as necessary, so that the Vision is reached
of strategic choice. And the philosophy underpinning rather than the Strategy being executed and strategy be-
each step needs to be coherent and consistent. comes a continuous journey.

62 Nº 155 - Abril, Maio e Junho de 2023