Me encuentro con este artículo en fast company que trata el asunto de qué es más importante a la hora de llevar a cabo la innovación: la estrategia o la ejecución. Este párrafo intenta dar luz sobre la cuestión:
«Never is execution more important than when innovation is at the heart of a strategy. That is because innovation always involves treading into uncertain waters. And as uncertainty rises, the value of a well-thought-out strategy drops. In fact, when pursuing entirely new business models, no amount of research can resolve the critical unknowns. All that strategy can do is give you a plausible starting point. From there, you must experiment, learn, and adapt. This is easily forgotten, especially by companies that rely on strategy consulting firms. A mindset develops: Outside experts develop the strategic plan; our job is to carry it out.
As the economy recovers and companies have more capital to risk on speculative businesses, this mindset becomes more dangerous. When a senior executive weighs a decision to risk tens of millions on an experiment, surely it is comforting to have an outside expert verify the strategy is sound. But regardless of the qualifications of the outsider, the strategy cannot be taken as gospel. There are too many uncertain factors that nobody can resolve. Even the best strategy is only a hypothesis. No matter who developed it, it must be assumed wrong.»
¿Qué hacer? El tema es para tenerlo en cuenta, y muchas veces depende de en qué tipo de negocio nos encontremos, uno probado o uno experimental. La cuestión es que nos encontramos en una sociedad en constante cambio, que no para de reescribirse, y sigue buscando en la innovación su tabla de salvación.