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Playing to win : um estudo de caso na OLI
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Abstract(s)
Perante o ambiente VUCA, as organizações para vencer necessitam de desenvolver e implementar Sistemas de Gestão Estratégica que apoiem e orientem o planeamento e execução da estratégia. É neste contexto que surge o modelo Playing to Win, desenvolvido por Alan Lafley e Roger Martin, composto por cinco questões estratégicas interligadas e que tem por objetivo guiar as organizações para o alcance de uma vantagem competitiva sustentável. Existem evidências - marcas Gillete e Swiffer - de que a adoção do Playing to Win conduz à formulação e implementação de uma estratégia vencedora. No entanto, na literatura não são conhecidos estudos académicos sobre a sua aplicação. Nesse sentido, considera-se pertinente a exploração da viabilidade da ferramenta estratégica no contexto português, concretamente na OLI. O objetivo centrou-se na resposta à questão: “será o Playing to Win útil às organizações?”. Para tal, selecionou-se a metodologia estudo de caso descritivo e explanatório, tendo a recolha de dados sido efetuada por meio de entrevistas. Concluiu-se que em organizações com sistemas de gestão estratégica maduros, como a OLI, a aplicação do modelo é útil como parte, permitindo: promover a focalização e alinhamento estratégico da organização, através da descrição da estratégia e sua comunicação, de forma prática e clara; implementar ferramentas e processos que facilitam e apoiam a tomada de decisões estratégicas; e, fomentar a gestão estratégica de recursos. Considera-se que a implementação e controlo da estratégia poderiam ser mais aprofundadas no modelo. Pretende-se que a investigação contribua: a nível pessoal, para um maior conhecimento sobre o Playing to Win; a nível organizacional, para a análise de uma possível implementação; e, a nível académico, para a literatura.
Faced with the VUCA environment, in order to win, organizations need to develop and implement Strategic Management Systems that support and guide strategy planning and execution. It is in this context that the Playing to Win model, developed by Alan Lafley and Roger Martin, emerges. It is made up of five interconnected strategic issues and aims to guide organizations towards achieving a sustainable competitive advantage. There is evidence - brands Gillete and Swiffer - that the adoption of Playing to Win leads to the formulation and implementation of a winning strategy. However, there are no known academic studies in the literature on its application. In this sense, it is considered pertinent to explore the viability of the strategic tool in the Portuguese context, specifically at OLI. The aim was to answer the question: "is Playing to Win useful for organizations?". To this end, a descriptive and explanatory case study methodology was selected, and data was collected through interviews. It was concluded that in organizations with mature strategic management systems, such as OLI, the application of the model is useful as part of the following: promoting the organization's strategic focus and alignment by describing the strategy and communicating it in a practical and clear way; implementing tools and processes that facilitate and support strategic decision-making; and fostering strategic resource management. It is felt that the implementation and control of the strategy could be further developed in the model. The research is intended to contribute: on a personal level, to greater knowledge about Playing to Win; on an organizational level, to the analysis of a possible implementation; and, on an academic level, to the literature.
Faced with the VUCA environment, in order to win, organizations need to develop and implement Strategic Management Systems that support and guide strategy planning and execution. It is in this context that the Playing to Win model, developed by Alan Lafley and Roger Martin, emerges. It is made up of five interconnected strategic issues and aims to guide organizations towards achieving a sustainable competitive advantage. There is evidence - brands Gillete and Swiffer - that the adoption of Playing to Win leads to the formulation and implementation of a winning strategy. However, there are no known academic studies in the literature on its application. In this sense, it is considered pertinent to explore the viability of the strategic tool in the Portuguese context, specifically at OLI. The aim was to answer the question: "is Playing to Win useful for organizations?". To this end, a descriptive and explanatory case study methodology was selected, and data was collected through interviews. It was concluded that in organizations with mature strategic management systems, such as OLI, the application of the model is useful as part of the following: promoting the organization's strategic focus and alignment by describing the strategy and communicating it in a practical and clear way; implementing tools and processes that facilitate and support strategic decision-making; and fostering strategic resource management. It is felt that the implementation and control of the strategy could be further developed in the model. The research is intended to contribute: on a personal level, to greater knowledge about Playing to Win; on an organizational level, to the analysis of a possible implementation; and, on an academic level, to the literature.
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Keywords
Estratégia Playing to win Sistemas de gestão estratégica Strategy Strategic management systems