{"id":929,"date":"2014-08-19T12:59:06","date_gmt":"2014-08-19T15:59:06","guid":{"rendered":"http:\/\/mulki.com.ar\/iadmin\/?p=929"},"modified":"2014-09-19T14:32:23","modified_gmt":"2014-09-19T14:32:23","slug":"resena-de-texto-good-strategy-bad-strategy-the-difference-and-why-it-matters-richard-p-rumel","status":"publish","type":"post","link":"https:\/\/face.unt.edu.ar\/web\/iadmin\/resena-de-texto-good-strategy-bad-strategy-the-difference-and-why-it-matters-richard-p-rumel\/","title":{"rendered":"RESE\u00d1A DE TEXTO: \u201cGood Strategy \u2013 Bad Strategy. The Difference and Why It Matters\u201d. Richard P. Rumel"},"content":{"rendered":"
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Lunes, 24 de Octubre de 2011<\/div>\n
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Colaboraci\u00f3n<\/span>\u00a0del\u00a0Profesor<\/span>\u00a0Miguel A.\u00a0Pero<\/span>\u00a0\u2013\u00a0Octubre<\/span>\u00a02011<\/strong><\/p>\n

Richard P.\u00a0Rumelt<\/span>,\u00a0es<\/span>\u00a0un\u00a0autor<\/span>\u00a0muy<\/span>\u00a0citado<\/span>\u00a0en los\u00a0textos<\/span>\u00a0de\u00a0Administraci\u00f3n<\/span>\u00a0Estrat\u00e9gica<\/span>,\u00a0por<\/span>\u00a0lo\u00a0que<\/span>\u00a0me\u00a0pareci\u00f3<\/span>\u00a0interesante<\/span>\u00a0conocer<\/span>algo<\/span>\u00a0m\u00e1s<\/span>\u00a0en\u00a0profundidad<\/span>\u00a0sobre<\/span>\u00a0su<\/span>\u00a0pensamiento<\/span>\u00a0y\u00a0enfoque<\/span>\u00a0sobre<\/span>\u00a0la\u00a0estrategia<\/span>,\u00a0disciplina<\/span>\u00a0en la\u00a0que<\/span>\u00a0es<\/span>\u00a0reconocido<\/span>\u00a0como<\/span>\u00a0un\u00a0experto<\/span>a\u00a0nivel<\/span>\u00a0mundial<\/span>.<\/p>\n

En general\u00a0puede<\/span>\u00a0decirse<\/span>\u00a0que<\/span>\u00a0su<\/span>\u00a0enfoque<\/span>\u00a0sobre<\/span>\u00a0estrategia<\/span>, se\u00a0corresponde<\/span>\u00a0con lo\u00a0que<\/span>\u00a0podr\u00eda<\/span>\u00a0denominarse<\/span>\u00a0el\u00a0ala<\/span>\u00a0dura<\/span>. ParaRumelt<\/span>, y en\u00a0esto<\/span>\u00a0coincide con la\u00a0versi\u00f3n<\/span>\u00a0preclara<\/span>\u00a0de P.\u00a0Drucker<\/span>, la\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0pensamiento<\/span>\u00a0conceptual,\u00a0anal\u00edtico<\/span>,\u00a0cr\u00edtico<\/span>,traducido<\/span>\u00a0en un set de\u00a0acciones<\/span>\u00a0selectas<\/span>,\u00a0coherentes<\/span>,\u00a0coordinadas<\/span>\u00a0y\u00a0focalizadas<\/span>,\u00a0respaldadas<\/span>\u00a0por<\/span>\u00a0compromisos<\/span>\u00a0de\u00a0recursos<\/span>\u00a0ycapacidades<\/span>.\u00a0\u00a0Es<\/span>\u00a0decir<\/span>\u00a0que<\/span>\u00a0en\u00a0Rumelt<\/span>, la\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0m\u00e1s<\/span>\u00a0ciencia<\/span>\u00a0que<\/span>\u00a0intuici\u00f3n<\/span>,\u00a0es<\/span>\u00a0m\u00e1s<\/span>\u00a0planeaci\u00f3n<\/span>\u00a0o\u00a0intencionalidad<\/span>\u00a0que<\/span>improvisaci\u00f3n<\/span>\u00a0o\u00a0emergencia<\/span>,\u00a0es<\/span>\u00a0m\u00e1s<\/span>\u00a0dise\u00f1o<\/span>\u00a0que<\/span>\u00a0ejecuci\u00f3n<\/span>,\u00a0m\u00e1s<\/span>\u00a0construcci\u00f3n<\/span>\u00a0que<\/span>\u00a0selecci\u00f3n<\/span>.\u00a0Esto<\/span>\u00a0de\u00a0ninguna<\/span>\u00a0manera<\/span>\u00a0implica<\/span>dejar<\/span>\u00a0de\u00a0lado<\/span>\u00a0la\u00a0improvisaci\u00f3n<\/span>, la\u00a0adaptaci\u00f3n<\/span>, la\u00a0espontaneidad<\/span>, la\u00a0emergencia<\/span>,\u00a0todos<\/span>\u00a0estos<\/span>\u00a0conceptos<\/span>\u00a0que<\/span>\u00a0se\u00a0destacan<\/span>\u00a0en\u00a0cr\u00edticos<\/span>como<\/span>\u00a0H.\u00a0Minzberg<\/span>\u00a0y\u00a0otros<\/span>\u00a0m\u00e1s<\/span>\u00a0influ\u00eddos<\/span>\u00a0por<\/span>\u00a0las<\/span>\u00a0\u00e1reas<\/span>\u00a0blandas<\/span>\u00a0del\u00a0pensamiento<\/span>\u00a0administrativo<\/span>.<\/p>\n

