În mediul de afaceri rapid de azi, firmele trebuie să-și adapteze strategiile şi să inoveze pentru a rămâne în top. Dar multe firme de succes nu reuşesc să facă acest lucru. Dimpotrivă, ele cad vicitime ale inerţiei, ezită sau se ghidează după strategiile lor vechi și la un moment dat ajunge să fie prea târziu.
Învaţă din relatări reale, despre cum au evoluat situații de concurenţă pe piață, află ce se întâmpla în companii importante, dincolo de informațiile public. Conținând informaţii relevante şi lecții uşor de învățat și de aplicat, în Strategic IQ veţi găsi un cadru pentru a înţelege inteligenţa strategică, o hartă pentru a avansa pe scara inteligenței, precum şi un instrumente măsură a progresului.
Ce spun alții?
“Hard-hitting and stimulating, Wells’ thesis carries a robust message that should make business leaders the world over sit up and think.”
— Archie Norman, chairman of ITV, UK
“Wells makes a compelling case for dramatic change.”
— Ron Sargent, CEO of Staples, USA
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THE NEED FOR SMART STRATEGY
Without a goal in life, it is tough to achieve much. Mindless wandering rarely delivers great results. As the Cheshire Cat said in Lewis Carroll’s Alice’s Adventures in Wonderland, ”If you don’t know where you are going, any road will get you there.”
The goal of any business is to deliver superior sustainable performance. ”Performance” means return on investment; ﬁrms are in business to make a proﬁt. ”Sustainable” means proﬁt over the long term rather than to meet the next quarterly earnings targets. It’s easy to deliver a short-term burst of proﬁts by failing to invest for tomorrow and stealing from future performance.
Delivering a sustainable stream of income is much harder. ”Superior” means better than competitors; ﬁrms who always strive to win are less likely to be blindsided by competition, and more likely to survive and prosper.Winners also
gain better access to resources (e.g. people, capital), increasing sustainability. To deliver superior, sustainable performance ﬁrms need a good strategy. This requires good strategy formulation: the integration of choices on whereand how to compete. It also depends on good strategy implementation: the marshalling of resources and integration of actions to deliver the strategy.
Formulation and implementation both require good leadership to ensure that the right choices are made, the right assets are deployed and the right actions are taken.
Why Smart Strategy?
There is no such thing as strategy in isolation; it must be consistent with the competitive environment. This is always changing, so strategy must change too. Firms must constantly be steering purposefully in a winning direction; this is the deﬁnition of Strategic IQ. Those with moderate IQ keep up with the pack, but the smartest ﬁrms don’t simply react to change; they
drive it, shaping the competitive environment to their advantage. To do this, they need smart strategy.
Firms that fail to change their strategies in a timely fashion put themselves in grave danger. The longer the delay, the bigger the strategic problems become and the harder they are to ﬁx. The more a ﬁrm invests in tactical responses that do not address the underlying strategic problems, the more resources are diverted from much-needed strategic change and the more the ﬁrm is distracted from the strategic issues it should be addressing. It is easy to get caught in this trap. Sales and proﬁts can continue to grow
for many years before strategic weaknesses show through. Firms become complacent and defer expensive and painful changes until later. But once ﬁnancial results collapse, shareholders have little patience with investing heavily in solving long-term problems; they want a quick ﬁx. It becomes very difﬁcult to make the necessary changes and the ﬁrm struggles on, squeezed between impatient investors and an increasingly hostile competitive environment until it ﬁnally fails. Far better to diagnose the disease early and treat
it before it becomes critical; better still to avoid catching it at all.