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Why most strategies fail today: The need for strategy innovations

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  • Perlitz, Manfred

Abstract

Most strategic programs are merely slogans idealizing past or present corporate strategies. Furthermore, many of these 'success strategies' are not genuinely novel and when diffused among many companies, lose their distinctive features. Stereotypical strategy concepts also imply stereotypical organizational structures which impair employees' innovative potential. Leading companies excel by developing new slogans, that is, new strategic concepts and consequently strategic innovations. Manfred Perlitz demonstrates a flexible individual concept in connection with the process of international strategy development. It starts with strategic deficiency analysis and tries to generate solutions with a question sequence of how to do the repair. The special know-how of employees is integrated into the strategy development at a very early point.

Suggested Citation

  • Perlitz, Manfred, 1993. "Why most strategies fail today: The need for strategy innovations," European Management Journal, Elsevier, vol. 11(1), pages 114-121, March.
    • Handle: RePEc:eee:eurman:v:11:y:1993:i:1:p:114-121
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    Cited by:

    1. Manfred Perlitz & Lasse Schulze & Christina B. Wilke, 2010. "The demographic and economic transition in Central and Eastern Europe – Management implications," Journal of East European Management Studies, Nomos Verlagsgesellschaft mbH & Co. KG, vol. 15(2), pages 149-176.

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