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Strategic Decisión Processes in High Velocity Environments: Four Cases in the Microcomputer Industry

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STRATEGIC DECISIÓN PROCESSES IN HIGH VELOCITY ENVIRONMENTS: FOUR CASES IN THE MICROCOMPUTER INDUSTRY
(Bourgeois III et Eisenhardt, 1988)

“Planea con cuidado y de forma analítica, pero muévete rápido y de forma audaz”

Objetivos del Estudio

La pregunta que busca solucionar esta investigación es, ¿Cómo los altos ejecutivos toman decisiones en entornos con altas velocidades de cambio?

Introducción

En una gran cantidad de sectores industriales, la implementación de estrategias y toma de decisiones se basa en el procesamiento y el análisis de la información. Existen otros, tales como el segmento de los microcomputadores, donde la evolución y el cambio en la industria y el mercado son tan rápidos que la información capturada pierde veracidad y por lo tanto se vuelve obsoleta.

A diferencia de otros, los sectores que se desenvuelven en entornos con niveles de cambio tan acelerados, no utilizan estrategias comunes tales como “wait and see” y “me too”. Esto debido a que la industria evoluciona constantemente y por ende las ventajas competitivas cambian generando nuevas oportunidades de negocio.

Basado en la investigación del sector de los microcomputadores fue posible identificar situaciones contradictorias que los ejecutivos de empresas exitosas logran resolver para tomar decisiones estratégicas acertadas. A partir de lo anterior surgen tres constantes al momento de decidir. Primero, tomar decisiones estratégicas de forma cuidadosa, pero rápido. Segundo, tener en la empresa un CEO con poder y capacidad de decidir y al tiempo un equipo de ejecutivos con las mismas características. Por último, no ser una compañía adversa al riesgo, pero al mismo tiempo implementar decisiones de forma incremental y segura.

Marco Teórico

Existen dos visiones predominantes que explican como los equipos de ejecutivos deben tomar decisiones clave. La primera, “rational-comprehensive” asume que los directivos pueden llegar a un consenso sobre las prioridades de la empresa, buscan alternativas y después de esto integran su medida a una estrategia ya existente en la compañía. En esta visión, las estrategias se implementan de forma comprensiva para el equipo, pero en etapas agigantadas. En el otro extremo se encuentra la visión “political incrementalism”, que se caracteriza por la ausencia de metas consentidas por los directivos. En cambio la búsqueda de alternativas se hace a partir del surgimiento de un problema especifico y se implementa de forma adaptativa e incremental.

De igual forma coexisten tres puntos de partida que pueden ser tomados al momento de llevar a cabo la toma de decisiones. Inicialmente, esta el “Rational Actor Model” el cual sugiere que el éxito estratégico de las empresas en entornos rápidamente cambiantes, depende del análisis y la planeación hecha antes de tomar cualquier medida. Seguidamente, autores como Janis, y George argumentan que, la toma de buenas decisiones depende en gran medida de la estipulación de metas, prioridades y la búsqueda de alternativas; y que este debe ser un proceso racional.

Metodología

* Diseño de la Investigación * Se tomó la decisión de estudiar la dinámica de toma de decisiones en su entorno natural, es por esta razón que la investigación se realizó en cuatro compañías de microcomputadores. Para llevar a cabo el estudio se hizo una investigación a tres niveles. Primero, la compañía; segundo, el equipo de ejecutivos y las interacciones en el grupo; tercero, una decisión reciente. Cada caso será tratado como un experimento que ratifica o desaprueba las deducciones de la investigación. * Recolección de Información * En cada una de las cuatro compañías estudiadas, se identificó una decisión reciente que tuviera las siguientes características: que involucrara reposicionamiento o redirección de la compañía, una decisión cuyos resultados afectaran de forma significativa la empresa, que involucrara varias unidades de la compañía, y por último que sea considerada una decisión representativa. * Se realizaron entrevistas conducidas por dos investigadores, y la información fue registrada en un plazo de 24 horas. De igual forma se recogió información cuantitativa y cualitativa para complementar la investigación. * Análisis y Presentación de la Información * Cada investigador se encargo de un tipo de información, cualitativa o cuantitativa. La primera se presentó en forma de narrativas que contienen una línea de tiempo desde el principio del proceso de toma de decisión. Para el segundo tipo de información el investigador tabuló los resultados en búsqueda de estándares. * Una vez lo anterior estaba listo y cada uno desarrolló hipótesis sobre la información correspondiente, se reunieron para comparar los resultados y buscar patrones.

