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Trapped in the Quicksand: Why Strategies Falter

In: Advanced Strategic Management

Author

Listed:
  • Roberto S. Vassolo

    (Universidad Austral)

  • Natalia Weisz

    (Universidad Austral)

  • Benjamin Laker

    (University of Reading)

Abstract

We begin this chapter by highlighting significant organizational failures, illustrating how industry giants can falter amidst drastic changes. These cases introduce a discussion on the common pitfalls leading to strategic plan failures. We differentiate technical problems with known solutions from adaptive issues lacking clear resolutions, then explore the dichotomy between authority and leadership within organizations, emphasizing that while authority can help solve technical issues, leadership is an activity that addresses adaptive challenges at all levels. This distinction underscores why strategies often stumble—because strategic problems are inherently adaptive, requiring a multifaceted approach beyond technical solutions. Finally, we consider the role of interest groups in strategic planning, noting the variation in demands and influences across different stakeholders, both internal and external. The management of these interest groups is critical, especially during strategic shifts, as each group will have to navigate its own learning curve.

Suggested Citation

  • Roberto S. Vassolo & Natalia Weisz & Benjamin Laker, 2024. "Trapped in the Quicksand: Why Strategies Falter," Springer Books, in: Advanced Strategic Management, chapter 0, pages 19-29, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-57419-1_2
    DOI: 10.1007/978-3-031-57419-1_2
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