For Wall

Being thus, Wall and Wall believe that the tactics, that is, the actions, can take the organizations to create other strategies. In such a way, the strategy is born action and not of the planning. One gives credit that this decoy comes in complement to the decoys previous, a time that the organization enxerga the figure of the president as only strategist and the accomplishment of the plan before the action. Soon, the excessively collaborating ones do not have space to infuse new deriving strategies of the actions. That is an error. First why the strategies must be flexible, a time the environment is changeable. Second, therefore the born strategies of the experience and the direct contact with the customer, make possible an efficient alignment of the strategy with the objectives and goals.

Room decoy: The strategy to appear of a insite. A strategy of a company is not created, taking a bath or walking in the park. The strategies to have to be born ‘ ‘ of a combination of experiences and diverse colloquies of pessoas’ ‘. The American writer Peter Vill mentions that, the strategy ‘ ‘ it is an interactive social process, where the task is to learn to use the diverse talentos and available experiences in organizao’ ‘. For Wall and Wall, only one person is not capable to possess as many information and abilities that can substitute the contact and experience of diverse people. In such a way, it can to understand that, the ideas of a group of people, surpass the style of an only person, time that this person loads a philosophy, who for times, has a negative paper, to limit and to hinder new ideas. In a group, each person concentrates attention to aspect. In this direction, each person can contribute to the process, enriching and fomenting new quarrels.

Being thus, the strategies appear of the debate and perfectioning of the ideas in group. In face to the subject, the authors consider a model of strategical development. The model is composed for four stages. The first one corresponds to the planning of the strategy on the basis of the analysis of the environment and objectives and goals to be reached. Subsequentemente, advances it adequacy or alignment of the strategies in elapsing of its implantation, analysis of the environment and the movement of its respective 0 variable. The third stage is evolution of the strategies, or either, after the contact with the environment, the strategies tend to gain greater body and to generate better resulted, therefore now, they are lined up to the environment and the objectives. Finally, the identification of trends and necessities of the market, leading the organization to the new strategies. This model can be considered a cyclical process, where the evolution and adaptation of the strategies are the key of the enterprise success. It can seem simple decoys to be identified, however when we speak in culture change, the changes tend if to become dificultosas more. However, one becomes necessary to evaluate its company, similar of that if it can diagnosis some of these mentioned decoys and correct the edges between the decoy with the new position. Reference WALL, S.J. WALL, S.R. The new strategists, Creating leader in all the levels of the organization.

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