Resumo:
This study has target to analyze the way the strategic process in Embasa was built up, trying to identify the factors that drove the strategies success or failure between 1995 and 2004. It was considered the influence of organizational culture that pass through many critical aspects in the whole process, mainly that one relate with people valorization and integration and cooperation between the areas. The study began the understanding what the success of strategic implementation depends on straightness between strategic planning and operational actions of the company, that means, the thought and action. That for, it is fundamental conditions the people participation in different organization levels during the step of strategic formulation. It was adopted as references the following principles:(1) describe and communicate the strategy in an efficient way and comprehensible for everybody in the organization;(2) creating synergy between the business units and support units, which may converge their efforts in the sight vision; (3) transforming strategic as a task for everybody;(4) converting the strategy in a continuous process of learning and (5) mobilizing the change by the executive leadership. With support on theoretical reference, documents analysis and perception of managers and employees, the Embasa case indicates as strong points the motivation and commitment of his work power, as well, the participative methodology of strategy formulation. It was identified some critical points as the information system current, people management procedures and difficulties in communication of the strategies.
