Business Strategy/Failure of Strategy

Reasons why strategic plans fail
There are many reasons why strategic plans fail, especially:


 * Failure to understand the customer
 * Why do they buy
 * Is there a real need for the product
 * inadequate or incorrect marketing research
 * customer looking for more advanced technology,user safety, aesthetic appearance
 * Inability to predict competitive|environmental reaction
 * What will competitors do
 * Does your product fulfill the aspirational needs of customer
 * company structure and style not lending to find out the possible reactions; its style has always been 'knee-jerk' reactions.
 * Fighting brand management|brands
 * product has crossed its half-life period; no further research done to revamp/add more attributes
 * Company has not taken a full view of the market demand ;supplies reaching only a few pockets.
 * Price wars
 * an attitude of complacence or a fear of market expecting a permanent crash in prices due to price war
 * Will government intervene
 * Whether any USP is envisaged vis-a-vis the existing models
 * Over-estimation of resource competence
 * Can the staff, equipment, and processes handle the new strategy
 * Failure to develop new employee and management skills
 * Does the organization know how to fit in new resources with old team
 * Failure to coordinate
 * Reporting and control relationships not adequate;company is bogged down by silos, internal politics
 * Organizational structure not flexible enough
 * Keeping the teams in darkness about their roles in the overall progress of the project
 * Teams not given the big picture
 * Failure to obtain senior management commitment
 * Failure to get management involved right from the start
 * Failure to obtain sufficient company resources to accomplish task
 * Failure give adequate briefing to senior management
 * Failure to be transparent with senior management team
 * Failure to obtain employee commitment
 * New strategy not well explained to employees
 * No incentives given to workers to embrace the new strategy
 * Failure to train the junior level operatives for the new project
 * Failure to involve employees before the start of project
 * Failure of senior planners to understand the nitty gritties at the operational level
 * Under-estimation of time requirements
 * No critical path analysis done
 * Senior and middle level managers not adequately exposed or trained to handle nitty gritties in execution
 * Failure to follow the plan
 * No follow through after initial planning
 * No tracking of progress against plan
 * No consequences for above
 * No proper training to give feed back at the critical junctures
 * Failure to manage change
 * Inadequate understanding of the internal resistance to change
 * Lack of vision on the relationships between processes, technology and organization
 * Poor communications
 * Insufficient information sharing among stakeholders
 * Exclusion of stakeholders and delegates