Strategic cards , comments

Comments and personal criticism in connection with the strategic cards

The strategic cards are a good tool for consultant. Simple and concise, they summarize the intrinsic complexity of the firm to a simple perfectly comprehensible diagram. They have very to like the executive.

Some volumes, some arrows and the firm seems dominated, controlled, the quite sitted capacity. One will be able of course legitimately to put the question of the quality of the data-gathering (1) and analysis at the basis of the development of such a synthetic overall diagram. In addition, prosaically speaking, rather than of a synthesis it in this case is not about a reducing simplification? A simplification which while eliminating from the not easily integrable sides of activities within the skimped framework of the 4 prospects masks strategic opportunities. One will be able to also put the question of the relevance of the absolute faith in the determinism, drawing aside from the diagram the details at first sight unimportant, eluding the possibility of less obvious connections (2). It would miss nothing any more but one butterfly beats wings! Especially not of chaos! All must function like a good regiment one day of parade. It is the secrecy of the method there.

(1) It is good time with other to leave its pulpit to look with more close real operation of the firms. Not while being satisfied to swap remarks chosen with some top-ranking executives but well while going down in the bays from the firm, where work is carried out, where resides truth capacity. It is learned thus that there exist multiple ways “of adapting the truth” as much to the requirements of the ground that to the personal aspirations. Information management is besides a tool of choice for the manipulators out of grass or already senior. But it as should be recognized as in the context and the fire of the share it is not always possible all to formalize. It is then not easy to make the sorting between omission, screening and falsification. In any case the model feels some and in the ignorance of these behaviors it is quite daring, lifting and even unconscious to think of deciding/of planning on the long term.

(2) In quasi 25 years of career including one great part with international, I on many times the occasion to note the futility of inclinations of simplification of ambient complexity. If the synthesis (simplification?) exploit a part the didactic plan to facilitate the perception of the main tension fields, it is recommended to take the active listening time of the details and nonknown as of the ground. Not always easy I agree on it, they are in fact audible only for that which can understand them. It is however there the only way seize the direction. It is necessary well to end up admitting that the firm is not a “technical machine” easily but well a social system made up of individualities to the passion relations.

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Copyright: Alain FERNANDEZ ©1998-2008- All rights reserved

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