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The word
"strategy" is often heard in meetings, corporate speeches, and
business plans, but it is not always deeply understood. Strategy is more than
just a plan or a set of goals: it is the art and science of directing an
organization’s future with awareness, intention, and wisdom. The term comes
from the Greek strategos, meaning "the art of the general"—and
this is no coincidence, for strategy is about thinking before acting, seeing
the big picture, and making decisions based on analysis, creativity, and
purpose. In today’s fast-paced world, having a clear strategy is like having a
lighthouse in the fog: it guides, inspires, and protects.
In the field of
neuroscience, studies from Harvard University show that leaders who develop
strategic thinking activate specific areas of the brain related to
decision-making, scenario forecasting, and organizational empathy. This reveals
that strategy is not just a rational skill, but also an emotional and cultural
one. Great historical figures have demonstrated this with clarity. Think of
Martin Luther King Jr., for example: his famous “I Have a Dream” speech was not
only inspirational, but also part of a meticulously planned strategy to
mobilize public opinion, attract media, and drive social change. Strategy is
where dreams meet action.
The first step in
defining an organization’s strategies is understanding its identity. Who are
we? What is our purpose? What values drive us? The Quasar K+ Strategic
Planning methodology, created by Antônio Carlos dos Santos, starts
precisely at this point. It combines elements of cultural identity analysis
with modern management tools. The idea is that no strategy will be effective if
it doesn’t respect the organization’s essence and culture. It's like forcing an
actor into a role that doesn't suit them—something that the world of theater
teaches us quite eloquently.
And this is exactly
where methodologies that blend culture, theater, and planning come in. The MAT
(Mindset, Action, and Theater) methodology proposes that every organization
is, above all, a living organism made up of people, emotions, and stories.
Applying MAT to strategic planning means promoting a mindset shift, translated
into practical actions and staged through theatrical experiences. The scene
becomes a metaphor for organizational life. As the actor and director
Constantin Stanislavski taught us, “there is no action without a clear
objective.” On the corporate stage, the same applies: strategy without clarity
is mere improvisation.
Another valuable
approach is the ThM (Theater Movement) methodology, which uses body
movement as a tool for strategic listening and expression. Studies from
Stanford University show that physical movement facilitates creative thinking
and the solving of complex problems. In ThM, leadership learns to read the
team's body language, identify emotional blocks, and release energy flows that
drive innovation. Planning, then, is also about dancing with challenges,
feeling the rhythm of change, and responding with agility and presence.
The TBMB (Mané
Beiçudo Puppet Theater) methodology, also created by Antônio Carlos dos
Santos, offers a playful yet profound approach to participatory planning. Using
handmade puppets, symbolic characters, and improvised scripts, entire teams
discuss, act out, and reflect on the organization’s direction. This practice is
especially effective in communities, schools, and companies with low engagement
in traditional planning. The puppet says what the team member does not dare to.
It points out mistakes, provokes laughter, reveals the unspoken. And in this
symbolic play, the most powerful ideas emerge.
But no strategy can
succeed without effective communication. At this point, three books by the
aforementioned author deserve mention: “Strategic Communication: The Art of
Speaking Well,” “Breathing, Voice, and Diction,” and “Moving
Letters: The Art of Writing Well.” These offer practical foundations on how
to communicate strategy clearly, engagingly, and impactfully. Speaking,
breathing, and writing with precision are not just linguistic skills—they are
essential tools for leading with presence and assertiveness. After all, a
poorly communicated strategy is a failed one.
Another crucial step
in the strategic process is diagnosing the internal and external environment.
Tools like SWOT analysis, PESTEL analysis, and stakeholder mapping help to
identify strengths, weaknesses, opportunities, and threats. But above all, it's
necessary to listen. Listen to employees, customers, and partners. Strategic
listening is active, empathetic, and continuous. As neuroscience teaches us,
the human brain responds better to empathy than to imposition. Planning with
people is more effective than planning for them.
Once the diagnosis is
complete, the organization must set clear, measurable, and inspiring goals.
These function as compasses. But they only work if accompanied by concrete
action plans, defined timelines, and tracking indicators. Strategic execution
is the ultimate test. As Peter Drucker reminds us, “strategy is just a plan
until it turns into action.” Discipline, therefore, is the twin sister of
creativity in the world of planning.
Finally, it's
important to remember that a good strategy is not static. It is alive, like a
theater script that can be adapted for each performance. Organizational
culture, team emotions, and unforeseen events all demand flexibility. The
secret is to keep your eyes on the purpose and your feet on the ground. Like a
theater company on tour, the organization moves forward, reinvents itself,
corrects its course, and inspires audiences. Because in the end, that’s what
strategy is: a well-rehearsed show with soul, direction, and courage.
Planning is an act of
hope. It is the belief that the future can be built with intelligence,
sensitivity, and collaboration. Leaders, workers, educators, and citizens: we
are all protagonists in this grand play called Brazil. May each of us write our
part with clarity, action, and vision—because the best strategy is the one that
transforms lives.
Access the books by Antônio Carlos dos Santos on amazon.com or amazon.com.br
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