The strategic development plan is not formalized and not documented.

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In business, all agreements are formalized, but this rarely applies to internal agreements. As a result, the strategy often exists only in the minds of employees, and not on paper. This is what hinders its implementation. The traditions of formalizing internal decisions and agreements in companies are not yet developed, so it is important to begin implementing this approach.

The strategy is abstract and does not correspond list of exit cell phone numbers to reality.
Often, the development policy of companies is based on hackneyed phrases like “high productivity,” “market leadership,” etc. Everyone understands such formulations in their own way, which creates confusion and uncertainty. To avoid this, the strategy should clearly spell out specific actions of all employees aimed at achieving common goals. Everyone should clearly understand what results the organization expects from them, how they can contribute to its success.

The company's development policy is not communicated to the staff
The strategic plan exists, is formalized, free of general formulations and clearly defines the goals. Its developers are satisfied and inspired by the implementation of the plan. But that's where it ends. Employees know about the strategy, but are not familiar with its content.

The company's development policy is not communicated to the staff

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In such a situation, a number of difficulties arise. After developing a high-quality strategy, it should be communicated to key specialists in theses describing their roles in its implementation. And you should not expect that after presenting the development plan, everyone will immediately understand what needs to be done.