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Abstract(s)
Kaplan & Norton (2008) sugeriram um modelo de gestão designado por Execution Premium, que incorpora num ciclo integrado de planeamento e controlo as diferentes ferramentas estratégicas e operacionais e que, simultaneamente, garante o alinhamento entre a estratégia e as operações. Este modelo “Execution Premium”, tendo como elemento central a ferramenta Balanced Scorecard, incorpora um ciclo de planeamento e execução estratégica sistematizado e desenvolvido em 6 fases, para as quais são sugeridas ferramentas de gestão, para auxiliar as organizações a definir, implementar e gerir toda a sua estratégia. O presente trabalho foi desenvolvido com recurso a um estudo de caso e teve como objetivo central identificar e perceber as ferramentas de gestão adotadas nas diferentes etapas do ciclo de planeamento e execução estratégica da Lusilectra tendo por base o quadro referencial do modelo “Execution Premium”. Simultaneamente, faz-se uma análise crítica das ferramentas de planeamento e execução estratégica da Lusilectra e respetivas sugestões de melhoria. Para responder a estes objetivos, para além da observação participante do próprio autor, foi realizada uma revisão da literatura sobre as temáticas em estudo, foram conduzidas entrevistas e recolhidas informações e documentos para possibilitar a resposta à questão de investigação. A análise realizada revelou algumas fragilidades e desalinhamentos do ciclo de planeamento e execução estratégica da empresa, sugerindo-se uma aplicação mais sistematizada do modelo Execution Premium, integrando e interligando todas as ferramentas estratégicas e operacionais, garantindo um maior alinhamento dos colaboradores com a estratégia da Lusilectra.
Kaplan & Norton (2008) suggested a management model called Execution Premium, which incorporates the different strategic and operational tools into an integrated planning and control cycle and which, simultaneously, ensures the alignment between strategy and operations. The “Execution Premium” model, with its central element, the Balanced Scorecard tool, incorporates a cycle of strategic planning and execution, systematized and developed in 6 phases, for which management tools are suggested to help organizations define, implement and manage their entire strategy. The present work used a case study being the main objective to identify and understand the management tools adopted in the different stages of Lusilectra's strategic planning and execution cycle, based on the reference framework of the “Execution Premium” model. Simultaneously, a critical analysis is made of Lusilectra's strategic planning and execution tools, and the respective suggestions for improvement are provided. To respond to these objectives, and beyond the author’s participant observation, a literature review was carried out on the themes under study, interviews were conducted and information and documents were collected to enable the answer to the research question. The analysis carried out revealed some weaknesses and misalignments in the company's strategic planning and execution cycle. It is suggested a more systematic application of the Execution Premium model, integrating and interconnecting all strategic and operational tools, ensuring greater alignment of the employees with the strategy of Lusilectra.
Kaplan & Norton (2008) suggested a management model called Execution Premium, which incorporates the different strategic and operational tools into an integrated planning and control cycle and which, simultaneously, ensures the alignment between strategy and operations. The “Execution Premium” model, with its central element, the Balanced Scorecard tool, incorporates a cycle of strategic planning and execution, systematized and developed in 6 phases, for which management tools are suggested to help organizations define, implement and manage their entire strategy. The present work used a case study being the main objective to identify and understand the management tools adopted in the different stages of Lusilectra's strategic planning and execution cycle, based on the reference framework of the “Execution Premium” model. Simultaneously, a critical analysis is made of Lusilectra's strategic planning and execution tools, and the respective suggestions for improvement are provided. To respond to these objectives, and beyond the author’s participant observation, a literature review was carried out on the themes under study, interviews were conducted and information and documents were collected to enable the answer to the research question. The analysis carried out revealed some weaknesses and misalignments in the company's strategic planning and execution cycle. It is suggested a more systematic application of the Execution Premium model, integrating and interconnecting all strategic and operational tools, ensuring greater alignment of the employees with the strategy of Lusilectra.
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Keywords
Ferramentas de planeamento estratégico Planeamento estratégico Gestão estratégica Ciclo de planeamento estratégico Execution Premium Strategic planning tools Strategic planning Strategic management Strategic planning cycle