CORPORATE STRATEGY

Quando se pretende dotar uma empresa ou uma organização de uma nova dinâmica de competitividade é importante não descurar a liderança e motivação da equipa de gestão.

Enquadram-se particularmente, neste cenário de mudança, as PME de natureza accionista familiar.

Propomo-nos ajudar a dar voz ou espaço para a nova geração de gestores criando condições de governance para o novo teatro estratégico em que vão viver os sucessores muito diferente do tempo do sucedido ou fundador.

A adequação comportamental da nossa colaboração identifica como áreas prioritárias de intervenção na empresa:

  • Estratégia
  • Vendas e Marketing
  • Liderança e Estrutura Organizacional
  • Processos, Desenvolvimento e Inovação
  • Interim Management

Os objectivos são especificados num plano de acção concreto, que estrutura a visão pessoal e profissional de cada membro da equipa.

Isto garante um grau maior de envolvimento e compromisso com o projecto, na medida em que cria condições para um total alinhamento e focalização nos objectivos da empresa.

Neste desenho é importante que estejam estabelecidos os critérios, as métricas e a mensuração do sucesso do projecto de acompanhamento pela CTF.

Os resultados que observamos de forma regular durante e após a nossa intervenção na organização:

  • Incremento e melhoria na comunicação.
  • Alinhamento balanceado das expectativas
  • Foco na nova forma de trabalhar
  • Responsabilização interequipas
  • Gestores que ‘pensam o negócio' em termos estratégicos
  • Medição e ‘follow-up' de resultados de forma sistemática
  • Cultura de prémio, mérito e reconhecimento do desempenho de excelência

 

Artigos e Papers

Na Revista Pontos de Vista (12Março2016):

"... mudar para a Mudança": http://pontosdevista.pt/2016/03/14/mudar-para-a-mudanca/


Strategy for uncertain times

Dr Yahya Shakweh (with kind permission).

The importance of strategy in steering organizations through uncertain times and market conditions cannot be overemphasized and recent financial crisis proves it. The role of business leaders, board members and Chief Executive Officers CEOs, is fundamental in strategy development and execution and a key contributor to a successful strategy implementation.

The word strategy is attributed to the military as its origin was originally from the Greek word for "army." It describes a plan of action developed to realize a specific goal, bearing in mind the difference between strategy and tactics. Tactics are generally concerned with the manner an engagement is conducted, while strategy deals with how various engagements are interconnected.

Strategy is all about clarity, and if the strategy is not simple, clear and well-understood, it will not be accomplished. It represents the organization's main direction and prime focus and defines the way to get there. It can only be executed if everyone involved knows what is expected of them and their purpose is totally aligned with its direction. Although the strategic vision remains the same, the route to reach the destination may follow different tactics and game plans.

In business, the term strategy is frequently badly and inconsistently defined. Business people involved in formulating the strategy understand it well, whilst the majority others do not, particularly if they are not engaged in its development or strategy is not communicated down to them. Others mix strategy with vision and tactics.

Business strategy can be a real differentiator, often seen as the secret for long-term success and one of the characteristics of leadership. It unites the whole work force, nurtures and develops opportunities and ensures endurance during crises or tough times.

Although business strategy represents a solid and firm company direction, it should not be written in stone. Instead, it should be adaptable to reflect changes in the business environment, whether political, economic, social, technological or legally related. Business leaders must have clear business goals and be flexible and brave to continuously recalibrate their strategy. When times are tough and visibility is not so clear, leaders must have the buoyancy to be pragmatic and adaptable, as in the midst of chaos come huge opportunities.

Unsuccessful companies are those which do not embrace new ideas, broaden their thinking or are totally unaware of changes in their environment. Changing circumstances may necessitate a change in direction and stubbornness and fixed ideas can frequently be the enemy of business leaders.

While one of the main roles of business leaders is to set and communicate vision, mission and strategic objectives, many fail in the execution process as they get sucked into details of day to day tactics. With the "big-picture" view, the leadership is able to view the ever-changing environment and decide on how the organization needs to respond and to steer the organization toward longer-term objectives.

Business strategy is all about developing a viable plan for sustained business growth, possibly diversifying into new markets or cross selling to existing customers. Adequately qualified senior executives tend to have clear views of what their business strategy means. Good strategies are not glossy documents produced to be stacked on shelves to collect dust, but rather to be communicated, executed and monitored.

CEOs, and his direct reports, are expected to champion and drive the process of strategy execution by putting the strategy into action; after all the strategy does not mean anything unless it is fully communicated throughout the organization. Once communicated, the strategy becomes every employee's job.

The strategy can be viewed as the story of how a business plans to develop in the next few years; investments to make, markets to address, products to develop, territories to compete in, partnerships and alliances, etc. A good strategy is simple, clear, credible, motivating and reflects the distinctive features of the business. While strategies may end up looking the same, the brands and the culture of the organizations will be different.

The real test to establish whether a strategy is good or not can be seen during difficult times e.g. global credit crunch, as business leaders are tempted under such conditions to lose their sense of direction and seek ways to cut costs and maintain margins. The leadership's thinking should be focused mainly on the strategy and nothing else. Companies are encouraged to continually health-check their strategy against various potential scenarios.

During changes in the business environment or tough times, the leadership should review its business strategy to assess whether it is still prudent and acceptable to adopt a more flexible approach to the execution process, for example accelerate making an investment or divesting an existing business segment. Business leaders should continuously be working on the company's strategy, since the business environment is changing all the time with lots of threats and lots of emerging opportunities.

Dr Yahya Shakweh

https://www.linkedin.com/today/post/article/20140522092706-6108773-strategy-for-uncertain-times?trk=mp-reader-card