Why is it that often when a company strategy is developed it performs no visible function within the organization? Comprehensive strategies that cover every possible contingency look impressive. Often someone, other than those who have the ultimate responsibility for the organizations direction, develop these strategic plans. These plans can fill large notebooks, tend to collect dust on a bookshelf, cost valuable resources, and may have the image of being developed in some ivory tower... away from the details of the real work of the organization.
With this image in mind, it is understandable that many companies reject the idea of developing a strategic plan, saying they have it all in their heads and there is no reason to write it all down.
Some would say that developing a written Strategy takes many resources and wouldn’t produce anything positive towards the desired results of profitability and loyal customer development. This “attitude” is generally reinforced by the results of the organizations current achievements.
Can you establish, start, and maintain into the future, a successful enterprise with nothing more than a few ideas and the ambition of several key people without having Strategic Plans fully developed and implemented?
Keep your answer in mind as you move forward with this module.
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