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Cause No. 1: Poor coordination within management
- Incongruous goals, opinions, and policies among upper-level executives can obstruct the cross-system cooperation required by the strategy.
Cause No. 2: Employees aren’t buying in
- Employees within the company do not understand the strategy.
- Employees feel no personal responsibility to fulfill the strategy.
- It’s possible they may feel that their efforts will be inconsequential in actually bringing about a change, or perhaps they are contemptuous of management.
- Employees are impassive towards the execution of the strategy, and exert no enthusiasm in taking part.
- Employees are uninspired by the overarching goals of the strategy.
Cause No. 3: Inadequate change within the work unit
- Managers fail to direct the efforts of their work units towards conforming with the new strategy.
- Managers’ styles and tactics undermine employee enthusiasm about the strategy.
- Work proceeds as usual even within those units whereby the strategy requires swift and considerable change.
Cause No. 4: Weak inter-departmental collaboration
- There are insufficient processes employed to advance the collaboration between different operating and functional areas.
Cause No. 5: There exists no measurement of progress
- A method of measuring progress towards the desired goals is either deficient or else entirely absent. It is difficult, if not impossible, to tell what exactly is changing.
Source: excerpt from compareHRIS.com