Un\u00a0logro<\/span>\u00a0muy<\/span>\u00a0significativo<\/span>\u00a0y\u00a0saliente<\/span>\u00a0del\u00a0texto<\/span>\u00a0de R.\u00a0Rumelt<\/span>,\u00a0es<\/span>\u00a0que<\/span>\u00a0todos<\/span>\u00a0sus<\/span>\u00a0conceptos<\/span>, y\u00a0proposiciones<\/span>\u00a0son\u00a0ilustrados<\/span>\u00a0con elan\u00e1lisis<\/span>\u00a0de\u00a0situaciones<\/span>\u00a0y\u00a0empresas<\/span>\u00a0notables,\u00a0ej<\/span>. Apple,\u00a0WalMart<\/span>, Starbucks, General Motors, IKEA,\u00a0N-vidia<\/span>, Toyota y\u00a0tambi\u00e9n<\/span>\u00a0novinculados<\/span>\u00a0al\u00a0mundo<\/span>\u00a0de los\u00a0negocios<\/span>, Guerra\u00a0Fr\u00eda<\/span>,\u00a0Invasi\u00f3n<\/span>\u00a0a\u00a0Irak<\/span>\u00a0por<\/span>\u00a0U.S.A<\/span>,\u00a0pol\u00edtica<\/span>\u00a0de\u00a0seguridad<\/span>\u00a0nacional<\/span>\u00a0de\u00a0U.S.A<\/span>.<\/p>\n

En\u00a0esta<\/span>\u00a0rese\u00f1a<\/span>, he\u00a0optado<\/span>\u00a0por<\/span>\u00a0mencionar<\/span>\u00a0s\u00f3lo<\/span>\u00a0algunos<\/span>\u00a0de los\u00a0temas<\/span>\u00a0tratados<\/span>\u00a0en el\u00a0texto<\/span>\u00a0y\u00a0que<\/span>\u00a0me\u00a0parecieron<\/span>\u00a0m\u00e1s<\/span>\u00a0relevantes<\/span>\u00a0para<\/span>tener<\/span>\u00a0una<\/span>\u00a0idea\u00a0comparativa<\/span>\u00a0del\u00a0pensamiento<\/span>\u00a0de R.\u00a0Rumelt<\/span>\u00a0sobre<\/span>\u00a0estrategia<\/span>.<\/p>\n

Para\u00a0Rumelt<\/span>,\u00a0\u00a0una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0algo<\/span>\u00a0muy<\/span>\u00a0simple.\u00a0Identificar<\/span>\u00a0uno<\/span>\u00a0o dos\u00a0puntos<\/span>\u00a0cr\u00edticos<\/span>, los\u00a0puntos<\/span>\u00a0pivotes<\/span>\u00a0que<\/span>\u00a0pueden<\/span>multiplicar<\/span>\u00a0la\u00a0efectividad<\/span>\u00a0del\u00a0esfuerzo<\/span>\u00a0y\u00a0luego<\/span>\u00a0focalizar<\/span>\u00a0y\u00a0concentrar<\/span>\u00a0sobre<\/span>\u00a0ellos<\/span>\u00a0los\u00a0recursos<\/span>\u00a0y la\u00a0acci\u00f3n<\/span>. Se\u00a0trata<\/span>\u00a0de\u00a0descubrir<\/span>\u00a0losfactores<\/span>\u00a0cr\u00edticos<\/span>\u00a0y\u00a0dise\u00f1ar<\/span>\u00a0la\u00a0manera<\/span>\u00a0de\u00a0coordinar<\/span>\u00a0y\u00a0focalizar<\/span>\u00a0la\u00a0acci\u00f3n<\/span>.\u00a0Una<\/span>\u00a0cuesti\u00f3n<\/span>\u00a0clave<\/span>\u00a0en\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0identificar<\/span>\u00a0el\u00a0desaf\u00edo<\/span>, laselecci\u00f3n<\/span>\u00a0y el\u00a0foco<\/span><\/strong>. La\u00a0Visi\u00f3n<\/span>,\u00a0Misi\u00f3n<\/span>,\u00a0las<\/span>\u00a0Grandes<\/span>\u00a0Metas<\/span>, los\u00a0Valores<\/span>\u00a0son\u00a0parte<\/span>\u00a0pero<\/span>\u00a0no la\u00a0estrategia<\/span>\u00a0misma<\/span>.\u00a0Estrategia<\/span>\u00a0no\u00a0es<\/span>equivalente<\/span>\u00a0a\u00a0ambici\u00f3n<\/span>,\u00a0ni<\/span>\u00a0determinaci\u00f3n<\/span>,\u00a0ni<\/span>\u00a0innovaci\u00f3n<\/span>,\u00a0ni<\/span>\u00a0liderazgo<\/span>\u00a0inspiracional<\/span>. La\u00a0estrategia<\/span>\u00a0no\u00a0es<\/span>\u00a0un\u00a0ejercicio<\/span>\u00a0de\u00a0definici\u00f3n<\/span>\u00a0demetas<\/span>,\u00a0s\u00ed<\/span>\u00a0de\u00a0resoluci\u00f3n<\/span>\u00a0de\u00a0problemas<\/span>.<\/strong><\/p>\n

