The understanding of strategy as a concept and its oil depends on the perception of the mystery that surrounds it.
There is a strategy in thought. To its formalization to transform it flat.
It is also a conscious process of the escort of a path to or reach the quilted that is clamped and, which in some way, will meet the needs of overcoming challenges.
It is a strategy for imagining someone as ferramenta two winners to his interpretation will be wrong. On the other hand, we visualize strategy as a dom innate, coisa of some superior beings, also we will not be understanding its integral. The use of the strategy depends much more on a moment of emotional equilibrium than a certain type of wisdom, things that we see very much being presented, in any freedom of self-help.
Strategically and inversely proportional to any rational action, because of the predictability of the rational action, it dispenses with all and any strategic thought, meaning that it eliminates all and any possibility of use of the variable risk that is inherent to the need for the use of the strategy.
The use of strategic thinking is also independent of any type of experience you may have.
Strategy and decision, and escort and always treated initially, not our brain. When it is not paper, it turns planejamento, when implemented, it ceases to be of value and consequently, it ceases to exist.
So people can use an extremely coherent strategy for the situation and obtain a round failure or at the same time, use the opposite path and check the event.
A strategy, through a systematized process of results, appears as a way to raise people to worry about the future.
In order to take advantage of these strategies, we must develop what can be understood as a strategic attitude. This is how people behave in an environment that is not inserted.
We will focus on organizations as an environment where strategies are practiced, we will see that all part of the escort for the same. The leaders must ensure that the strategies are not only chosen as well as carried out by all the members of the organization. In this way, in order to escort strategies, people must choose those that effectively achieve their main objectives and that raise the essential competition of the organization at the point of creating a competitive differential perceived supplying hairs, clients and mainly matching hairs.
An option for the future strategy should start from the identification of the current strategy, or that requires part, to a strategic position, and another, to or with knowledge of the most common typology used to identify it.
The most common and well-known types of strategies are both offensive and defensive. These strategies are used in accordance with the behavior of agreement, raising two serious leaders in consideration or potential.
There is a type of strategy known as a neutrality strategy that has a significant difference as others, not mentioned. A strategy of neutrality as organizations simply ignore or behave concorrência and continues to act as they are only non-market.
A neutrality strategy can be passive or active
A passive strategy is that where the organization does not have clear objectives and its development occurs by a casual act of nature. Their leaders are not aware of the direction to be taken and consequently they do not know how to guide their leaders. Normally, leaders do not have a command of the variety of ferments that can be used to achieve success and try to base themselves on practical experience in two internal processes of the organization. As an example, we have part of micro and small companies where executives normally do not have knowledge or domain of financial, marketing and personal development skills.
An active strategy is that in which the organization has timid objectives, its development does not happen to be casual, but is limited due to the reluctance of market loss by two leaders. They vaguely know some ferramentas, therefore, we do not use them in their fullness out of comfort or reluctance to face the risks of the market or even for not calling attention to two concordants. As an example, we have some micro and small organizations, but we also find large organizations, such as the case of Spain in the Second World War.
This passivity can be observed when it comes to nature, not the animal world, as some pass and say that they manage to pass scattered hairs from their predators.
It is important that this strategy can be adopted as a different form of survival of organizations, since I do not have or wish to participate in a movement of accelerated growth or in accompaniment of global changes or even, of absolute control of products or non-market services..
We must also be aware that this type of strategy is not possible in search of new opportunities and defense against the companies that constantly haunt organizations and have little reaction to market trends.
There will be a constant coexistence with uncertainties as a function of not being able to accompany the environmental changes that occur faster and faster, both in the external and non-internal environment.
There will also be no possibility of the development of a creative environment, much less innovative, since the freedom is quite limited.
Leaders must focus on their self-maintenance and not increase operational efficiencies. They must also help me with their specialties since I cannot participate in major modifications. Thus leaders must carefully observe their path, considering an attack on their own, as well as on the organization and their own concurrent.
For the organization to stay alive for a longer period, it is necessary for some of the actions to be carried out, such as:
* To deeply understand the products and / or services offered by the organization and consequently increasing its specialization;
* Make your decisions or more agile possible, to escape from total inertia;
* Try to encourage more and more integration of your functional body to avoid an accelerated movement of disorganization.
A neutrality strategy also requires or development of negotiation capacity, in case of a massive attack on the organization or any significant change in the productive area.
Adopting a neutrality strategy is long to represent a model to be followed by great limitation and rationality, and also to present a timid, very common market. In spite of presenting these limitations, it is valid for your analysis, as long as you do not adopt any strategy.
