Pratica di Shadowing: A Plan Is Not a Strategy - Impara a parlare inglese con i video
Creazione lezione...
1
ROGER MARTIN: This thing called planning has been around for a long, long time.
2
People would plan out the activities they're going to engage in.
3
More recently, has been a discipline called strategy.
4
People have put those two things together to call something strategic planning.
5
Unfortunately, those things are not the same, strategy and planning.
6
So just putting them together and calling it strategic planning doesn't help.
7
What most strategic planning is in the world of business has nothing to do with strategy.
8
It's got the word, but it's not.
9
It's a set of activities that the company says it's going to do.
10
We're going to improve customer experience.
11
We're going to open this new plant.
12
We're going to start a new talent development program.
13
A whole list of them, and they all sound good, but the results of all of those are not going to make the company happy because they didn't have a strategy.
14
So what's a strategy?
15
A strategy is an integrative set of choices that positions you on a playing field of your choice in a way that you win.
16
So there's a theory.
17
Strategy has a theory.
18
Here's why we should be on this playing field, not this other one, and here's how, on that playing field, we're going to be better than anybody else at serving the customers on that playing field.
19
That theory has to be coherent.
20
It has to be doable.
21
You have to be able to translate that into actions for it to be a great strategy.
22
Planning does not have to have any such coherence, and it typically is what people in manufacturing want-- the few things they want, to build a new plant, and the marketing people want to launch a new brand, and the talent people want to hire more people-- that tends to be a list that has no internal coherence to it and no specification of a way that that is going to accomplish collectively some goal for the company.
23
See, planning is quite comforting.
24
Plans typically have to do with the resources you're going to spend.
25
So we're going to build a plan.
26
We're going to hire some people.
27
We're going to launch a new product.
28
Those are all things that are on the cost side of businesses.
29
Who controls your costs?
30
Who's the customer of your costs?
31
The answer is, you are.
32
You decide how many square feet to lease, how many raw materials to buy, how many people to hire.
33
Those are more comfortable because you control them.
34
A strategy, on the other hand, specifies an outcome, a competitive outcome that you wish to achieve, which involves customers wanting your product or service enough that they will buy enough of it to make the profitability that you'd like to make.
35
The tricky thing about that is that you don't control them.
36
You might wish you could, but you can't.
37
They decide, not you.
38
That's a harder trick.
39
So that means putting yourself out and saying, here's what we believe will happen.
40
We can't prove it in advance, we can't guarantee it, but this is what we want to have happen and that we believe will happen.
41
It's much easier to say, I'll build a factory, I will hire more people, et cetera, than I will have customers end up liking our offering more than those of competitors.
42
The tricky thing about planning is that while you're planning, chances are at least one competitor is figuring out how to win.
43
When US air carriers were busily planning what routes to fly and da-da-da, there was this little company in Texas called Southwest that had a strategy for winning.
44
And at first, that looked largely irrelevant because it was tiny.
45
What Southwest Airlines was aiming for was an outcome.
46
What they wanted to be is a substitute for Greyhound, a way more convenient way to get around at a price that wasn't extraordinarily much greater than a Greyhound bus.
47
Southwest said, everybody else is flying hub and spoke.
48
They have hubs, and they fly hub and spoke.
49
We're going to fly point to point so that we don't have aircraft waiting on the ground because you only make money when you're in the air.
50
We're going to only fly 737s, one kind of aircraft, so that our gates are set up for those, our systems are set up for those, our training, our simulations are set up.
51
We're not going to offer meals on the flights because we're going to specialize in short flights.
52
We're not going to book through travel agents.
53
We're going to encourage people to book online because that's less expensive for everybody and more convenient.
54
So their strategy ended up having a substantially lower cost than any of the major carriers so that they could offer substantially lower prices.
55
Because it had a way of winning, it got bigger and then bigger and then bigger and then bigger and bigger and bigger and bigger until it flies the most passenger seat miles in America.
56
The major carriers were not trying to win against one another.
57
They were all playing to play, as I say.
58
They were playing to participate, maybe buy more planes, get more gates, maybe grow some, not having a theory of here's how we could be better than our competitors.
59
And that was fine until somebody came along and said, here's a way to be better than everybody else for this segment.
60
And so that segment then goes.
61
It's gone .
62
And the main playing to play players have to share a smaller pie that's left over after Southwest takes whatever share it wants.
63
If you're trying to escape this planning trap, this comfort trap of doing something that's comfortable but not good for you, how do you start?
