Proposta de um modelo para reduzir o GAP entre a definição e a execução de estratégias corporativas
Carregando...
Arquivos
Data
2007
Autores
Orientador(res)
Araujo, Luis Cesar G. de
Métricas
Título da Revista
ISSN da Revista
Título de Volume
Resumo
In despite the enormous time and energy that goes into strategy development, many companies have little to show for their efforts. The research by the consultancy Marakon Associates (2004) suggests that on average, only about 60% of the financiaI achievements results from the company's strategy planning. Ones research is focused primarily on incorporating strategy, obtained from the balanced scorecard strategy map, into the performing company operation and its projects. Its overall objective is to evaluate the proposed model, hence prioritize and balance projects In accordance with the planned strategies. This can minimize the gap between the strategy formulation and execution. The composition of the model involves various processes and evaluation methods, using theory in corporate strategic management and portfólio management as a reference. This model was applied in one of the telecommunication companies situated in Brazil (which one will refer to as company X for confidential reasons). However, such model is feasible in other companies with similar features and characteristics, with some customization. The strength of this model is that it takes all dimensions of the company's strategy such as learning and growth, customer perspective and internaI processes and not only the financiaI perspective of the company. In contrast, its weakness mainly lies in its large dependency in the quality of information produced by the third person, in analyzing, prioritizing and balancing the portfólio. Due to this inherent characteristic few targets of the balance scorecard indicators results differed. In using this proposed model shown, the conclusion is drawn that its results are very consistent and in line with the strategy planned in the balanced scorecard.