The strategic plan is not synchronized among the carriers

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Each enterprise is a branched structure, including line personnel, managers and owners. In this regard, before starting to implement a business development strategy, it is important to coordinate its vision among all key participants to ensure a uniform understanding of its provisions.

Each employee is responsible for their own area and strives to ensure that the implementation of the general plan takes into account their interests. Everyone has their own vision of the goals and prospects of the business, so it is important to reach a consensus.

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The strategic development plan is not formalized and not documented.
In business, all agreements are formalized, but this rarely applies to internal agreements. As a result, the strategy often exists only in the minds of employees, and not on paper. This is what hinders its implementation. The traditions of formalizing internal decisions and agreements in companies are not yet developed, so it is important to begin implementing this approach.

The strategy is abstract and does not correspond to reality
Often, the development policy of companies is based on hackneyed phrases like “high productivity,” “market leadership,” etc. Everyone understands such formulations in their own way, which creates confusion and uncertainty. To avoid this, the strategy should clearly spell out specific actions of all employees aimed at achieving common goals. Everyone should clearly understand what results the organization expects from them, how they can contribute to its success.

The company's development policy is not communicated to the staff
The strategic plan exists, is formalized, free of general formulations and clearly defines the goals. Its developers are satisfied and inspired by the implementation of the plan. But that's where it ends. Employees know about the strategy, but are not familiar with its content.