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Abstract(s)
A estratégia é uma componente imprescindível para o desempenho e sobrevivência das organizações, num mundo cada vez mais competitivo. A sua definição fornece orientações às empresas, estabelecendo objetivos e metas que guiam todas as suas atividades. Martin e Lafley (2013), apresentaram o modelo “Playing To Win”, com a intenção de simplificar o conceito de estratégia e oferecer uma estrutura sólida para a sua formulação. Este modelo é altamente valorizado pela sua simplicidade e capacidade de ajudar as empresas a traduzirem a sua visão em escolhas estratégicas. Em virtude da passagem do tempo e consequente oportunidade para o desenvolvimento de novas perspetivas, considerou-se relevante compreender se o modelo “Playing To Win” continua atualizado, respondendo à seguinte questão de investigação: “Será possível melhorar o modelo Playing To Win uma década depois do seu lançamento?". Para tal, optou-se por seguir uma abordagem qualitativa, recorrendo ao caso de estudo da DHL, entrevistas com especialistas na área do controlo de gestão e a um focus group com consultores, como técnicas de recolha de dados. A análise dos dados permitiu identificar algumas oportunidades de melhoria ao modelo e novos entendimentos relativamente aos conceitos que o compõem. Os resultados obtidos permitem fornecer insights valiosos para gestores, consultores e académicos interessados na área da estratégia. Espera-se que este estudo contribua também para o aprimoramento contínuo do processo de definição da estratégia nas organizações através do fornecimento de uma conceptualização alternativa e ajustada do modelo Playing To Win.
Strategy is an indispensable component for the performance and survival of the organizations in an increasingly competitive world. Its definition provides guidance to companies, establishing objectives and goals that steer all their activities and decisions. Martin and Lafley (2013), introduced the "Playing To Win" model, aiming to simplify the concept of strategy and offer a robust framework for its formulation. This model is highly valued for its simplicity and capacity to assist companies in translating their vision into strategic choices. Given the passage of time and the opportunity for the development of new perspectives on the conceptualization of winning strategies in organizations, it was deemed relevant to ascertain whether the "Playing To Win" model remains updated. This research addresses the question: "Is it possible to enhance the Playing To Win model a decade after its launch?". Therefore, a qualitative approach was adopted, utilizing the case study of DHL, interviews with experts in management control, and a focus group with business consulting professionals as data collection techniques. Data analysis revealed opportunities for improvement to the model and new insights into its constituent concepts. The results offer valuable insights for managers, consultants, and academics interested in the field of strategy. This study is expected to also contribute to the ongoing refinement of the strategy definition process by providing an alternative and adjusted conceptualization of the Playing To Win model.
Strategy is an indispensable component for the performance and survival of the organizations in an increasingly competitive world. Its definition provides guidance to companies, establishing objectives and goals that steer all their activities and decisions. Martin and Lafley (2013), introduced the "Playing To Win" model, aiming to simplify the concept of strategy and offer a robust framework for its formulation. This model is highly valued for its simplicity and capacity to assist companies in translating their vision into strategic choices. Given the passage of time and the opportunity for the development of new perspectives on the conceptualization of winning strategies in organizations, it was deemed relevant to ascertain whether the "Playing To Win" model remains updated. This research addresses the question: "Is it possible to enhance the Playing To Win model a decade after its launch?". Therefore, a qualitative approach was adopted, utilizing the case study of DHL, interviews with experts in management control, and a focus group with business consulting professionals as data collection techniques. Data analysis revealed opportunities for improvement to the model and new insights into its constituent concepts. The results offer valuable insights for managers, consultants, and academics interested in the field of strategy. This study is expected to also contribute to the ongoing refinement of the strategy definition process by providing an alternative and adjusted conceptualization of the Playing To Win model.
Description
Keywords
Estratégia Modelo playing to win DHL Ótica da cascata Escolhas estratégicas Strategy Playing to win Cascade perspective Strategic choices