Una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0acci\u00f3n<\/span>\u00a0coherente<\/span>,\u00a0respaldada<\/span>\u00a0por<\/span>\u00a0un\u00a0argumento<\/span>,\u00a0es<\/span>\u00a0un mix de\u00a0pensamiento<\/span>\u00a0y\u00a0acci\u00f3n<\/span>\u00a0con\u00a0una<\/span>\u00a0estructura<\/span>b\u00e1sica<\/span>\u00a0subyacente<\/span>\u00a0(kernel).\u00a0Este<\/span>\u00a0meollo<\/span>\u00a0consiste<\/span>\u00a0de los\u00a0siguientes<\/span>\u00a0elementos<\/span>\u00a0que<\/span>\u00a0deben<\/span>\u00a0concurrir<\/span>\u00a0a fin de\u00a0reconocer<\/span>\u00a0una<\/span>\u00a0buena<\/span>estrategia<\/span>:<\/p>\n

El\u00a0Diagn\u00f3stico<\/span>.\u00a0<\/strong>Implica<\/span>\u00a0reconocer<\/span>\u00a0una<\/span>\u00a0situaci\u00f3n<\/span>,\u00a0identificarla<\/span>\u00a0con un\u00a0nombre<\/span>,\u00a0clasificarla<\/span>,\u00a0ubicarla<\/span>\u00a0en\u00a0una<\/span>\u00a0taxonom\u00eda<\/span>. Un\u00a0diagn\u00f3stico<\/span>es<\/span>\u00a0siempre<\/span>\u00a0un\u00a0juicio<\/span>\u00a0sobre<\/span>\u00a0el\u00a0significado<\/span>\u00a0de los\u00a0hechos<\/span>.\u00a0Una<\/span>\u00a0opini\u00f3n<\/span>\u00a0educada<\/span><\/strong>\u00a0sobre<\/span>\u00a0lo\u00a0que<\/span>\u00a0est\u00e1<\/span>\u00a0ocurriendo<\/span>\u00a0y\u00a0especialmente<\/span>\u00a0sobre<\/span>lo\u00a0que<\/span>\u00a0es<\/span>\u00a0cr\u00edticamente<\/span>\u00a0importante<\/span>. Un\u00a0diagn\u00f3stico<\/span>\u00a0debe<\/span>\u00a0reducir<\/span>\u00a0la\u00a0realidad<\/span>\u00a0compleja<\/span>\u00a0a\u00a0algo<\/span>\u00a0muy<\/span>\u00a0simple.<\/p>\n

Los\u00a0diagn\u00f3sticos<\/span>\u00a0se\u00a0expresan<\/span>\u00a0en forma de\u00a0met\u00e1foras<\/span>,\u00a0analog\u00edas<\/span>\u00a0o con\u00a0referencia<\/span>\u00a0a\u00a0marcos<\/span>\u00a0que<\/span>\u00a0tienen<\/span>\u00a0aceptaci\u00f3n<\/span>\u00a0generalizada<\/span>. (Ej<\/span>. 5\u00a0Fuerzas<\/span>\u00a0de M. Porter)<\/p>\n

