1. Managers lack strategic awareness.
Peter Drucker, a management guru, believes that the main reason for the company's setbacks is that people seldom fully think about what the company's mission is. Nowadays, domestic companies are facing great changes in the external environment, such as the changes in the international business environment in the post-crisis era, the transformation and upgrading of the economic structure, the network competition in the Internet era, the competitive pressure of multinational companies, etc ... All these make enterprises face a huge "strategic crisis".
Market competition is essentially "survival of the fittest", which is the essential law. Therefore, extensive mergers and acquisitions will inevitably lead to major changes in the company's business scope, organization scale, product structure and market scope. In this context, the company must lose no time to re-formulate strategic planning in order to successfully cope with market competition.
However, the investigation and analysis show that the top management of many domestic companies are still immersed in routine work and become "busy people" of the company, so that they have no time to take care of the company's tasks, directions and strategies.
2. Blindly imitate the successful strategies of other companies
Strategic planning is based on the strategy of a specific company, which varies from time to time, from place to place and from company to company. There is no specific strategy that can repeatedly save two companies on the verge of bankruptcy, or repeatedly make the two companies develop steadily and rapidly. However, in reality, many companies, whether formulated by insiders or entrusted by external companies, often fail to fully consider the company's development process, lack comprehensive and scientific analysis and demonstration of the company's external opportunities, threats and internal advantages and disadvantages, but blindly copy or copy the successful strategies of other industries or other companies, which makes the company's business appear the same trend.
Strategic planning is based on the strategy of a specific company, which varies from time to time, from place to place and from company to company. There is no specific strategy that can repeatedly save two companies on the verge of bankruptcy, or repeatedly make the two companies develop steadily and rapidly. However, in reality, many companies, whether formulated by insiders or entrusted by external companies, often fail to fully consider the company's development process, lack comprehensive and scientific analysis and demonstration of the company's external opportunities, threats and internal advantages and disadvantages, but blindly copy or copy the successful strategies of other industries or other companies, which makes the company's business appear the same trend.
3. The organizational structure does not match the company strategy.
A successful strategy cannot be separated from an appropriate organizational structure, because the organizational structure not only determines how the objectives and policies are established to a great extent, but also determines the company's resource allocation. But this point is often ignored by company managers, and many companies still try to implement new strategies with the original organizational structure.
This practice often leads to the inefficiency of the company's current organizational structure, and its typical symptoms include: (1) too many management levels, resulting in poor communication among management; (2) Many people are forced to attend too many inefficient or even ineffective meetings; (3) It takes too much energy and resources to solve departmental contradictions; (4) Poor management and control of the company makes it difficult to achieve the company's strategic objectives; Wait a minute.
In recent years, many companies immediately "avalanche down" after "explosive growth", which is due to both strategic mistakes and lagging organizational structure.
4. Lack of strategic personnel training
Many companies often realize that when implementing new strategies, the estimation of talents and skills needed to implement new strategies is so insufficient.
Some companies simply think that as long as they have enough funds, they can "do everything" and their expansion can "get what they want". Especially after a period of rapid growth, the company has accumulated considerable funds, ready to start a second venture and implement cross-industry business strategy. Due to the "ambitious" goal and the "grand" strategy, it is difficult for the company to recruit enough talents for a while, so there has been a common phenomenon in recent years-"driving ducks to the shelves", that is, people with obviously insufficient management ability and technical level are pushed to important positions to implement the new strategy.
Not only managers, but also business personnel in technical research, product development, marketing, financial management, information management and other important departments often "catch ducks on the shelves".
When implementing the new strategy, the company must clearly realize that with the correct business philosophy, it needs managers and employees with corresponding abilities to realize the strategic intention of the company, otherwise it will deviate from the direction in the implementation process, not only unable to achieve the strategic objectives, but also may cause great losses to the company.
5. Can't resist the temptation of "new opportunities"
Many managers are determined and focused when formulating strategies, but they often can't resist the temptation of "profit growth points" emerging in the market, can't carry out the established strategies as always, and habitually pursue market hotspots, such as real estate, securities investment, biomedicine, environmental protection, health care products, and the Internet. As a result, the company "eliminated itself in the movement".
Of course, with the change of internal and external environment, the company's strategy needs to be adjusted and developed, but the company must be based on the long-term, cultivate core competitiveness and develop core products around the established strategy.
6. Unable to timely and scientifically evaluate the strategy.
No matter how comprehensive and meticulous the strategic planning is, it can't fully adapt to the ever-changing market environment. Therefore, timely, objective and efficient strategic evaluation is helpful to take appropriate actions on the company's strategy and ensure the realization of strategic objectives.
Many enterprise strategies are evaluated at the end of the year or when there is a major deviation. Failure to correct the deviation in time at this time will often cause irreparable losses to the company. In fact, the company's strategic crisis is not a one-off event, and there is often a "incubation period". At this time, through strategic assessment, problems can be found in advance and corresponding measures can be taken. In fact, strategic assessment activities should be carried out continuously, not just at the end of a specific period or when problems arise.
At the same time, the strategic evaluation of most companies is either "centralized expert discussion" or "decentralized internal report", and the evaluation activities are mostly "static", that is, the evaluation activities are not managed as a dynamic process, but the completion of the evaluation report means the end of the evaluation activities. The company has not yet formed a relatively stable evaluation mechanism and a "dynamic" evaluation system.