Cuatro compañías estudiadas

* Alpha: ¿Debemos ser compatibles con IBM? * Esta pregunta surge debido a la mala situación económica de Alpha. Algunos consideraban que ingresar al mercado de IBM podría solucionar los problemas. El presidente tomó las riendas del asunto y decidió no ingresar del todo a IBM, solo un producto. El proceso estratégico duro aproximadamente 12 meses, fue del todo llevado a cabo por el CEO de la compañía lo cual generó desconcierto entre los trabajadores. Debido a la falta de comunicación entre el CEO y los ejecutivos, el rendimiento de la compañía no ha sido el esperado. * First Corporation: ¿Necesita la compañía un nuevo nombre? * La inquietud de la compañía se desprende del descontento de los altos mandos de la empresa con el nombre de esta. Lo anterior debido a que es difícil de recordar, de escribir y confundido por clientes. Al igual que en Alpha, la decisión fue comandada por los altos rangos de la empresa, en este caso el chairman y el CEO. El proceso tomó 20 meses, no se consideró ninguna otra alternativa además del cambio de nombre, y la decisión nunca fue articulada con los VP´s. * Maverick Computer Company: ¿Cuál es nuestra nueva estrategia de negocio? * La pregunta de la empresa surge debido a que el rendimiento de esta no fue tan positivo como se esperaba. El proceso de decisión en este caso, se llevo a cabo bajo un modelo estratégico racional. El presidente organizó reuniones donde se analizaron varias alternativas e identificaron distintas características de la empresa y la industria. De estas salió la decisión, un poco riesgosa, de hacer un plan de negocio para el nuevo producto de la compañía. El proceso de toma de decisión fue ampliamente participativo y tuvo una duración de tres meses. La implementación del nuevo plan fue ejecutado en un periodo extendido de tiempo, y sin duda alguna su implementación mejoró el rendimiento de la empresa. * Zap Computers: ¿Debemos convertirnos en una empresa publica? * La alternativa es considerada debido al presupuesto restringido de la compañía. Al igual que en Maverick, el proceso estratégico fue participativo y la consideración de alternativas alta. Debido a esto, la toma de la decisión fue rápida y ampliamente aceptada por los empleados, lo que llevo al buen desempeño de la compañía.

Resultados: Proposiciones e Hipótesis

PROPOSICION 1. En entornos con niveles de cambio acelerados las empresas más efectivas son aquellas que toman decisiones bajo procesos racionales. * Los altos ejecutivos manejan la incertidumbre del mercado estructurando sus procesos a través de análisis exhaustivos tal y como lo hicieron en Maverick y Zap.

Hipótesis 1.1. En entornos con niveles de cambio acelerados, entre más analíticos sean los procesos de toma de decisiones, mayor será el rendimiento de la firma.

Hipótesis 1.2. En entornos con niveles de cambio acelerados, cuanto mayor sea la comprensión de la búsqueda de alternativas estratégicas, mayor será el rendimiento de la firma.

Hipótesis 1.3. En entornos con niveles de cambio acelerados, cuanto más claro y mejor expresado esté la meta institucional, mayor el rendimiento de la firma.

PROPOSICION 2. En entornos con niveles de cambio acelerados las empresas más efectivas son aquellas que innovan. * La evidencia de este estudio muestra que las empresas más efectivas logran resistirse a intentar las mismas soluciones. En cambio optan por nuevas ideas que incluso pueden ser riesgosas. Ejemplo: Zap.

Hipótesis 2.1. En entornos con niveles de cambio acelerados, entre más innovador y arriesgado sea el set de alternativas estratégicas examinadas y escogidas, mayor el rendimiento de la firma.

PROPOSICION 3. En entornos con niveles de cambio acelerados las empresas más efectivas son aquellas toman decisiones estratégicas rápidamente.

Hipótesis 3.1. En entornos con niveles de cambio acelerados, entre menor sea el tiempo en el cual se toman decisiones estratégicas, mayor el rendimiento de la compañía.

PROPOSICION 4. En entornos con niveles de cambio acelerados, las empresas más efectivas son aquellas que diseñan un plan estratégico con una decisión inicial y otras para ser ejecutadas al momento necesario. (execution triggers) * Zap, tomo una decisión inicial pero su ejecución se llevo a cabo más adelante cuando fue realmente necesario.

Hipótesis 4.1. En entornos con niveles de cambio acelerados, entre mayor sea la exposición de la aplicación de una decisión tomada por la empresa, mayor será el rendimiento de esta.

PROPOSICION 5. En entornos con niveles de cambio acelerados, las empresas más efectivas son aquellas que le dan a su grupo de ejecutivos el poder para tomar decisiones. * Tanto en Zap como en Maverick, la decisión de cómo y cuando implementar la medida que había tomado el CEO la llevaban a cabo los VP´s de cada área correspondiente.

Hipótesis 5.1. En entornos con niveles de cambio acelerados, cuanto mayor es la delegación de la ejecución activa al equipo de alta dirección, mayor será el rendimiento de la compañía.

Hipótesis 5.2. En entornos con niveles de cambio acelerados, cuanto mayor es el poder otorgado a los ejecutivos de las distintas áreas funcionales para implementar decisiones estratégicas, mayor el rendimiento de la empresa.

Hipótesis 5.3. En entornos con niveles de cambio acelerados, cuanto mayor es la centralización de poder en el CEO, mayor es el nivel de comportamiento político entre los ejecutivos de la empresa.

Hipótesis 5.4. En entornos con niveles de cambio acelerados, cuanto mayor es el nivel de comportamiento político entre los ejecutivos de la empresa, menor es el rendimiento de esta.

Conclusiones

La dificultad de la toma de decisiones en este tipo de entorno resulta de los costos elevados que representarían para una empresa el hecho de cometer un error. Una vez que una compañía en este entorno tan rápido se queda atrás es muy difícil que pueda alcanzar a la industria.

Las soluciones propuestas en el articulo representan una serie de paradojas para las compañías y sus ejecutivos. Deben planear de forma cuidadosa y analítica, pero siendo audaz y rápido. El CEO debe tener la capacidad para decidir, pero también para delegar el poder de decidir. Deben escoger y exponer rápidamente una estrategia a los empleados, pero esta debe ser ejecutado solo cuando la compañía lo requiera.

En conclusión la naturaleza rápida de la industria de los microcomputadores trae consigo varios retos. Es importante tener en cuenta que la tendencia en el mercado revela que la velocidad de cambio en todas las industrias está aumentando. Por lo tanto, estos resultados son validos y aplicables para más de una empresa.

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