Pol\u00edtica<\/span>\u00a0Directriz<\/span>.\u00a0\u00a0<\/strong>Despliega<\/span>\u00a0un\u00a0enfoque<\/span>\u00a0global\u00a0para<\/span>\u00a0superar<\/span>\u00a0los\u00a0obst\u00e1culos<\/span>\u00a0identificados<\/span>\u00a0en la\u00a0fase<\/span>\u00a0del\u00a0diagn\u00f3stico<\/span>. Se\u00a0indica<\/span>\u00a0oinsin\u00faa<\/span>\u00a0una<\/span>\u00a0direcci\u00f3n<\/span>\u00a0general,\u00a0aunque<\/span>\u00a0no\u00a0acciones<\/span>\u00a0espec\u00edficas<\/span><\/strong>.\u00a0Establece<\/span>\u00a0un\u00a0dominio<\/span>\u00a0de\u00a0acci\u00f3n<\/span>\u00a0(direcci\u00f3n<\/span>\u00a0y\u00a0l\u00edmites<\/span>).\u00a0Es<\/span>\u00a0explicitar<\/span>los\u00a0grandes<\/span>\u00a0lineamientos<\/span>\u00a0del\u00a0c\u00f3mo<\/span>. El\u00a0coraz\u00f3n<\/span>\u00a0de\u00a0una<\/span>\u00a0pol\u00edtica<\/span>\u00a0directriz<\/span>\u00a0es<\/span>\u00a0la\u00a0creaci\u00f3n<\/span>\u00a0de\u00a0una<\/span>\u00a0ventaja<\/span>\u00a0v\u00eda<\/span>\u00a0anticipaci\u00f3n<\/span>\u00a0de\u00a0las<\/span>acciones<\/span>\u00a0y\u00a0reacciones<\/span>\u00a0de los\u00a0dem\u00e1s<\/span>,\u00a0reducci\u00f3n<\/span>\u00a0de la\u00a0complejidad<\/span>\u00a0y\u00a0ambig\u00fcedad<\/span>\u00a0de la\u00a0situaci\u00f3n<\/span>,\u00a0apalancamiento<\/span>\u00a0de\u00a0recursos<\/span>\u00a0yacciones<\/span>\u00a0que<\/span>\u00a0son\u00a0coherentes<\/span>\u00a0y se\u00a0refuerzan<\/span>\u00a0mutuamente<\/span>.<\/p>\n

Sin\u00a0una<\/span>\u00a0pol\u00edtica<\/span>\u00a0directriz<\/span>, la\u00a0asignaci\u00f3n<\/span>\u00a0de\u00a0recursos<\/span>\u00a0y\u00a0acciones<\/span>\u00a0ser\u00e1n<\/span>\u00a0inconsistentes<\/span>,\u00a0incoherentes<\/span>\u00a0y\u00a0conflictivas<\/span>.<\/p>\n

Acci\u00f3n<\/span>\u00a0coherente<\/span><\/strong>.\u00a0Estrategia<\/span>\u00a0es<\/span>\u00a0equivalente<\/span>\u00a0a\u00a0acci\u00f3n<\/span>\u00a0coherente<\/span>, no\u00a0conflictiva<\/span>\u00a0y\u00a0coordinada<\/span>. La\u00a0coordinaci\u00f3n<\/span>\u00a0estrat\u00e9gica<\/span>\u00a0no\u00a0es<\/span>\u00a0unajuste<\/span>\u00a0mutuo<\/span>\u00a0y natural\u00a0sino<\/span>\u00a0una<\/span>\u00a0imposici\u00f3n<\/span><\/strong>\u00a0(directiva<\/span>\u00a0centralizada<\/span>)\u00a0por<\/span>\u00a0pol\u00edtica<\/span>\u00a0y\u00a0dise\u00f1o<\/span>. La\u00a0coordinaci\u00f3n<\/span>\u00a0se\u00a0logra<\/span>\u00a0con\u00a0una<\/span>\u00a0directiva<\/span>centralizada<\/span>, en un\u00a0grado<\/span>\u00a0suficiente<\/span>\u00a0que<\/span>\u00a0compense<\/span>\u00a0el\u00a0costo<\/span>\u00a0de\u00a0p\u00e9rdida<\/span>\u00a0de\u00a0especializaci\u00f3n<\/span>.<\/p>\n

Para\u00a0Rumelt<\/span>\u00a0\u00a0Una<\/span>\u00a0mala<\/span>\u00a0estrategia<\/span>\u00a0se\u00a0origina<\/span>\u00a0en\u00a0equivocaciones<\/span>\u00a0espec\u00edficas<\/span>,\u00a0ej<\/span>.\u00a0Disfunciones<\/span>\u00a0de\u00a0liderazgo<\/span>.\u00a0Algunos<\/span>\u00a0rasgos<\/span>\u00a0de\u00a0una<\/span>mala<\/span>\u00a0estrategia<\/span>:<\/p>\n

Fluffs.\u00a0<\/strong>Una<\/span>\u00a0reafirmaci\u00f3n de lo obvio, adornado con palabras y t\u00e9rminos de moda\u00a0que<\/span>\u00a0se enmascara bajo la forma de expertizaci\u00f3n,an\u00e1lisis<\/span>\u00a0y\u00a0pensamiento<\/span>.\u00a0Una<\/span>\u00a0caracter\u00edstica de la verdadera expertizaci\u00f3n y conocimiento\u00a0es<\/span>\u00a0hacer comprensible un tema complejo.Una<\/span>\u00a0caracter\u00edstica de la mediocridad y\u00a0mala<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0complejidad<\/span>\u00a0innecesaria, palabras elegantes\u00a0pero<\/span>\u00a0huecas, vac\u00edas de sustancia.<\/p>\n

