A list of 26 reasons why strategic initiatives, programs fail.

1. “
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p ag e
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2. There is nothing more difficult to take in hand, more perilous to
conduct, or more uncertain in its success than to take the lead in
the introduction of a new order of things"
Niccolo Machiavelli
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p ag e
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3. …..and Today it is Everywhere
So what are the
pitfalls of strategic
initiatives?
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page 3

4. The Strategy
1. Failing to define your ideal future vision in the
beginning
2. Developing a shared vision
3. Failing to clarify and simplify
4. Developing only superficial vision, mission and values
statements
5. Forgetting that people support what they help create
and involved in
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page 4

5. The Strategy Continued
6. Failing to make tough choices to future directions and
obsolete tasks
7. Neglecting to gauge yourself against the competition
8. Conducting only long-range financial forecasting
9. Poor information on social, competitive, economic,
political, technical, industry and customer influences
10. Using confusing terminology and language
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6. The Plan
11. Failing to integrate planning at all levels
12. Conducting “business as usual” after strategically planning otherwise
13. Commitment to the plan
14. Having an actual living plan
15. Resourcing to develop the plan
16. Managing the plan
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page 6

7. The Implementation
17.Frequently changing priorities and focus; not persevering on one track
18.Inconsistent decisions
19.Failing to design/ complete an effective (measured) implementation process
20.No management of implementation and process of change
21.Difficultly in keeping up momentum in implementation
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8. The Implementation Continued
22.Low commitment to the final products of the
strategic plan
23.Failure to provide the needed resources
(financial and personnel) to implement
24.Differing directions/priorities among
business/organizational units
25.Conflicts, politics, lack of interpersonal skills
among top management when working together
26.Burnout
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9. Many of the pitfalls are
linked to the soft side of
the strategy
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page 9

10. Strategic Change is no about just
throwing up a new organization structure or sending an email.
You need to have an organization change strategy and plan
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11.  This is Not Human Resources
 Strategy and Enterprise initiatives are about change
 It is about managing the live-ware of the initiative
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12. Organization Change management:
 is a process to manage the people side of an initiative, system
installation, process and organizational change.
 is competency applied to move people from the current state, through
transition to a future state.
is a strategic capability to increase the organizational change capacity
to accelerate changes within an organization.
Current Transition Future
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page 1 2

13.  Integrate the plan
 Plan the live-ware
 Pick a model
 Ensure active sponsorship
 Flex your leadership style
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14. About Shirley Williams.
Shirley Williams has had a dynamic and assertive management
career that has led to a reputation of a visionary, result-driven and
passionate leader with excellent strategic implementation and
motivational abilities.
Shirley has had 20+ years in the Pharmaceuticals, Healthcare and
Information Technology. Shirley is the principal consultant and owner
at William Pearl and Social Media Pearls. Shirley consults in strategy,
business transformation, team development and social media. Shirley
http://www.william pear l.c om
also has her own Talk Radio Show on Social Business Environment
http://www.soc ialm ediapear ls.c om
and Healthcare.
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C r edits:
Cartoons by David Waisglass, Gordan Coulthart
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