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Advisor(s)
Abstract(s)
Este estudo tem por objetivo formular orientações para a composição, organização e
articulação dos meios da Marinha, visando uma maior eficiência institucional.
Neste enquadramento, consideraram-se três dimensões para a transformação estrutural
da Marinha: pessoas, informação e organização, tendo-se analisado as necessidades de
transformação em cada uma dessas dimensões. Complementarmente, elaborou-se uma
matriz SWOT (Strengths, Weaknesses, Opportunities, Threats), que sistematiza as mais
significativas Potencialidades e Vulnerabilidades estruturais de âmbito interno, assim como
as principais Oportunidades e Ameaças externas, com implicações estruturais na Marinha.
Esta matriz apoiou a dedução de um conjunto de Linhas de Orientação Estratégica, que
procuraram responder às necessidades de transformação identificadas. A sua adequabilidade
foi aferida em entrevistas semiestruturadas a 11 oficiais da estrutura superior da Marinha,
tendo-se considerado validadas as que mereceram expressiva concordância. Deste processo,
resultaram 40 Linhas de Orientação Estratégica, que foram agrupadas segundo nove
Objetivos Estratégicos Estruturais.
Isso permitiu construir o mapa da estratégia estrutural da Marinha Portuguesa, que
inclui três focos de gestão (pessoas, informação e organização), bem como três subtemas
estratégicos (potenciação do capital humano, transição digital e otimização organizacional),
com o objetivo de nortear a execução da respetiva estratégia.
This study has the goal of formulating broad guidelines for the composition, organization and articulation of Navy’s assets, aiming at improving the institutional efficiency. In this framework, the structural transformation of the Navy was systematized in three dimensions: people, information and organization, and the transformation needs in those dimensions were analyzed. In addition, a Strengths, Weaknesses, Opportunities, Threats (SWOT) matrix was developed, listing the most relevant structural Strengths and Weaknesses of the internal environment, as well as the main external Opportunities and Threats, with structural impact in the Navy. This matrix supported the inference of Strategic Courses of Action, to answer the identified transformation needs. Their adequacy was assessed in semi-structured interviews with 11 officers of the Navy’s top administration and those that merited significant agreement were considered validated. Forty Strategic Courses of Action resulted from this process and they were grouped in nine Structural Strategic Objectives. This allowed building the structural strategy map, which includes three management foci (people, information and organization), as well as three strategic sub-themes (human capital potentiation, digital transition and organizational optimization), to guide the respective strategy execution.
This study has the goal of formulating broad guidelines for the composition, organization and articulation of Navy’s assets, aiming at improving the institutional efficiency. In this framework, the structural transformation of the Navy was systematized in three dimensions: people, information and organization, and the transformation needs in those dimensions were analyzed. In addition, a Strengths, Weaknesses, Opportunities, Threats (SWOT) matrix was developed, listing the most relevant structural Strengths and Weaknesses of the internal environment, as well as the main external Opportunities and Threats, with structural impact in the Navy. This matrix supported the inference of Strategic Courses of Action, to answer the identified transformation needs. Their adequacy was assessed in semi-structured interviews with 11 officers of the Navy’s top administration and those that merited significant agreement were considered validated. Forty Strategic Courses of Action resulted from this process and they were grouped in nine Structural Strategic Objectives. This allowed building the structural strategy map, which includes three management foci (people, information and organization), as well as three strategic sub-themes (human capital potentiation, digital transition and organizational optimization), to guide the respective strategy execution.
Description
Keywords
Processo estratégico Formulação estratégica Estratégia estrutural Doutrina naval Strategic process Strategy formulation Structural strategy Naval doctrine