Fallo en\u00a0reconocer<\/span>\u00a0el problema.\u00a0<\/strong>La\u00a0estrategia<\/span>: un medio\u00a0para<\/span>\u00a0superar\u00a0una<\/span>\u00a0dificultad, un obst\u00e1culo, responder a un\u00a0desaf\u00edo<\/span>. Sin reconocimiento del\u00a0desaf\u00edo<\/span>, no\u00a0es<\/span>\u00a0posible evaluar la calidad de la\u00a0estrategia<\/span>\u00a0y sin apreciar la calidad de\u00a0una<\/span>\u00a0estrategia<\/span>\u00a0no se\u00a0puede<\/span>distinguir\u00a0una<\/span>\u00a0mala<\/span>\u00a0estrategia<\/span>\u00a0de\u00a0una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>.<\/p>\n

Confundir\u00a0metas<\/span>\u00a0con\u00a0estrategia<\/span><\/strong>. La\u00a0estrategia<\/span>\u00a0implica<\/span>\u00a0acciones<\/span>, medios, pol\u00edticas, no mera enunciaci\u00f3n de objetivos.<\/p>\n

Malos objetivos estrat\u00e9gicos<\/strong>. El trabajo del l\u00edder\u00a0es<\/span>\u00a0el continuo puente entre\u00a0Metas<\/span>\u00a0=>\u00a0Estrategia<\/span>\u00a0=> Objetivos espec\u00edficos. No sedebe<\/span>\u00a0confundir\u00a0estrategia<\/span>\u00a0ni<\/span>\u00a0objetivos estrat\u00e9gicos con\u00a0una<\/span>\u00a0lista de lavander\u00eda.\u00a0Una<\/span>\u00a0estrategia<\/span>\u00a0implica<\/span>\u00a0uno<\/span>\u00a0o dos objetivos\u00a0pivotes<\/span>,pr\u00f3ximos, cercanos, factibles<\/strong>, alcanzables\u00a0que<\/span>\u00a0permitan la creaci\u00f3n de\u00a0una<\/span>\u00a0posici\u00f3n fuerte y no los proclamados BHAG (Big, Hairy, Audacious Goals), o sea\u00a0metas<\/span>\u00a0extraordinarias productos de la\u00a0ambici\u00f3n<\/span>, de la\u00a0determinaci\u00f3n<\/span>\u00a0o del mero prop\u00f3sito\u00a0inspiracional<\/span>\u00a0y no del c\u00e1lculo de lo posible y realizable.<\/p>\n

Para\u00a0Rumelt<\/span>,\u00a0Una<\/span>\u00a0mala<\/span>\u00a0estrategia<\/span>\u00a0no\u00a0es<\/span>\u00a0error de c\u00e1lculo, sino evitar activamente el trabajo duro de\u00a0pensamiento<\/span>\u00a0anal\u00edtico<\/span>, l\u00f3gico y de\u00a0selecci\u00f3n<\/span>. Tiene\u00a0su<\/span>\u00a0origen en 1) la incapacidad o no voluntad de los l\u00edderes de efectuar elecciones duras entre valores y pr\u00e1cticas\u00a0que<\/span>\u00a0compiten, 2) la inclinaci\u00f3n a simplemente llenar la plantilla de\u00a0Misi\u00f3n<\/span>,\u00a0Visi\u00f3n<\/span>,\u00a0Valores<\/span>,\u00a0Metas<\/span>\u00a0y Estrategias y, 3) al nuevo\u00a0pensamiento<\/span>\u00a0que<\/span>\u00a0con\u00a0una<\/span>\u00a0actitud mental positiva\u00a0es<\/span>\u00a0suficiente<\/span>.<\/p>\n

La incapacidad o no disposici\u00f3n de elegir.\u00a0<\/strong>La\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0foco<\/span>\u00a0y\u00a0selecci\u00f3n<\/span>, la\u00a0estrategia<\/span>\u00a0focaliza\u00a0recursos<\/span>, energ\u00eda,\u00a0acciones<\/span>sobre<\/span>\u00a0algunos<\/span>\u00a0objetivos, dejando de\u00a0lado<\/span>\u00a0otros<\/span>. La incapacidad de elegir, termina o conduce en la\u00a0aceptaci\u00f3n<\/span>\u00a0de objetivos de compromiso\u00a0que<\/span>\u00a0o son inconducentes, inconsistentes o fuente de par\u00e1lisis.<\/p>\n

