Pensamiento/Acción

Estratégica
Luz Elena Orozco C.
 Perspectiva
sistémica

Centrado
Oportunismo
inteligente en la
intención
Pensamiento Liedtka, 1998
estratégico
Strategic Thinking
(Liedtka, 1998)
Guiado Pensamiento
por en tiempo
real
hipótesis
 • Understanding discontinuities
• Designing actions on the bases of new learning
Strategic Thinking (Liedtka, 1998) • Mental model of the complete system of value creation
and understand the interdependences within it.
• Incorporate both the external and the internal context
Perspectiva of the organization
sistémica • Vertical linkages
• Relationships between their individual decisions with
the external contexts

• What if questions
and action Centrado • Sense of direction
Oportunismo
• To change inteligente en la • Sense of discovery
hipotheses intención • To resist distraction
• Experimentation • To focus attention
Pensamiento • Offer new strategies the
estratégico possibility to emerge
(learning)
• Intention to discover

• Gap between current time

• Skill to develop good
and future intent is critical
hypotheses and to
test them efficiently
Guiado Pensamiento
• Doing the best with limited
por en tiempo resources
• Intuitive and analytic
real • Past performance as an
• Creativity hipótesis opportunity to learn
• Exploration • The value of breaking out
past schemes

Liedtka, 1998
Un caso de análisis
• After total defeat in World War II, there were those in Japan who had the foresight to identify strategies for
making money, other than black-marketeering and prostitution. Ogawa Kikimatsu, a publishing editor, was
one such person.
• Ogawa was on a business trip when he heard the emperor’s surrender broadcast. He returned to the
capital, immediately considering how to get rich in the changed situation. In the words of John Dower
(1999), “By the time the train pulled into Tokyo, he had hit upon his great idea: and, like so many
enlightenment experiences, it was the essence of simplicity. As soon as the country was occupied, people
would be clamouring for an easy guide to everyday English conversation. He would provide it”. This was the
vision: the vision then had to be realized.
• First Ogawa sold the idea to a publisher. He had no particular competence in English and used two
conversation books as models, a Japanese-Chinese manual ironically used during the occupation of China,
and a Japanese-Thai manual. It took only one to three days to complete, the exact time varying according to
different authorities. Nichi-Bei Kaiwa Techo (Japanese-English Conversation Manual) was only 32 pages long
and appeared in print one month to the day after the initial idea had been conceived.
• The initial printing of 300.000 disappeared almost immediately. By the end of 1945, 3.5 million copies had
been sold. The book remained the country’s all-time bestselling publication right up to 1981.

White, 2004, p.45

El proceso de “estrategizar”
VIABLE FUTURES SUSTAINABLE STRATEGIES
What are the possibilities? How do we leverage our choices?

1. Develop strategic foresigth 2. Develop a Business 3. Plan and implement

model the strategy

Learn from Learn from Design an internal Discover

the past the future strategic structure a GAP
(current (posible for the competitive from the
reality) future landscape goal
Informs Choose
realities) goal-
Informs

seeking
Informs Buid a robust Impleme actions
nt goal-
business model
seeking
Develop strategic options
actions
and choices

Informs 4. Monitor, Measure and Evaluate

Ungerer et al., 2016

El Juego de la Cerveza
Luz Elena Orozco C.
 Instrucciones No hay
comunicación al
1. Retailer, Wholesaler, Distributor y Factory mueven los camiones de interior de los
recepción a inventario (producción a inventario en el caso de la equipos
fábrica)
2. Envíos de Wholesaler, Distributor y Factory llegan a la recepción del
cliente Sincronía del
equipo ->
3. Las órdenes de producción de Factorycomienzan a ser producidas coordinador

4. Retailer, Wholesaler, Distributor y Factory conocen la orden nueva

en el tablero de su respectivo cliente y la suplen desde su
inventario hacia la casilla de envíos
La demanda
5. Retailer, Wholesaler, Distributor y Factory colocan una nueva orden insatisfecha
para su proveedor (una nueva orden de producción en el caso de la debe ser
cubierta
fábrica)
6. Retailer, Wholesaler, Distributor y Factory registran la información
Individualmente

•Analice sus decisiones/acciones desde

“Strategic Thinking”
 Resumen de resultados del Juego de
la Cerveza 600
Total Unidades Pedidas

500

400

300

200

100

0
Grupo 1 Grupo 2 Grupo 3 Grupo 4 Grupo 5 Grupo 6 Grupo 7 Grupo 8 Grupo 9

Retailer Wholesaler Distributor Factory

Total Demanda Insatisfecha Total Inventario

450 450

400 400

350 350

300 300

250 250

200 200

150 150

100 100

50 50

0 0
Grupo 1 Grupo 2 Grupo 3 Grupo 4 Grupo 5 Grupo 6 Grupo 7 Grupo 8 Grupo 9 Grupo 1 Grupo 2 Grupo 3 Grupo 4 Grupo 5 Grupo 6 Grupo 7 Grupo 8 Grupo 9

Retailer Wholesaler Distributor Factory Retailer Wholesaler Distributor Factory

En Grupos
• Analicen sus decisiones/acciones desde “Strategic
Thinking”

• ¿Cuáles fueron las implicaciones de las decisiones

individuales?
• ¿Qué dificultades hubo?
• ¿Alternativas?
• ¿Aprendizajes - CINCO?
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