64
The most important thing to recognize is that strategy will have angst associated with it.
65
It'll make you feel somewhat nervous because as a manager, chances are you've been taught you should do things that you can prove in advance.
66
You can't prove in advance that your strategy will succeed.
67
You can look at a plan and say, well, all of these things are doable.
68
Let's just do those because they're within our control.
69
But they won't add up to much.
70
In strategy, you have to say, if our theory is right about what we can do and how the market will react, this will position us in an excellent way.
71
Just accept the fact that you can't be perfect on that, and you can't know for sure.
72
And that is not being a bad manager.
73
That is being a great leader because you're giving your organization the chance to do something great.
74
The second thing I do is say, lay out the logic of your strategy clearly.
75
What would have to be true about ourselves, about the industry, about competition, about customers for this strategy to work?
76
Why do you do that?
77
It's because you can then watch the world unfold.
78
And if something that you say is in the logic that would have to be true for this to work is not working out quite the way you hoped, it'll allow you to tweak your strategy.
79
And strategy is a journey, what you want to have as a mechanism for tweaking it, honing it, and refining it so it gets better and better as you go along.
80
Another thing that helps with strategy is not letting it get overcomplicated.
81
It's great if you can write your strategy on a single page.
82
Here's where we're choosing to play.
83
Here's how we're choosing to win.
84
Here are the capabilities we need to have in place.
85
Here are the management systems.
86
And that's why it's going to achieve this goal, this aspiration that we have.
87
Then you lay out the logic, what must be true for that all to work out the way we hope.
88
Go do it, and watch and tweak as you go along.
89
That may feel somewhat more worry-making, angst-making than planning, but I would tell you that if you plan, that's a way to guarantee losing.
90
If you do strategy, it gives you the best possible chance of winning.
📺 Stesso Canale
C12
Lean Into Imposter Syndrome, Don't Give In to It
Business EnglishUniversity StudentsWorking Adults
B21
How to Find a Mentor Who Can Accelerate Your Career | Christine vs. Work
Business EnglishInterview EnglishUniversity Students
C17
Turn Anxiety into Action
Business EnglishWorking Adults
B2Stand Out in a Job Interview | The Harvard Business Review Guide
Business EnglishInterview EnglishUniversity Students
C15
Commander's Intent Enables Great Leadership
Business EnglishWorking Adults
C14
Can Work Make You Happy? Should It?
Business EnglishUniversity StudentsWorking Adults
C11
Identity Crisis: Why Defining Yourself by Your Career Is a Problem
Business EnglishUniversity StudentsWorking Adults
B22
How to Get Good at Small Talk, and Even Enjoy It
Business EnglishDaily ConversationUniversity Students
C16
A Smarter Way to Delegate: What to Keep vs. What to Hand Off
Business EnglishWorking Adults
C15
How to Be Creative on Demand
Business EnglishUniversity StudentsWorking Adults
C13
If Your Team Never Fails, It Isn’t Learning
Business EnglishUniversity StudentsWorking Adults
C11
Leisure's Not a Luxury. It's a Requirement for Top Leaders
Business EnglishUniversity StudentsWorking Adults
C128
You Need to Be Bored. Here's Why.
Business EnglishUniversity StudentsWorking Adults
C13
Use Strategic Thinking to Create the Life You Want
Business EnglishUniversity StudentsWorking Adults
C13
The Five Competitive Forces That Shape Strategy
Business EnglishUniversity StudentsWorking Adults
✨ Video consigliato
C12
55 frasi
Corporate Strategy: The role of strategy in business
Business EnglishUniversity StudentsWorking Adults
C11
134 frasi
Passage Planning: The Four Stages of Voyage Planning Explained
Business EnglishUniversity StudentsWorking Adults
B23
96 frasi
Think faster and speak 🗣️
Business EnglishDaily ConversationUniversity Students
C13
406 frasi
#03 Strategic Types of Human Resources Management
Business EnglishUniversity StudentsWorking Adults
B21
66 frasi
What is Urban Planning?
Business EnglishUniversity StudentsWorking Adults
B21
468 frasi
How To Plan Your Life For Success & Handle Change P1: Dr. Myles Munroe's Strategy | MunroeGlobal.com
Business EnglishUniversity StudentsWorking Adults
C1480 frasi
Everything Valuable from an MBA in 25 minutes
Business EnglishUniversity StudentsWorking Adults
C12
226 frasi
Introduction to Constrained Planning
Business EnglishUniversity StudentsWorking Adults
C133
16 frasi
Tầm nhìn chiến lược: Yếu tố tạo nên khác biệt trong hành trình thành công
IELTS PrepBusiness EnglishUniversity Students
C14
32 frasi
What is the PMI MORE Strategy?