Estrategia<\/span>\u00a0estilo plantilla<\/strong>. La\u00a0estrategia<\/span>\u00a0no\u00a0es<\/span>\u00a0equivalente<\/span>\u00a0a\u00a0liderazgo<\/span>. El\u00a0liderazgo<\/span>\u00a0es<\/span>\u00a0inspiracional<\/span>, motivacional. La\u00a0estrategia<\/span>\u00a0es<\/span>decidir qu\u00e9\u00a0es<\/span>\u00a0lo\u00a0que<\/span>\u00a0se\u00a0debe<\/span>\u00a0perseguir y c\u00f3mo.\u00a0Una<\/span>\u00a0mera declaraci\u00f3n de\u00a0Misi\u00f3n<\/span>,\u00a0Visi\u00f3n<\/span>,\u00a0Valores<\/span>,\u00a0Metas<\/span>\u00a0y Estrategias no\u00a0es<\/span>estrategia<\/span>, no reemplaza a\u00a0una<\/span>\u00a0explicitaci\u00f3n de objetivos espec\u00edficos, operacionales y cursos de\u00a0acci\u00f3n<\/span>.<\/p>\n

Nuevo\u00a0pensamiento<\/span>.\u00a0<\/strong>Un\u00a0pensamiento<\/span>,\u00a0una<\/span>\u00a0actitud positiva,\u00a0una<\/span>\u00a0negaci\u00f3n de lo falible no\u00a0es<\/span>\u00a0sustituto del\u00a0pensamiento<\/span>\u00a0cr\u00edtico<\/span>, cuestionador, de\u00a0una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>.<\/p>\n

Por<\/span>\u00a0\u00faltimo en cuanto al contenido de\u00a0esta<\/span>\u00a0rese\u00f1a<\/span>,\u00a0algo<\/span>\u00a0sobre<\/span>\u00a0como<\/span>\u00a0\u201cpiensa\u201d\u00a0Rumelt<\/span>\u00a0que<\/span>\u00a0se\u00a0debe<\/span>\u00a0\u201cpensar\u201d la\u00a0estrategia<\/span>.<\/p>\n

Una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>\u00a0se construye\u00a0sobre<\/span>\u00a0la base de\u00a0conocimiento funcional<\/strong>\u00a0de lo\u00a0que<\/span>\u00a0trabaja y de lo\u00a0que<\/span>\u00a0no y porqu\u00e9.<\/p>\n

Una<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0una<\/span>\u00a0hip\u00f3tesis<\/strong>.\u00a0\u00a0Una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>\u00a0trata<\/span>\u00a0en el l\u00edmite entre lo conocido y lo desconocido. En la ambig\u00fcedad\u00a0est\u00e1<\/span>la esencia de la oportunidad.\u00a0Una<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0una<\/span>\u00a0hip\u00f3tesis\u00a0sobre<\/span>\u00a0lo\u00a0que<\/span>\u00a0puede<\/span>\u00a0trabajar. No\u00a0una<\/span>\u00a0teor\u00eda salvaje, sino un\u00a0juicio<\/span>educado y\u00a0su<\/span>\u00a0implementaci\u00f3n,\u00a0una<\/span>\u00a0experimentaci\u00f3n.<\/strong><\/p>\n

Concebir a la\u00a0estrategia<\/span>\u00a0como<\/span>\u00a0un\u00a0ejercicio<\/span>\u00a0deductivo (todo lo\u00a0que<\/span>\u00a0se requiere\u00a0conocer<\/span>, ya\u00a0es<\/span>\u00a0conocido), no conduce a nuevos descubrimientos o revelaciones.<\/p>\n

Para generar\u00a0una<\/span>\u00a0estrategia<\/span>, se\u00a0debe<\/span>\u00a0dejar<\/span>\u00a0de\u00a0lado<\/span>\u00a0el conforty la\u00a0seguridad<\/span>\u00a0de la pura deducci\u00f3n y lanzarse en\u00a0las<\/span>\u00a0turbias aguas de la\u00a0inducci\u00f3n, analog\u00eda,\u00a0juicio<\/span>\u00a0y revelaci\u00f3n<\/strong>. Toda idea\u00a0que<\/span>\u00a0no pueda ser invalidada a trav\u00e9s de la observaci\u00f3n de datos reales, no\u00a0es<\/span>cient\u00edfica. En suma la\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0principalmente\u00a0pensamiento<\/span>\u00a0inductivo y no deductivo.\u00a0Una<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0una<\/span>\u00a0hip\u00f3tesis y\u00a0por<\/span>\u00a0lo tanto\u00a0s\u00f3lo<\/span>\u00a0cuenta si\u00a0es<\/span>\u00a0validada\u00a0por<\/span>\u00a0los\u00a0hechos<\/span>. El funcionamiento de\u00a0una<\/span>\u00a0buena<\/span>\u00a0estrategia<\/span>\u00a0es<\/span>\u00a0necesariamente emp\u00edrico y pr\u00e1gm\u00e1tico.<\/p>\n

