Trapped in the Quicksand: Why Strategies Falter

Roberto S. Vassolo (), Natalia Weisz () and Benjamin Laker ()
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Roberto S. Vassolo: Universidad Austral
Natalia Weisz: Universidad Austral
Benjamin Laker: University of Reading

Chapter Chapter 2 in Advanced Strategic Management, 2024, pp 19-29 from Springer

Abstract: Abstract We begin this chapter by highlighting significant organizational failures, illustrating how industry giants can falter amidst drastic changes. These cases introduce a discussion on the common pitfalls leading to strategic plan failures. We differentiate technical problems with known solutions from adaptive issues lacking clear resolutions, then explore the dichotomy between authority and leadership within organizations, emphasizing that while authority can help solve technical issues, leadership is an activity that addresses adaptive challenges at all levels. This distinction underscores why strategies often stumble—because strategic problems are inherently adaptive, requiring a multifaceted approach beyond technical solutions. Finally, we consider the role of interest groups in strategic planning, noting the variation in demands and influences across different stakeholders, both internal and external. The management of these interest groups is critical, especially during strategic shifts, as each group will have to navigate its own learning curve.

Keywords: Organizational failure; Leadership intervention; Adaptive problems; Hidden P&L; Stakeholder groups (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-031-57419-1_2

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DOI: 10.1007/978-3-031-57419-1_2

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