Business EnglishUniversity StudentsWorking Adults
C11
190 frasi
Trading Strategist: The Prop Firm Edge Isn't Your Strategy, It's How You Manage The Accounts!
Business EnglishUniversity StudentsWorking Adults
Perché praticare a parlare con questo video?
Questo video è una vera gemma per chi vuole migliorare l'inglese parlato con il metodo shadow speak! La conversazione di Roger Martin è chiara, veloce ma comprensibile, e tratta un argomento concreto (strategia vs pianificazione) che ti aiuta a familiarizzare con vocaboli business e frasi strutturate. Praticare con lui significa non solo imitare l'intonazione e il ritmo, ma anche imparare a esprimere idee complesse in modo fluido. Il shadowing in inglese con questo contenuto ti dà quick wins: in poche sessioni, noterai che le tue frasi saranno più naturali e le tue pause più appropriate. Ecco perché è perfetto per chi vuole progredire velocemente!
Grammatica e espressioni in contesto
Analizziamo 3 espressioni chiave per il tuo inglese parlato:
- "A strategy is an integrative set of choices that positions you...": La struttura "that positions you" è un esempio di relative clause usata per definire un concetto. Impara a usare "that" per aggiungere dettagli senza interrompere il flusso. Perfetta per le presentazioni!
- "Planning does not have to have any such coherence": "Does not have to" è una modal verb per esprimere lack of necessity. Molto utile per contrastare idee, come nel video. Prova a dire: "Il mio piano non deve essere perfetto, ma deve essere coerente".
- "We're going to fly point to point so that we don't have aircraft waiting...": "So that" è usato per spiegare lo scopo. È più diretto di "in order to" e viene spesso usato nel parlato. Imita la frase: "Io studio inglese shadowing così che la mia pronuncia migliori".
Trappole di pronuncia comuni
Nel video, alcuni vocaboli possono creare difficoltà:
- "Integrative": La pronuncia corretta è /ˈɪntɪɡrətɪv/, ma molti italiani dimenticano la "t" e dicono "in-grative". Ascolta attentamente e imita il suono deciso della "t".
- "Coherence": La "h" è silenziosa, quindi si dice /kəʊˈhɪərəns/ (non "co-her-ence"). Focus sulla "o" lunga e sulla "r" soft.
- "Southwest": La combinazione "th" e "w" può essere tricky. Pronuncia "sauθwest", con la "th" come in "think" e la "w" leggera. Prova a ripetere "Southwest Airlines" più volte: il shadow speech ti aiuterà a dominarla!
Imparare l'inglese con YouTube non è mai stato così efficace: con questo video e il metodo shadowspeaks, ogni minuto di pratica è un passo verso la fluenza. Non aspettare: metti in pausa, ripeti, e sentiti come un native speaker!
La grammatica di questo video
Le strutture che chi parla usa di più, con le parole esatte del video:
| Struttura | Nel video |
|---|---|
| Present perfect have/has + participio passato — un’azione passata che conta ancora adesso | has been · have put · you've been taught |
| Forma passiva be + participio passato — conta ciò che accade, non chi lo fa | are set · you've been taught |
Cos'è la tecnica dello Shadowing?
Shadowing è una tecnica di apprendimento delle lingue supportata da studi scientifici, originariamente sviluppata per la formazione dei traduttori professionisti e resa popolare dal poliglotta Dr. Alexander Arguelles. Il metodo è semplice ma potente: ascolti un audio in inglese di madrelingua e lo ripeti immediatamente ad alta voce — come un'ombra che segue il parlante con un ritardo di solo 1–2 secondi. A differenza dell'ascolto passivo o degli esercizi di grammatica, lo shadowing costringe il tuo cervello e i muscoli della bocca a elaborare e riprodurre simultaneamente i modelli di discorso reale. La ricerca dimostra che migliora significativamente la precisione della pronuncia, l'intonazione, il ritmo, il discorso connesso, la comprensione dell'ascolto e la fluidità del parlato — rendendolo uno dei metodi più efficaci per la preparazione alla prova di speaking dell'IELTS e per la comunicazione reale in inglese.