There is nothing as useless as doing with great efficiency something that should not have been done at all ”- Peter Drucker.
“If there is a genuine interest in redefining the structure to have market opportunities, we have to think about how the key resources (time, money, people, technology) will be adjusted. Then, on an objective basis, we will define which strategies have the best chance of allowing us to achieve the new objectives. This is working with possibilities and not with capacities ”.
I have said the above in different ways in different forums, and it even cost me the permanent job I had, many years ago. Sometimes it is understood and sometimes it is not. Sometimes it applies, sometimes it doesn’t. As a consultant, I understand that it costs (emotionally) to hear some truths; it costs leadership, and it weighs the ego.
The central idea is to understand that, regardless of the type of size of your company, it is your responsibility to create, recognize and apply sustainable solutions optimizing existing resources. Therefore, I share three angles that (if you want) you can use to improve your decision making. Ask yourself: is this idea (solution, proposal) …
…viable? That is, are there conditions in the macroenvironment that tell us that this has been done? This is benchmarking.
…possible? We evaluate our own capacities to be able to generate this change, based on what was investigated in the previous point.
…desirable? Is there a good level of interest from the markets, or at least from a segment that makes this new offer profitable?
Leading by intestines or occurrences does not generate the best results. Being sensitive, creative or emotional is not bad, but to leave a legacy you require a strategic management accompaniment that lands your ideas. It’s up to you.
Alea iacta est. Success.
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source https://pledgetimes.com/capacity-vs-possibility/
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