Strategy that gets stuck on paper
Many organisations have a clear strategy but get stuck as soon as it has to become concrete in daily practice. The translation to processes, systems and people is often underestimated or addressed too late. As a result the set-up of the organisation does not match the chosen course and things never get beyond good intentions. There is also often no overview of how different parts, such as technology and collaboration, interact. The result is a strategy that is strong on paper but grinds to a halt in execution.