There are several other causes that contribute to the failure of implementation:

  1. People need to find meaning in what they do, if the strategy does not offer a compelling vision, implementation is going to be very difficult. This is why we develop a definition of the organization’s “Core Brand “and it’s “Prefered Future” that inspires and compromises
  2. People do not feel motivated to implement what they have not contributed to create, therefor real participation is essential for a successful implementation.
  3. People find that the strategic planning process is time consuming, with a low benefit to cost ratio to them. Therefor it is important for the methodology to be efficient, to contribute to their personal and professional growth, to be fun, and to make sense to them.
  4. Usually people feel that the strategic formulation does not fit with the way in which they have to make day to day decisions. Therefor it is essential to create a congruence between an exercise which is done on a yearly basis, and the day to day strategic and tactical challenges that executives face.
  5. People also find it very strenuous to have to get through incredible amounts of information. Therefor it is essential to have visual tools that facilitate the  understanding and processing of information.
  6. The organizational architecture held before the planning process was conceived under a prior and different formulation. If no revision is done over the competencies and resources offered by the existing architecture, as well as  a congruence analysis with the new formulation, is very probable that the organization will not count on an architecture aligned with the new challenges that come with the new approach.