Pensar\u00a0como<\/span>\u00a0un estratega\u00a0es<\/span>\u00a0reconocer<\/span>\u00a0los\u00a0hechos<\/span>\u00a0y ser menos miope\u00a0que<\/span>\u00a0los dem\u00e1s, evitando los propios sesgos.<\/strong>\u00a0A laestrategia<\/span>,\u00a0por<\/span>\u00a0definici\u00f3n<\/span>, le conciernen\u00a0temas<\/span>\u00a0dif\u00edciles, importantes\u00a0que<\/span>\u00a0requieren\u00a0an\u00e1lisis<\/span>, reflexi\u00f3n y\u00a0que<\/span>\u00a0no\u00a0pueden<\/span>\u00a0decidirse\u00a0por<\/span>intuici\u00f3n<\/span>\u00a0en un blink (abrir y cerrar de ojos). Mayormente en\u00a0estrategia<\/span>\u00a0lo\u00a0que<\/span>\u00a0cuenta\u00a0es<\/span>\u00a0una<\/span>\u00a0opini\u00f3n<\/span>\u00a0juiciosa,\u00a0m\u00e1s<\/span>\u00a0que<\/span>\u00a0un\u00a0an\u00e1lisis<\/span>convencional de toma de decisiones. Podr\u00eda\u00a0decirse<\/span>\u00a0que<\/span>\u00a0el\u00a0an\u00e1lisis<\/span>\u00a0de tipo cualitativo, tiene\u00a0una<\/span>\u00a0ponderaci\u00f3n mayor\u00a0que<\/span>\u00a0el meroan\u00e1lisis<\/span>\u00a0cuantitativo, si bien, no se\u00a0trata<\/span>\u00a0de un\u00a0an\u00e1lisis<\/span>\u00a0cualitativo a la ligera, sin respaldo\u00a0ni<\/span>\u00a0espont\u00e1neo, sino de\u00a0una<\/span>\u00a0cuidadosa calibraci\u00f3n de los\u00a0hechos<\/span>\u00a0y reconocimiento de anomal\u00edas.<\/p>\n

Ante toda\u00a0situaci\u00f3n<\/span>\u00a0dif\u00edcil, complicada, poco estructurada, la inclinaci\u00f3n natural\u00a0es<\/span>\u00a0a agarrarse de la primera idea, y no seguir con el cuestionamiento, explorando nuevas alternativas.<\/p>\n

Se\u00a0debe<\/span>\u00a0desarrollar la capacidad y habilidad de pensar\u00a0sobre<\/span>\u00a0como<\/span>\u00a0uno<\/span>\u00a0piensa, de hacer juicios\u00a0sobre<\/span>\u00a0sus<\/span>\u00a0propios juicios. En suma la capacidad de cuestionamiento, de actuar\u00a0como<\/span>\u00a0abogado del diablo, de asociaci\u00f3n, de reconocimiento de tendencias y patrones son habilidades claves a la formulaci\u00f3n de buenas estrategias.<\/p>\n

Miguel A.\u00a0Pero<\/span>\u00a0\u2013\u00a0Octubre<\/span>\u00a02011.<\/strong><\/p>\n<\/div>\n

