In designing a strategic plan and formulating business dreams, we are confident that it will be a possible scenario in which perhaps we will be the protagonists.
We spend many hours imagining probable scenarios where reality becomes the ally of the required financial sustainability, we keep ourselves awake constructing semantically correct phrases that are impossible to apply in everyday management.
One of the great frustrations experienced in organizations is the despair produced by the recognition that many of the purposes and objectives formulated by the management did not have the capacity to move from PPT to reality; In this sense, the transition that takes us from “what to how” deserves our full attention so as not to fall into the early frustration of those who distrust the ability of work teams to produce initiatives capable of taking the organization to a new level. superior management.
The path to the future is marked by the inheritance that identity gives us, but it is necessary to open the windows to innovation so that it renews the old practices that we refuse to abandon for fear of leaving our comfort zone, trying new formulas that do not ensure success and that promise new worlds.
The remedy that the company needs can be bitter and often painful, but if we do not take it, we run the risk of increasing the symptoms of the disease that can lead to bankruptcy. Now, it is very important to have a diagnosis that ensure that the solution is correct and not an adventure that could jeopardize the permanence of the company in the market.
We prefer to continue being colonists, to establish ourselves in lands already conquered by others, in solutions that we have seen work and that do not expose the capital invested by investors.
It is legitimate to ensure permanence, it is valid to recognize that many of those who risked new formulas failed and lost more than they gained, it is responsible to bring to the present the stories of those who found "differentiating advantages", as Porter mentions, but who were not able to sustain them in time.
The turbulent realities of an increasingly competitive, aggressive, risky and innovative market collide with the fear of those who feel that new trends, trends and business theories are not sufficient guarantee to embark on the path to new models where the only promise is uncertainty. and risk.
We have been called by the organization to assume the responsibility of being protagonists of the history that is built every day, to take on the challenges and solve the challenges that we have to address from our border. If we occupy management positions, we are required to have a holistic view capable of keeping the daily business context, to allocate the necessary resources to implement the projects that take our products and services to new ports, to make the right decisions that the management and Link the talent that will build winning work teams.
Operationalizing the strategy, Kaplan and Norton indicates, is the ability to remove it (the strategy) from the boardroom and take it to management, make it stop being a desire to transform it into a reality, is to allow all the collaborators of the organization understand it and commit to it. One of the best ways to do this is through the technique of initiatives that allows the participation and inclusion of the ideas that haunt the corridors of the company without having anyone to listen to them.
It is a methodology that is based on the principle of the collective capacity of those who best know the processes and the reality of the clients and the operation. It is a way of listening to what those who are not part of the company's management think so that their contributions take on value and perhaps, among all the initiatives formulated, is one that manages to make a difference and allow the qualitative leap required by the company to increase its profitability, grow further and consolidate its vocation of permanence as stated by Jean Paul Sallenave.
Sometimes the straight path may be the shortest but not necessarily the best. The solutions that are born as an imposition for the rest of the organization are usually received with resistance and even with rejection by the areas that feel affected by their operational dynamics.
Allowing the responses to be (or at least seem to be) the result of collaboration and participatory exercises leads to routines where the commitment does not have to be demanded because it springs spontaneously in the work teams that recognize the importance of their contribution in the overall results. of the company.
What if the future does not await us? It is a question we ask ourselves every day when we observe the speed with which the competition is running and when we observe the way in which we are preparing to face realities that we do not know but that we hope to conquer.
So in the end we can be sure that the future will not have to wait for us, we are already walking towards it.
