8An Integrated Strategic Model
As mentioned early on, the main reasons that organizations fail to execute their strategic plans are (1) they treat strategic planning as a once-a-year activity, separate from their day-to-day operation; and (2) after the strategic plan is completed it typically goes on a bookshelf while everyone, albeit vaguely attempting to live up to the expectations of the plan, gets back to the urgent matters that were slipping past as they supported the offsite strategic plan session. It is a classic case of the urgent overriding the important.
The various elements of culture, alignment, and metrics, along with governance, ...
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