Actualizado (Mi\u00e9rcoles, 26 de Octubre de 2011 14:15)<\/p>\n<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Lunes, 24 de Octubre de 2011 Colaboraci\u00f3n\u00a0del\u00a0Profesor\u00a0Miguel A.\u00a0Pero\u00a0\u2013\u00a0Octubre\u00a02011 Richard P.\u00a0Rumelt,\u00a0es\u00a0un\u00a0autor\u00a0muy\u00a0citado\u00a0en los\u00a0textos\u00a0de\u00a0Administraci\u00f3n\u00a0Estrat\u00e9gica,\u00a0por\u00a0lo\u00a0que\u00a0me\u00a0pareci\u00f3\u00a0interesante\u00a0conoceralgo\u00a0m\u00e1s\u00a0en\u00a0profundidad\u00a0sobre\u00a0su\u00a0pensamiento\u00a0y\u00a0enfoque\u00a0sobre\u00a0la\u00a0estrategia,\u00a0disciplina\u00a0en la\u00a0que\u00a0es\u00a0reconocido\u00a0como\u00a0un\u00a0expertoa\u00a0nivel\u00a0mundial. En general\u00a0puede\u00a0decirse\u00a0que\u00a0su\u00a0enfoque\u00a0sobre\u00a0estrategia, se\u00a0corresponde\u00a0con lo\u00a0que\u00a0podr\u00eda\u00a0denominarse\u00a0el\u00a0ala\u00a0dura. ParaRumelt, y en\u00a0esto\u00a0coincide con la\u00a0versi\u00f3n\u00a0preclara\u00a0de P.\u00a0Drucker, la\u00a0estrategia\u00a0es\u00a0pensamiento\u00a0conceptual,\u00a0anal\u00edtico,\u00a0cr\u00edtico,traducido\u00a0en un set de\u00a0acciones\u00a0selectas,\u00a0coherentes,\u00a0coordinadas\u00a0y\u00a0focalizadas,\u00a0respaldadas\u00a0por\u00a0compromisos\u00a0de\u00a0recursos\u00a0ycapacidades.\u00a0\u00a0Es\u00a0decir\u00a0que\u00a0en\u00a0Rumelt, la\u00a0estrategia\u00a0es\u00a0m\u00e1s\u00a0ciencia\u00a0que\u00a0intuici\u00f3n,\u00a0es\u00a0m\u00e1s\u00a0planeaci\u00f3n\u00a0o\u00a0intencionalidad\u00a0queimprovisaci\u00f3n\u00a0o\u00a0emergencia,\u00a0es\u00a0m\u00e1s\u00a0dise\u00f1o\u00a0que\u00a0ejecuci\u00f3n,\u00a0m\u00e1s\u00a0construcci\u00f3n\u00a0que\u00a0selecci\u00f3n.\u00a0Esto\u00a0de\u00a0ninguna\u00a0manera\u00a0implicadejar\u00a0de\u00a0lado\u00a0la\u00a0improvisaci\u00f3n, la\u00a0adaptaci\u00f3n, la\u00a0espontaneidad, la\u00a0emergencia,\u00a0todos\u00a0estos\u00a0conceptos\u00a0que\u00a0se\u00a0destacan\u00a0en\u00a0cr\u00edticoscomo\u00a0H.\u00a0Minzberg\u00a0y\u00a0otros\u00a0m\u00e1s\u00a0influ\u00eddos\u00a0por\u00a0las\u00a0\u00e1reas\u00a0blandas\u00a0del\u00a0pensamiento\u00a0administrativo. Un\u00a0logro\u00a0muy\u00a0significativo\u00a0y\u00a0saliente\u00a0del\u00a0texto\u00a0de R.\u00a0Rumelt,\u00a0es\u00a0que\u00a0todos\u00a0sus\u00a0conceptos, y\u00a0proposiciones\u00a0son\u00a0ilustrados\u00a0con elan\u00e1lisis\u00a0de\u00a0situaciones\u00a0y\u00a0empresas\u00a0notables,\u00a0ej. Apple,\u00a0WalMart, Starbucks, General Motors, IKEA,\u00a0N-vidia, Toyota y\u00a0tambi\u00e9n\u00a0novinculados\u00a0al\u00a0mundo\u00a0de los\u00a0negocios, Guerra\u00a0Fr\u00eda,\u00a0Invasi\u00f3n\u00a0a\u00a0Irak\u00a0por\u00a0U.S.A,\u00a0pol\u00edtica\u00a0de\u00a0seguridad\u00a0nacional\u00a0de\u00a0U.S.A. En\u00a0esta\u00a0rese\u00f1a, he\u00a0optado\u00a0por\u00a0mencionar\u00a0s\u00f3lo\u00a0algunos\u00a0de los\u00a0temas\u00a0tratados\u00a0en el\u00a0texto\u00a0y\u00a0que\u00a0me\u00a0parecieron\u00a0m\u00e1s\u00a0relevantes\u00a0paratener\u00a0una\u00a0idea\u00a0comparativa\u00a0del\u00a0pensamiento\u00a0de R.\u00a0Rumelt\u00a0sobre\u00a0estrategia. Para\u00a0Rumelt,\u00a0\u00a0una\u00a0buena\u00a0estrategia\u00a0es\u00a0algo\u00a0muy\u00a0simple.\u00a0Identificar\u00a0uno\u00a0o dos\u00a0puntos\u00a0cr\u00edticos, los\u00a0puntos\u00a0pivotes\u00a0que\u00a0puedenmultiplicar\u00a0la\u00a0efectividad\u00a0del\u00a0esfuerzo\u00a0y\u00a0luego\u00a0focalizar\u00a0y\u00a0concentrar\u00a0sobre\u00a0ellos\u00a0los\u00a0recursos\u00a0y la\u00a0acci\u00f3n. Se\u00a0trata\u00a0de\u00a0descubrir\u00a0losfactores\u00a0cr\u00edticos\u00a0y\u00a0dise\u00f1ar\u00a0la\u00a0manera\u00a0de\u00a0coordinar\u00a0y\u00a0focalizar\u00a0la\u00a0acci\u00f3n.\u00a0Una\u00a0cuesti\u00f3n\u00a0clave\u00a0en\u00a0estrategia\u00a0es\u00a0identificar\u00a0el\u00a0desaf\u00edo, laselecci\u00f3n\u00a0y el\u00a0foco. […]<\/p>\n","protected":false},"author":7,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[19],"tags":[],"_links":{"self":[{"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/posts\/929"}],"collection":[{"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/users\/7"}],"replies":[{"embeddable":true,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/comments?post=929"}],"version-history":[{"count":2,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/posts\/929\/revisions"}],"predecessor-version":[{"id":1603,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/posts\/929\/revisions\/1603"}],"wp:attachment":[{"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/media?parent=929"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/categories?post=929"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/face.unt.edu.ar\/web\/iadmin\/wp-json\/wp\/v2\/tags?post=929"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}