Why most strategies fail today: The need for strategy innovations

Manfred Perlitz

European Management Journal, 1993, vol. 11, issue 1, 114-121

Abstract: Most strategic programs are merely slogans idealizing past or present corporate strategies. Furthermore, many of these 'success strategies' are not genuinely novel and when diffused among many companies, lose their distinctive features. Stereotypical strategy concepts also imply stereotypical organizational structures which impair employees' innovative potential. Leading companies excel by developing new slogans, that is, new strategic concepts and consequently strategic innovations. Manfred Perlitz demonstrates a flexible individual concept in connection with the process of international strategy development. It starts with strategic deficiency analysis and tries to generate solutions with a question sequence of how to do the repair. The special know-how of employees is integrated into the strategy development at a very early point.

Date: 1993
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